Cecil Van Tuyl “It is all about people, people, people.” “ You can kid yourself about a lot of things in your business, but at the end of the day it will always come down to people.”
The number one factor in increasing the level of highly satisfied and engagedCUSTOMERS in your business is…The level of highly satisfied and engaged EMPLOYEES in your business.
Key Drivers of Customer Satisfaction and LoyaltyGlobal study: T olerate16 countries N othing529 companies15,589 respondents L ess From: Practice What You Preach by Maister
What do engaged employees look like?1. They give more discretionary effort.2. They consistently exceed expectations.3. They take more responsibility and initiative.4. They receive better customer service ratings.5. They offer more ideas for improvement.6. They promote and model teamwork. 1- 107. They volunteer more for extra assignments.8. They anticipate and adapt better to change.9. They persist at difficult work over time.10. They speak well of the organization.
Key attributes of winning cultures • High aspirations and a desire to win • Extreme customer focus • A “think like owners” attitude • Bias to action • Individuals who team • Passion and energyBain & Company 5
TEC / Vistage / EO / YPO = 2,000 CEOs 1. Lack of a well-communicated vision and strategy for growth. 2. Lack of courageous communication. 3. Tolerating mediocrity. 4. Lack of accountability and disciplined execution.
Where are we going + how will we behave on the way? Praise + Celebration Focus and Differentiation Eliminate Mediocrity “No”Measure / Track Communicate Stakeholders + Transparency guiding collation Renewal Vision + Values Training + Strategy time / money / Plans supplies / people Goals / Objectives Tactics / Actions Procedures / Protocols Clear / consistent / relentless Repeatable Process
The Evergreen Project 10 year study of 160 top companies 40 distinct industries 200 management practices Winners, climbers, tumblers, losers Winners had an average Total Return to Shareholders of 945%... The Losers only averaged a TRS of 62%From: What (really) Works by Joyce, Nohria, Roberson 18
The Four Primary Practices:1. A sharply focused, clearly communicated and well-understood strategy for growth.2. Flawless operational execution that consistently delivers the value proposition.3. A performance-oriented culture that does not tolerate mediocrity.4. A fast, flexible, flat organization that reduces bureaucracy and simplifies work.
The Secondary Management Practices: • Talent = find and keep the best people. • Key leaders show commitment and enthusiasm for the business. • Embrace strategic innovation. • Master the power of partnerships.From: What (really) Works by Joyce, Nohria, Roberson
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