1The Keys to Superior PerformanceThe real job of a CEO?Five Steps to Strategic Thinking126.96.36.199.5.Superior Strategy = More, better, faster is not a strategy. Effectiveness and efficiency are necessary… but not sufficient. Superb execution of fundamental business processes… is expected. Being extremely good at what you are supposed to be good at… gets you no extra creditat all.
2HERE IS THE LIST OF THE TOP FACTORS THAT DROVE THESE COMPANIES TO BRING INFINANCIAL RETURNS THAT WERE OFTEN 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 member 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 organization is consistently high: ________We keep members informed on issues affecting their business: ________We make our members feel as though they are very important to us: ________Member satisfaction is a top priority in our business: ________We listen well to what the member has to say: ________We are extremely good at building long-term member relationships: ________The people in our company do “whatever it takes” to do a good job for the member: ________We do a good job of resolving member problems when they occur: _________We have a well-communicated VISION and focused strategy for growth: _________Our strategy is clearly differentiated in a valuable way to our members: ________We have a strong training and development program for our employees _______We have a culture of high accountability where people deliver what they promise _______We set clear goals and then truly empower our people to achieve them _______
3Key Attributes of a Winning Culture: 1- 10High aspirations and a desire to win _______Extreme member focus _______A “think like owners” attitude _______Bias to action _______Individuals who team _______Passion and energy _______What do engaged employees look like? (1-10)They give more discretionary effort _____They consistently exceed expectations _____They take more responsibility and initiative _____They receive better member 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 _____
5The Six Universal Drivers of Engagement 1-101. 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 _______Keys to a Highly Accountability Culture 1-10Communicate clearly and relentlessly _______Set agreed-upon and highly specific metrics _______Focus on results – not personalities _______Force collaboration – teamwork is mandatory not optional _______Question all activities that don’t contribute to the company’s overall strategic goals _______Make sure that everyone in the organization focuses on accountability _______
6Biggest Issues of Business Leaders Lack of a well-communicated vision and strategy for growth. Lack of courageous communication. Tolerating mediocrity. Poor culture of teamwork Do not listen to our customers well enough. Lack of accountability and disciplined execution.The FIVE Obstacles to Execution188.8.131.52.5.
7The Five Steps to Accountability: 1- 10100% Clarity + Authority _______100% Agreement _______Track & Post _______Coach & Train _______Reward or Punish _______Individual WorkshopGo back through the entire work book and look for the pattern of your high scores andlow scores. Where are you doing well in your organization right now?In what areas do you need to improve?
8What are 5 specific and measurable ACTION STEPS you can take RIGHT AWAY that will have adramatic positive impact on your organization?