Because there is no way in the world that I can know as much about your business as you do, many of my suggestions and ideas I present will be somewhat generic, which means it is up to YOU to take the ideas I present and figure out how to make them work in your company, in your specific market, with your customers, with your employees. If you will continually ask the three questions above every time I put up a slide, there is a good chance that you will uncover something that will help your business significantly.
Florida Hospital 11.12 leadership and winning culture
Key Competitive AdvantagesProducts People Process
• The willingness… even enthusiasm… to change EVERYTHING combined with the wisdom to understand what must NEVER be changed.
The Key To Success in the New Normal… Nimbleocity Nim-bo-lishis
The Four – I’s• Ignorance• Inflexibility• Indifference• Inconsistency 4
How to avoid the Four I’s • Aggressive external market focus. • Ridiculously high level of customer focus. • Keep the “Main Things” the main things. • Bullish on knowledge sharing and learning. • Teamwork is mandatory – not optional • Passion and commitment at all levels. • Foster a healthy paranoia. • Revel in change. 4
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.”
Here is how I define talent… • Impeccable Character • Excellent Communicator • Positive Attitude • Customer Service Focused • Creative /Innovative • Strong Drive = Proactive • Solid Team Player Job Description + Competency Model WHAT WHO 5
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.
John Spence High Performance Team Model• Direction – vivid, clear, inspiring --- shared• Measurements – specific, observable, focused• C ompetence – very good at what they do• C ommunication – open, honest, courageous• Mutual Accountability – all team members• D iscipline – do this every day 5
11 Key Team Competencies:1. Setting clear, specific and measurable goals.2. Making assignments extremely clear and ensuring required competence.3. Using effective decision making processes within the team.4. Establishing accountability for high performance across the entire team.5. Running effective team meetings.6. Building strong levels of trust.7. Establishing open, honest and frank communications.8. Managing conflict effectively.9. Creating mutual respect and collaboration.10. Encouraging risk-taking and innovation. 1 - 1011. Engaging in ongoing team building activities. 6
The number one factor in increasing the level of highly satisfied and engaged CUSTOMERS in your business is…The level of highly satisfied and engaged EMPLOYEES in your business.
Fully Engaged Customers deliver a 23% premium over the average customer in terms of share of wallet, profitability, revenue, and relationship growth.Harvard Business Review: Manage Your Human Sigma 6
Key Drivers of Customer Satisfaction and Loyalty Financial Performance CR= 104.12% increase in profits Global study: T olerate 16 countries Quality P&S & N othing 529 companies Customer Relationship 15,589 respondents L ess CR= .404 Employee CR=.277 Satisfaction CR=.275 CR=.249 CR=.334 CR=.280 Empowerment Coaching High Standards CR=.28 CR=.37 CR=.36 CR=.19 CR=.24 5 1 5 1 7 Long-term Enthusiasm, Training & Fair Chart: 7 Orientation Commitment, Development Compensation Respect Workshop: 8From: Practice What You Preach by Maister
Customer satisfaction drives customer loyalty… and customer 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 customers… 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 Customer Satisfaction 9
Culture = Cash Actively disengaged employees can reduce revenues by up to 22%, while highly satisfied and engagedemployees can drive profits up by as much as a 189%
Key attributes of winning cultures• High aspirations and a desire to win 1 - 10• Customer / market focus• A “think like owners” attitude• Bias to action• Individuals who team• Passion and energyBain & Company 9
What Employees Want: SBA 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 10
The Six Universal Drivers of Engagement 1. Caring, competent, and engaging leaders. 2. Effective managers who keep employees informed, aligned and engaged. 3. Effective teamwork at ALL levels. 4. Job enrichment and professional growth. 5. Valuing employee contributions. 6. Concern for employee well being. 1 - 10 10
1,300,000 interviews: Basic 4 + 1From: The Orange Revolution by Gostick and Elton 11
What do engaged employees look like?1. They give more discretionary effort.2. They consistently exceed expectations. 1 - 103. 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. 11
The Five Steps to Implementing a Winning Culture 1. Preform a culture audit and set new expectations. 2. Align the management team. 3. Focus on RESULTS and build accountability. 4. Manage the drivers of culture. 5. Communicate and celebrate. 12
Study of most important leadership skills 7,000+ managers from 1,600 large organizations • Must have superb communication skills. • Lead by example to demonstrate character and competence. • Establish and maintain clear and meaningful vision. • Provide motivation to create ownership and accountability for results. • Clarify performance expectations. 1- 10 • Foster teamwork and collaboration. • Develop clear performance goals and metrics. • Consistently deliver superior results.From: Getting Results by Longenecker and Simoneti 12 5
SII 2012Is Your Company Up To Speed? Pages 13 - 14Fast Company June 2003
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% 18From: What (really) Works by Joyce, Nohria, Roberson
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. Workshop page 18From: What (really) Works by Joyce, Nohria, Roberson
What Inhibits Execution? National Survey of 4,000 Senior Executives 4. Inability to work together (21%) 3. Company culture (23%) 2. Economic climate (29%) 1. Holding onto the past / unwillingness to CHANGE (35%)
In other words… • 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.
Where are we going and how will we behave on the way? Focus Celebrate Success Differentiation Eliminate Mediocrity “No”Measure / Track Communicate Transparency Guiding Collation Accountability Vision + Values Strategy Training + Objectives time / money / Initiatives supplies / people Programs Procedures / Protocols Clear / consistent / relentless Repeatable Process 19
1. There is a real void ofclear, direct andunderstandablecommunication. Thisresults in people doingwhat they want to do, notwhat they need to do andbreeds a climate of notcaring about thecustomers/clients or theircolleagues.
2. Dysfunctional behavior is accepted orignored and worse yet, colleagues,management reward it.
3. There is no definition of what isacceptable and what is unacceptable.
4. Management do not promote and confirm thataccountability is a key principle within theircompany.
5. Good people may leavebecause of frustration thattheir employees are ignoringthe issue and is not proactivein seeking and implementing asolution to change theenvironment.
Thank You If you have any questions at all please do not hesitate to send a note or call. My email address is: email@example.com My twitter address is: @awesomelysimple Please feel free to “friend” me on FBAlso, you might find value in the ideas I share in my blog. You can sign up for it at: www.blog.johnspence.com Lastly, these slides have already been uploaded to: www.slideshare.net/johnspence