Shibui - Excellence D-fly 9.17.13


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Slides for Dragonfly management staff retreat

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  • 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.
  • Shibui - Excellence D-fly 9.17.13

    1. 1. Shibui
    2. 2. “Simplicity is the ultimate sophistication” Leonardo da Vinci
    3. 3. This is a very special workshop • I have a ton to cover and I will go pretty fast. • 90% is in the book. • Please take notes and ask questions. • I am happy to answer any of your questions, offer advice and recommend books at any time. • Work very hard… take this seriously. The slides are already posted at:
    4. 4. 100+ since 1989
    5. 5. What does this mean to me? How can I use this idea? What can I do right away?
    6. 6. Reality Check Knowing – Doing 1 -10
    7. 7. Most people are so busy working IN their business thatthey do not take any time to work ON their business.
    8. 8. Do you have a clearly focused and well-communicated vision and strategy for growth? Effective Strategy = Valued Differentiation x Execution
    9. 9. (T + C + ECF) x DE = Success 2
    10. 10. Web of Value 2
    11. 11. VOC
    12. 12. Moments Of Truth Page 8
    13. 13. WOM
    14. 14. MOT Workshop 3 2 Parts: Customer MOT Internal MOT
    15. 15. To get the most from our session together… It is absolutely critical that you be brutally honest today. 4 So let's get started with a little self-test…
    16. 16. The level of highly satisfied and engaged EMPLOYEES in your business. The number one factor in increasing the level of highly satisfied and engaged CUSTOMERS in your business is…
    17. 17. 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 11 5
    18. 18. TEN ELEMENTS OF A WINNING CULTURE 1. People enjoy the work they do and the people they work with. 2. People take pride in the work they do and the company they work for. 3. There are high levels of engagement, connection, camaraderie and a community of caring. 4. There is a culture of fairness, respect, trust, inclusiveness and teamwork. 5. The leaders walk the talk, live the values and communicate a clear vision and strategy for growth. 6. Lots of open, honest, robust and transparent communication across the entire organization. 7. The company invests back in employees; there is a commitment to learning, coaching and development. 8. There is a bias for action, employees have an ownership mentality and always strive to give their personal best. 9. There is high accountability and a strong focus on delivering the desired results. 10. There is ample recognition and rewards and mediocrity is not tolerated. 1 - 10 5
    19. 19. Harvard: Best Place on Earth to Work • Individual differences are nurtured • Information is not suppressed or spun • The company adds value to employees rather than merely extracting it from them • The organization stands for something meaningful • The work itself is intrinsically rewarding • There are no stupid rules 6 1 - 10
    20. 20. 1,300,000 interviews: Basic 4 + 1 Page 8 Wow — No Surprises — Celebrate 1 - 10 6
    21. 21. 1. 100% Clarity + Authority 2. 100% Agreement 3. Track & Post 4. Coach & Train 5. Reward or Punish 7
    22. 22. What does it take to be a valued member of a team? Develop and display towering competence. Follow through on all commitments. Deliver required results superbly. Ensures actions are consistent with their words. Stands behind the team and its people. Enjoyable to work with. Passionate about their work and those they serve. Communicates and keeps everyone informed. Helps the other members of the team. Helps members of other teams. Shares ideas, information and credit. Holds themselves and others 100% accountable.
    23. 23. • D • M • C • C • M • D irection – vivid, clear, inspiring --- shared easurements – specific, observable, focused ompetence – very good at what they do ommunication – open, honest, courageous utual Accountability – all team members iscipline – do this every day 8
    24. 24. 10 Key Team Competencies: 1. Setting clear, specific and measurable goals. 2. Making assignments extremely clear and ensuring required competence. 3. Establishing accountability for high performance across the entire team. 4. Running effective team meetings. 5. Building strong levels of trust. 6. Establishing open, honest and frank communications. 7. Managing conflict effectively. 8. Creating mutual respect and collaboration. 9. Encouraging risk-taking and innovation. 10. Engaging in ongoing team building activities. 1 - 10 6 8
    25. 25. Here is the KEY message… You MUST work together to make this successful
    26. 26. Twice weekly surveys for five years of 2,000+ senior managers and executives at: • IBM • GE • Morgan Stanley • Merck • 3M • Microsoft • CIGNA • Heineken • MasterCard • Fidelity • Motorola • Ikon • American Express • Progressive • Bank of America • AT&T • SAP • Borders 10
    27. 27. 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
    28. 28. 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 11
    29. 29. 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. From: What (really) Works by Joyce, Nohria, Roberson Score yourself on the 1–10 scale for all eight practices on page 9
    30. 30. Key Drivers of Business Success Financial Performance Quality P&S & Customer Relationship Employee Satisfaction Empowerment High Standards Long-term Orientation Enthusiasm, Commitment, Respect Training & Development Fair Compensation CR=104.12 CR= .404 CR=.334 CR=.277 CR=.275 CR=.249 CR=.280 Coaching CR=.28 5 CR=.37 1 CR=.36 5 CR=.19 1 CR=.24 7 10 Workshop Page 11 Tolerate Nothing Less From: Practice What You Preach by Maister Global study: 16 countries 29 companies 139 offices 5,589 respondents
    31. 31. 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%)
    32. 32. 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.
    33. 33. Where are we going + how will we behave on the way? Focus Differentiation “No” Stakeholders + guiding collation Vision + Values Strategy Plans Goals / Objectives Tactics / Actions Procedures / Protocols Repeatable ProcessClear / consistent / relentless Training + time / money / supplies / people Measure / Track Communicate Transparency Renewal Praise + Celebration and Eliminate Mediocrity
    34. 34. Disciplined Execution Clear Vision Detailed Strategy Guiding Coalition Alignment Systems Communication Support Adjust Reward / Punish 12 1 - 10
    35. 35. Read Pages 13 & 14
    36. 36. Individual Workshop • Go back and look at all of your audits. • Where were your low scores, where were your high scores – what is the pattern? • Look over your notes – what were the key themes? What are the most important ideas? • Answers all the questions on pages 15 – 19. • Put in as much detail as possible. • Be very honest with yourself. • Think in terms of Actions and Outcomes.
    37. 37. In teams by location… • Look over pages 15- 19 • Team Workshop Pages 21 and 22
    38. 38. If you have any questions at all please do not hesitate to send a note or call. My email address is: My twitter address is: @awesomelysimple *** Please connect with me on LinkedIn *** Also, 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: