CMMA Winning Culture


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Keynote for the CMMA - Clearwater FL Oct 3, 2010

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CMMA Winning Culture

  1. 1. Building A Winning Culture
  2. 2. A few of my clients:
  3. 3. For the past 21 years…
  4. 4. What does this mean to me? How can I use this idea? What can I do right away? I am NOT a guru…
  5. 5. The Number One Goal MUST be Satisfied Customers
  6. 6. <ul><li>The number one factor in increasing the level of highly satisfied and engaged CUSTOMERS in your business is… </li></ul>The level of highly satisfied and engaged EMPLOYEES in your business.
  7. 7. (T + C + ECF) x DE = Success
  8. 8. T = Talent Talent
  9. 9. What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments. Deliver required results. Ensure your actions are consistent with your word. Stand behind the team and its people. Be enjoyable to work with. Be passionate about your work and those you serve. Communicate and keep everyone informed. Help the other members of the team. Help members of other teams. Share ideas, information and credit. Hold yourself 100% accountable.
  10. 10. <ul><li>Lack of TRUST </li></ul><ul><li>Lack of candor </li></ul><ul><li>Lack of commitment </li></ul><ul><li>Lack of accountability </li></ul><ul><li>Lack of results </li></ul>
  11. 11. Let’s take a close look at what some of the top thought leaders in the world have to say about teams…
  12. 12. A Vivid Shared Vision <ul><li>A meaningful common purpose that the team has helped shape. </li></ul>
  13. 13. Clear Measurable Goals <ul><li>Specific performance goals that flow from the common purpose. Compelling goals inspire and challenge a team, give it a sense of urgency. They also have a leveling effect, requiring members to focus on the collective effort necessary rather than any differences in title or status. </li></ul>
  14. 14. Solid Work Ethic <ul><li>A strong commitment to how the work gets done . Teams must agree on who will do what jobs, how schedules will be established and honored, and how decisions will be made and modified. On a genuine team, each member does equivalent amounts of real work; all members, the leader included. </li></ul>
  15. 15. Team Trust <ul><li>Trust and commitment cannot be coerced. The process of agreeing upon appropriate goals serves as the crucible in which members forge their accountability to each other… not just to the leader or manager. </li></ul>
  16. 16. Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern The 4 C’s of Trust
  17. 17. John Spence High Performance Team Model <ul><li>D </li></ul><ul><li>M </li></ul><ul><li>C </li></ul><ul><li>C </li></ul><ul><li>M </li></ul><ul><li>D </li></ul>irection – vivid, clear, inspiring --- shared easurements – specific, observable, focused ompetence – very good at what they do ommunication – open, honest, courageous utual Accountability – all team members iscipline – do this every day
  18. 18. 11 Key Team Competencies: <ul><li>Setting clear, specific and measurable goals. </li></ul><ul><li>Making assignments extremely clear and ensuring required competence. </li></ul><ul><li>Using effective decision making processes within the team. </li></ul><ul><li>Establishing accountability for high performance across the entire team. </li></ul><ul><li>Running effective team meetings. </li></ul><ul><li>Building strong levels of trust. </li></ul><ul><li>Establishing open, honest and frank communications. </li></ul><ul><li>Managing conflict effectively. </li></ul><ul><li>Creating mutual respect and collaboration. </li></ul><ul><li>Encouraging risk-taking and innovation. </li></ul><ul><li>Engaging in ongoing team building activities . </li></ul>1 - 10
  19. 19. Talent Workshop <ul><li>Create a pipeline of talent into your company. </li></ul><ul><li>Hire for attitude – train for skills. </li></ul><ul><li>Train people how to interview. </li></ul><ul><li>Use team interviewing. </li></ul><ul><li>Use a focused competency model. </li></ul><ul><li>Use numerous types of testing. </li></ul><ul><li>Do a thorough reference check. </li></ul><ul><li>Make sure they really want to work for you. </li></ul><ul><li>Hire slow – fire fast . </li></ul>Make “Hiring Right” a core competency!
  20. 20. C = Culture <ul><li>Business Side </li></ul><ul><li>Innovation </li></ul><ul><li>Accountability </li></ul><ul><li>Urgency </li></ul><ul><li>Execution </li></ul><ul><li>Customer Focus </li></ul><ul><li>Ownership Mentality </li></ul>
  21. 21. The Four Pieces of Paper…
  22. 22. 74% 23,000,000
  23. 23. 88%
  24. 24. Top high-potential employees… <ul><li>Credible </li></ul><ul><li>Respectful </li></ul><ul><li>Approachable </li></ul><ul><li>Highly Professional </li></ul><ul><li>Team Player </li></ul>
