Doosan workbook Excellence at your Dealership


Published on


Published in: Education, Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Doosan workbook Excellence at your Dealership

  1. 1. Achieving Excellence at Your Dealership 1
  2. 2. Organizational 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: _______The Four I’s1.2.3. 2
  3. 3. 4.How to Avoid the Four I’s: 1-10Aggressive external market focus _______Ridiculously high level of customer focus _______Keep the “Main Things” the main things_______Bullish on knowledge sharing and learning _______Teamwork / communication is mandatory – not optional _______Passion and commitment at all levels _______Foster a healthy paranoia _______Revel in change ______The formula for business success: (T+C+ECF) x DE = Business Success 3
  4. 4. Here is the list of the top factors that drove these companies to bring in financial returns that wereoften 20 times larger than their competitors...1 = Strongly Disagree 3 = Disagree Somewhat 5= Not Sure7= 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!!!!! 4
  5. 5. What do Highly Engaged Employees Look Like?They give more discretionary effort _______They consistently exceed expectations _______They take more responsibility and initiative _______They receive better customer service ratings _______They offer more ideas for improvement _______They promote and model teamwork _______They volunteer more for extra assignments _______They anticipate and adapt better to change _______They persist at difficult work over time _______They speak well of the organization _______NOTES: 5
  6. 6. The 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. Winnersconsistently meet the expectations of their customers by delivering on their value proposition. Badquality 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 the courage toget 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 and faster -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 very talentedpeople.2. Leadership: Key leaders are truly committed to the business: ________The research data clearly showed that the leadership effectiveness of the top executives, on average,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 disruptive eventsin 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 and partnershipsare much more likely to be winners. 6
  7. 7. Disciplined Execution = Very Clear Expectations _______ Specific and Measurable Goals _______ Necessary Systems & Support _______ Robust Communication _______ Consistent Tracking of Performance _______ Regular Performance Reviews _______ Refuse to Tolerate mediocrity _______If you have any questions at all please do not hesitate to send a note or call.My email address is: john@johnspence.comMy twitter address is: @awesomelysimpleAlso, you might find value in the ideas I share in my blog. You can sign up for it, these slides have already been uploaded to: 7
  8. 8. 8