Creating a Winning Culture Riveron

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Creating a Winning Culture Riveron

  1. 1. Creating a Winning CultureRiveron CREATING A WINNING CULTURE UNDERSTANDING THE PATTERN OF BUSINESS SUCCESS www.johnspence.com 1
  2. 2. Creating a Winning Culture RiveronORGANIZATIONAL EFFECTIVENESS AUDITAnswer the following questions as honestly as possible using this 1-10 point scale:1 = Strongly Disagree 3 = Disagree Somewhat 5 = Not Sure7 = Agree Somewhat 10 = Strongly Agree1. We have a clear and detailed vision for the direction of our company that is very well communicatedthroughout the entire organization: ________2. Every employee has clear / quantifiable / observable performance objectives: ________3. There is a high level of very open and honest communication throughout the organization: ________4. I have a high level of trust in the skills, abilities, and integrity of my co-workers: ________5. There is a high sense of urgency within the organization to get things done: ________6. We have only the best, highly competent people in all areas of the organization: ________7. We focus very intently on the needs of our customers: ________8. There is no politics, rumor-mongering or finger-pointing within our organization: ________9. Our key leaders operate as a highly-effective team: ________10. There is a high level of both personal and mutual accountability within the organization: _______11. People display a positive, enthusiastic attitude throughout the organization: _______12. We are superb at collecting and using feedback from our customers: _______13. Our organization displays great discipline in pursuing our focused business objectives: _______14. I am very pleased with where our organization is in the marketplace today: _______ www.johnspence.com 2
  3. 3. Creating a Winning CultureRiveron (T+C+ECF) x DE + Success www.johnspence.com 3
  4. 4. Creating a Winning CultureRiveronHERE IS THE LIST OF THE TOP FACTORS THAT DROVE THESE COMPANIES TO BRING IN FINANCIALRETURNS THAT WERE OFTEN 20 TIMES LARGER THAN THEIR COMPETITORS...1 = Strongly Disagree 3 = Disagree Somewhat 5= Not Sure 7= Agree Somewhat 10 = Strongly AgreeWe have an uncompromising determination to achieve excellence in everything we do: ________We have a real commitment to high-quality work, and tolerate nothing less: ________We have a real commitment to high levels of customer service, and tolerate nothing else: ________In this company we set and enforce very high standards for performance: ________Management gets the best work out of everybody in the company: ________The quality of the work performed by our group is consistently high: ________We keep customers informed on issues affecting their business: ________We make our customers feel as though they are very important to us: ________Customer satisfaction is a top priority in our company: ________We listen well to what the customer has to say: ________We are extremely good at building long-term customer relationships: ________The people in our company do “whatever it takes” to do a good job for the customer: ________We do a good job of resolving customer problems when they occur: _________We always place the customers’ interests first, ahead of those of the company: _________The level of quality service delivered by my group / team is consistently high: ________READ THAT LIST AGAIN… AND AGAIN!!!!! THIS IS CRITICAL TO YOUR SUCCESS www.johnspence.com 4
  5. 5. Creating a Winning Culture RiveronKey Attributes of a Winning Culture: 1– 10High aspirations and a desire to win ______Extreme customer focus ______A “think like owners” attitude _______Bias to action _______Individuals who team ______Passion and energy ______What employees look for in the culture…FFFFFPPMR www.johnspence.com 5
  6. 6. Creating a Winning Culture RiveronWhat 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 ______ www.johnspence.com 6
  7. 7. Creating a Winning CultureRiveronTHE 4 + 2 FORMULAThe Four Primary Management Practices1 = Not at all 3 = Poor 5 = Fair 7 = Good 10 = Superior /Excellent1. Strategy: Devise and maintain a clearly stated, focused strategy: ________Whatever your strategy, it will only work if it is sharply defined, clearly communicated, and wellunderstood by employees, customers, partners, and investors.2. Execution: Develop and maintain flawless operational execution: ________You might not always delight every customer, but make sure that you never disappoint them.Winners consistently meet the expectations of their customers by delivering on their valueproposition. Bad quality surely will hurt.3. Culture: Develop and maintain a performance-oriented culture: ________One of the best indicators of being performance-oriented is the way you deal with your own poorperformers. It is easy to reward good performers. What matters is whether you have thecourage to get rid of poor performers.4. Structure: Build and maintain a fast, flexible, flat organization: ________What really counts is whether structure reduces bureaucracy and simplifies work. Simpler andfaster - such are the best goals for all organizations.The Four Secondary Management Practices1. Talent: Hold on to talented employees and find more: ________Winning organizations pay great attention to finding, growing, developing, and rewarding verytalented people.2. Leadership: Key leaders are truly committed to the business: ________The research data clearly showed that the leadership effectiveness of the top executives, onaverage, influenced 15% of the variance in corporate performance, for better or for worse.3. Innovation: Make innovations that are industry transforming: ________Agile companies that were highly innovative and able to anticipate rather than react to disruptiveevents in the marketplace, were always the winner.4. Mergers and Partnerships:Make growth happen with mergers, alliances, and partnerships: _________Internally generated growth is essential, but companies that can also master mergers andpartnerships are much more likely to be winners.Based on: “ What (Really) Works” by Joyce www.johnspence.com 7
  8. 8. Creating a Winning Culture RiveronDISCIPLINED EXECUTION1 = Strongly Disagree 3 = Disagree Somewhat 5= Not Sure 7= Agree Somewhat 10 = Strongly AgreeWe have a clear vision for exactly where we are trying to take our organization _______We have a detailed and specific plan to accomplish the key objectives we are trying to execute _______Our senior leaders are all 100% committed to executing the key objectives _______The key leaders/employees in our organization are all superb at execution ______All of the major objectives we are pursuing are fully aligned and mutually reinforcing _______We have excellent systems and processes in place to ensure consistently superb execution ______There is continuous and transparent communication throughout he entire organization about exactlywhere we stand on executing on our key objectives _______Every employee has all of the training, support, equipment and resources they need to deliver theresults required of them _______We are superb at adjusting and adapting our strategy and objectives when truly necessary _____We do a great job of celebrating both small and big wins and praising great performance _______We refuse to tolerate mediocrity or lack of accountability and deal decisively with people who arenot able to meet the clear standards of performance in our organization _______ www.johnspence.com 8
  9. 9. Creating a Winning CultureRiveronNOTES: www.johnspence.com 9
  10. 10. Creating a Winning CultureRiveronWorkshop: Ideas into ActionGo back page-by-page and carefully look through the book. Compare and contrast your scores onthe various audits and re-read any notes you wrote. What are the themes that emerge… thepatterns? Look for any scores below a 7 as an area that needs improvement and anything in the1-5 range as a serious problem that needs attention.Take this exercise very seriously and push yourself to really understand what these scores andeverything you learned today could mean to your business. Here are three major questions tokeep in mind:What does this mean to our business?How can I make these ideas work in our company?What can I do right away to improve our success?Please list at least THREE specific, measurable, and observable action steps that yourorganization can take to implement the ideas you learned today. www.johnspence.com 10
  11. 11. Creating a Winning CultureRiveronNOTES: www.johnspence.com 11
  12. 12. Creating a Winning CultureRiveronNOTES: www.johnspence.com 12

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