Talent 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.
1. Lack of TRUST2. Lack of Candor3. Lack of Commitment4. Lack of Accountability5. Lack of RESULTS 1 - 10
HIGH Affection TRUSTConcern Distrust Respect LOW LOW HIGH Competence 3
“I am good atwhat I do… and I do it because Icare about you.”
D irection – vivid, clear, inspiring --- shared TeamM easurements – specific, observable, focused 1 - 10C ompetence – very good at what they doC ommunication – open, honest, courageousM utual Accountability – all team membersD iscipline – do this every day
Culture Fun Results Family 1 - 10Meaning Friends Positive Culture Praise Fair Pride Freedom 5
1 - 10 Clarity• Communicate 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 – from top to bottom – focuses on accountability.
Sun Tzu on Business Execution• Solid strategy is essential to business success.• However, good strategic principles mean nothing if you don’t implementthem.• Thorough preparation is essential to execution.• Simplicity is the foundation of execution. Thus you should focus yourbusiness on a few simple ideas.• Align all activity with your core business goals. Eliminate everything else.• People drive execution. Hire, train, retain and motivate the best.• The business landscape is always changing, so to succeed you must beflexible.• Craft a simple message, and make sure everyone in the organization getsit – but also listen to everyone, so you know what’s going on.• Being good isn’t enough. Build “towering strengths.”
What Inhibits Execution? National Survey of 14,000 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 is extremely customer focused and embraces a strong culture of disciplined execution and accountability while being nimble, agile and adaptable to changes in the marketplace.
1 - 10 Where are we going + how will we behave on the way? Vision Process + Values Praise + Celebration Focus and Reward / Differentiation Strategy Eliminate Mediocrity Punish “No”Measure / Track 9 Steps for Communicate Adjust / Stakeholders + Transparency Innovate Ensuring Commitment guiding collation Renewal Effective Execution Vision + Values Training + Strategy time / money / Support Alignment Plans supplies / people Goals / Objectives Tactics / Actions Communication Systems Procedures / Protocols Clear / consistent / relentless Repeatable Process
1. There is a real void ofclear, direct andunderstandablecommunication. This resultsin people doing what theywant to do, not what theyneed to do and breeds aclimate of not caring aboutthe customers/clients or theircolleagues.
2. Dysfunctional behavior is accepted or ignoredand worse yet, colleagues, management reward it.
3. There is no definition of what is acceptableand what is unacceptable.
4. Management do not promote and confirmthat accountability is a key principle within theircompany.
5. Good people may leave because offrustration that their employees are ignoringthe issue and is not proactive in seeking andimplementing a solution to change theenvironment.
Situational LeadershipHIGH Teacher Coach Motivation FLEXLOW Director Cheerleader LOW HIGH Skill
10 year study of 160 top companies40 distinct industries200 management practicesWinners, climbers, tumblers, losersWinners 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
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.Score yourself on the 1–10 scale for all eight practices
Lessons from seven top CEOs Dell, Welch, Gerstner, Grove, Gates, Kelleher, Walton = 696 B • Have an outside-in perspective. • Be deeply passionate about your job. • Understand the importance of culture. • Create or adapt next generation products, processes and solutions. • Implement the best ideas regardless of origin. 1-10From: What the Best CEOs Know by Krames
Workshop• What are the top THREE things you must do right away to dramatically increase the level of disciplined execution and accountability in your organization?
Where are threeareas / strategies that you need to focus thataccountability on?
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 connect with me on LinkedInAlso, 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