  25. 25. 5 Key Requirements of Effective Leadership Vision Execution Engagement Legacy
  26. 26. The key elements of a winning culture: Employees <ul><li>Fun </li></ul><ul><li>Family </li></ul><ul><li>Friends </li></ul><ul><li>Fair </li></ul>Freedom Pride Praise Meaning Accomplishment 1 -10
  27. 27. You must create a culture that… <ul><li>Rewards fast action-taking </li></ul><ul><li>Punishes barriers </li></ul><ul><li>Embraces change </li></ul><ul><li>Encourages risk taking </li></ul><ul><li>Accepts failure </li></ul><ul><li>Empowers everyone… </li></ul>
  28. 28. Freedom: 4-Level Decision Making <ul><li>You own it. </li></ul><ul><li>Ask for input… you own it. </li></ul><ul><li>Team decision… I own it. </li></ul><ul><li>My call… I own it. </li></ul>
  29. 29. What do engaged employees look like? <ul><li>They give more discretionary effort. </li></ul><ul><li>They consistently exceed expectations. </li></ul><ul><li>They take more responsibility and initiative. </li></ul><ul><li>They receive better customer service ratings. </li></ul><ul><li>They offer more ideas for improvement. </li></ul><ul><li>They promote and model teamwork. </li></ul><ul><li>They volunteer more for extra assignments. </li></ul><ul><li>They anticipate and adapt better to change. </li></ul><ul><li>They persist at difficult work over time. </li></ul><ul><li>They speak well of the organization. </li></ul>1 - 10
  30. 30. The Six Universal Drivers of Engagement <ul><li>Caring, competent, and engaging senior leaders. </li></ul><ul><li>Effective managers who keep employees aligned and engaged. </li></ul><ul><li>Effective teamwork at ALL levels. </li></ul><ul><li>Job enrichment and professional growth. </li></ul><ul><li>Valuing employee Contributions. </li></ul><ul><li>Concern for employee well being. </li></ul><ul><li>1 - 10 </li></ul>
  31. 31. 1,300,000 interviews: Basic 4 + 1 <ul><li>Goal Setting </li></ul><ul><li>Trust </li></ul><ul><li>Communication </li></ul><ul><li>Accountability </li></ul><ul><li>Recognition </li></ul>
  32. 32. Culture Workshop <ul><li>Make hiring “right” a core competency </li></ul><ul><li>Manage the corporate culture as a key asset </li></ul><ul><li>Establish a clearly communicated vision for success </li></ul><ul><li>Focus on employee satisfaction and engagement as a strategic objective </li></ul><ul><li>Set high standards and hold people accountable to those standards </li></ul><ul><li>Refuse to tolerate mediocrity </li></ul><ul><li>Be a fanatic for training, coaching and mentoring across the organization </li></ul><ul><li>Empower your people to go out and “wow” the customer </li></ul>
  33. 33. E xtreme C ustomer F ocus
  34. 34. Web of Value VOC + MOT
  35. 35. VOC = Voice of the Customer
  36. 36. M oments O f T ruth
  37. 37. MOT Workshop – what are your top MOT?
  38. 38. (T + C + ECF) x DE = Success
  39. 39. 10 – 15 %
  40. 40. What Inhibits Execution? National Survey of 4,000 Senior Executives <ul><li>4. Inability to work together (21%) </li></ul><ul><li>3. Company culture (23%) </li></ul><ul><li>2. Economic climate (29%) </li></ul><ul><li>1. Holding onto the past / unwillingness to CHANGE (35%) </li></ul>
  41. 41. In other words… <ul><li>In order to succeed you need a high-performance team that embraces a strong culture of disciplined execution and accountability while being nimble, agile and adaptable to changes in the marketplace. </li></ul>
  42. 42. Where are we going + how will we behave on the way? Focus Differentiation “ No” Stakeholders + guiding collation Vision + Values Strategy Plans Goals / Objectives Tactics / Actions Procedures / Protocols Repeatable Process Clear / consistent / relentless @ Execution Training + time / money / supplies / people Measure Track & Post Transparency Renewal Praise + Celebration Eliminate Mediocrity
  43. 43. Disciplined Execution Workshop <ul><li>Clear Vision </li></ul><ul><li>Detailed Strategy </li></ul><ul><li>Guiding Coalition </li></ul><ul><li>Alignment </li></ul><ul><li>Systems </li></ul><ul><li>Communication </li></ul><ul><li>Support </li></ul><ul><li>Measure & Post </li></ul><ul><li>Adjust </li></ul><ul><li>Reward / Punish </li></ul>
  44. 44. SUMMARY of Key Strategies <ul><li>Create a talent pipeline </li></ul><ul><li>Intensive hiring process = Hire Right </li></ul><ul><li>Culture managed as a strategic fulcrum </li></ul><ul><li>Customer service as a key strategic differentiator </li></ul><ul><li>Own the VOC – Nail the MOT </li></ul><ul><li>Set clear standards – establish key processes </li></ul><ul><li>Measure – post – track – reward/punish </li></ul>
  45. 46. T HANK Y OU If you have any questions at all please do not hesitate to send a note or call. My email address is: Also, you might find value in the ideas I share in my blog. You can sign up for it at: Lastly, these slides have already been uploaded to: