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Creating a Winning Culture Riveron


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Creating a Winning Culture Riveron

  1. 1. Creating A Winning Culture
  2. 2. A few of my clients:
  3. 3. 100+ every year since 1989…
  4. 4. Reality CheckKnowing – Doing 1 -10
  5. 5. Organization Effectiveness Audit Page 2Be “Brutally Honest” Scale of 1 – 10 2
  6. 6. The Pattern of Business Success 3
  7. 7. (T + C + ECF) x DE = Success 3
  8. 8. T = Talent Talent
  9. 9. Here is how I define talent… • Impeccable Character • Excellent Communicator • Positive Attitude • Competence + Aptitude • Creative /Innovative • Strong Drive = Proactive • Customer Focused • Solid Team Player Job Description + Character WHAT WHO
  10. 10. 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.”
  11. 11. The number one factor in increasing the level of highly satisfied and engaged MEMBERS in your credit union is…The level of highly satisfied and engaged EMPLOYEES in your organization.
  12. 12. Key Drivers of Customer Satisfaction and Loyalty Financial Performance CR= 104.12% increase in profits Global study: 16 countries Tolerate 529 companies 35,589 respondents Quality P&S & Nothing Workshop Page 4 Member Relationship Less CR= .404 Employee CR=.277 Satisfaction CR=.275 CR=.249 CR=.334 CR=.280 Empowerment Coaching High Standards CR=.285 CR=.371 CR=.365 CR=.191 CR=.247 Long-term Enthusiasm, Training & Fair Orientation Commitment, Development Compensation RespectFrom: Practice What You Preach by Maister
  13. 13. Member satisfaction drives customer loyalty… and member loyalty drives profitability Evangelist 100% Zone of Affection I love you 90 80 A 5% increase in loyalty 70 Zone of among your best Indifference 60 members… Loyalty 50 I don’t care about you 40 30 Zone of Can produce a profit 20 Defection increase of 25% – 85%I hate you Terrorist Extremely Somewhat Slightly Very Dissatisfied Dissatisfied Dissatisfied Satisfied Satisfied Member Satisfaction
  14. 14. Culture = CashActively disengaged employees can reduce revenues by up to 22%, while highly satisfied and engagedmembers can drive profits up by as much as a 189%
  15. 15. Patrick Lencioni “Once organizational health (culture) is properly understood and placed in the right context, it will surpass all other disciplines in business as the greatest opportunity for improvement and competitive advantage. Really!”
  16. 16. HUGE data set… • 600,000 employees at 500 companies. • 6,800 senior executives. • 900 books and academic articles. • 30 CEOs of Fortune 500.From: Beyond Performance by Keller and Price
  17. 17. Nine Elements of Organizational HealthFrom: Beyond Performance by Keller and Price
  18. 18. Key attributes of winning cultures• High aspirations and a desire to win 1 - 10• Extreme customer focus• A “think like owners” attitude• Bias to action• Individuals who team• Passion and energyBain & Company 5
  19. 19. From the Employee’s Perspective: 1 - 10 5
  20. 20. What do employees want? S B A Focus me Know me Care about me Hear me Help me feel proud Equip me Help me see my value Help me grow Help me see my importance
  21. 21. C = Culture Business Side • Integrity • Innovation • Accountability • Execution • Urgency • Customer Focus • Ownership Mentality
  22. 22. 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.7. 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. 1 - 10 6
  23. 23. 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 7
  24. 24. 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.From: What (really) Works by Joyce, Nohria, Roberson 7
  25. 25. 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. Score yourself on the 1–10 scale for all eight practices on page 7From: What (really) Works by Joyce, Nohria, Roberson
  26. 26. Where are we going + how will we behave on the way? Praise + Celebration Focus Eliminate Mediocrity Differentiation “No” Measure Track & Post Stakeholders + Transparency guiding collation Renewal Vision + Values Strategy Training + Plans time / money / Goals / Objectivessupplies / people Tactics / ActionsClear / consistent / relentless Procedures / Protocols @ Execution Repeatable Process NITB
  27. 27. Non-negotiable Standards + Fanatical Discipline Very Clear Expectations Specific and Measurable Goals Necessary Systems & Support Robust Communication Page 8 Consistent Tracking of 1 - 10 Performance Regular Performance Reviews Refuse to Tolerate mediocrity
  28. 28. Zappos Sales in 1998 = 0 Sales in 2008 = 1.2 Billion Looking back, a big reason we hit our goal early was that we decided to invest our time, money and resources into three key areas: customer service (which would build our brand and drive word-of- mouth), culture (which would lead to the formation of our core values), and employee training and development (which would eventually lead to the creation of our Pipeline Team). Even today, our core belief is that our Brand, our Culture and our Pipeline are the only competitive advantages we will have in the long run. Everything else can and will be copied.Tony Hsieh – CEO Zappos
  29. 29. Final Workshop• Look back over all of your notes and scores, especially the LOW scores!• Thank about everything you have learned in this session.• What is the pattern?• Do the workshop on page 10 and take it VERY seriously!!!
  30. 30. Thank You If you have any questions at all please do not hesitate to send a note or call. My email address is: My website is: My twitter address is: @awesomelysimple Please feel free to “friend” me on FB or LinkedInAlso, 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: