Workbook: Controling the Market Farm Bureau 02.2013


Published on

  • 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

Workbook: Controling the Market Farm Bureau 02.2013

  1. 1. Farm BureauControlling The Market 1
  2. 2. Farm BureauControlling The MarketORGANIZATIONAL 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 Agree_______ We have a clear and detailed vision for the direction of our company that is very wellcommunicated throughout the entire organization._______ Every employee has clear / quantifiable / observable performance objectives._______ There is a high level of very open and honest communication throughout the organization._______ I have a high level of trust in the skills, abilities, and integrity of my co-workers._______ There is a high sense of urgency within the organization to get things done._______ We have only the best, highly competent people in all areas of the organization._______ We focus very intently on the needs of our customers._______ There is no politics, rumor-mongering or finger-pointing within our organization._______ Our key leaders operate as a highly-effective team._______ There is a high level of both personal and mutual accountability within the organization._______ People display a positive, enthusiastic attitude throughout the organization._______ We are superb at collecting and using feedback from our customers._______ Our organization displays great discipline in pursuing our focused business objectives._______ I am very pleased with where our organization is in the marketplace today. 2
  3. 3. Farm BureauControlling The MarketTHE FOUR I’SHOW 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. 3
  4. 4. Farm BureauControlling The MarketWhat this chart shows: According to this global research study, by going from an average of“Somewhat Agree” to “Agree” on the Quality and Customer Relationship scores (in the eyes ofthe staff) the average company would more than double (104%) its financial performance!As another example: If you improve the average rating on Employee Satisfaction by 10 –15%(again going from “Somewhat Agree” to “Agree”) it will cause a 42% improvement in financialperformance, including both profitability and growth. Financial Performance CR=104.12 Highest Quality TOLERATE Products / Services & NOTHING Excellent Customer Relationships LESS CR= .404 Employee CR=.27 Satisfaction CR=.275 CR=.249 CR=.334 CR=.280 Empowerment Coaching High Standards CR=.285 CR=.371 CR=.365 CR=.191 CR=.247 Long-term Enthusiasm, Training & Fair Orientation Commitment, Development Compensation RespectCR = Causal Relationship Based on: “ Practice What You Preach” by Maister 4
  5. 5. Farm BureauControlling The MarketHERE IS THE LIST OF THE TOP FACTORS THAT DROVE THESE COMPANIES TO BRING IN FINANCIALRETURNS THAT WERE OFTEN 20 TIMES LARGER THAN THEIR COMPETITORS...1 = Strongly Disagree 3 = Disagree Somewhat 5= Not Sure 7= Agree Somewhat 10 = Strongly Agree_______ We 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._______ Everyone in the organization has been trained on the important of superior customer service._______ We keep customers informed on issues affecting their business with us._______ We make our customers feel as though they are very important to us._______ Customer satisfaction is a top priority in our company._______ We do consistent training on delivering the highest quality products and service possible._______ We listen very 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, even ahead of those of the company._______ Our employees are highly engaged in their work._______ Our employees take great pride in working for our organization. READ THAT LIST AGAIN… AND AGAIN!!! THIS IS CRITICAL TO YOUR SUCCESS 5
  6. 6. Farm BureauControlling The MarketNOTES:DO YOUR EMPLOYEES LOOK LIKE THIS?1 = STRONGLY DISAGREE 3 = DISAGREE SOMEWHAT 5 = NOT SURE7 = AGREE SOMEWHAT 10 = STRONGLY AGREE_______ 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. 6
  7. 7. Farm BureauControlling The MarketHOW WELL DOES YOUR ORGANIZATION STACK UP?1= POOR 5 = AVERAGE 10 = SUPERIOR______ Fun: people smile at work and enjoy their day and who they work with.______ Family: people genuinely care about others and how they are doing.______ Friends: many friends at work, sometimes a best friend.______ Fair: people are treated with dignity and respect, their opinions matter.______ Freedom: no micro-management, people are empowered to succeed.______ Pride: employees are proud to tell people where they work.______ Praise: some sort of sincere and specific praise once every 7 days.______ Meaning: more than a pay check, employees feel like they are doing something important.______ Accomplishment: employees feel like they are making real progress, getting key things done.THE SIX UNIVERSAL DRIVERS OF ENGAGEMENT______ Caring, competent, and engaging leaders.______ Effective managers who keep employees informed, aligned and engaged.______ Effective teamwork at ALL levels.______ Job enrichment and professional growth.______ Valuing employee contributions.______ Concern for employee well being. 7
  8. 8. Farm BureauControlling The MarketTHE BASIC 4 + 1THE WEB OF VALUE: VOC + MOT + WOM 8
  9. 9. Farm BureauControlling The MarketVOC + MOTAnswer the following questions as honestly as possible using this 1-10 point scale: 1 = Not at all 3 = Poor 5 = Fair 7 = Good 10 = Superior /Excellent______ We have a very robust and well-developed process for capturing the VOC._______ We do numerous customer surveys annually._______ We have a “Customer Advisory Panel” that helps us understand the VOC._______ We meet with our top clients regularly to solicit their feedback and ideas._______ Everyone in our organization understands what our customers think/say is important._______ We clearly understand our key Moments Of Truth (MOT)._______ Our MOT were defined specifically from the feedback of our customers._______ We have built very well-developed and clear processes/systems around each of our MOT._______ We are nearly flawless in consistently delivering our MOTs perfectly._______ We truly own the Voice Of the Customer (VOC).THE KEY MOT FOR OUR BUSINESS ARE: 9
  11. 11. Farm BureauControlling The MarketTHE 4 + 2 FORMULAThe Four Primary Management Practices1 = Not at all 3 = Poor 5 = Fair 7 = Good 10 = Superior /Excellent_______ 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._______ Execution: Develop and maintain flawless operational execution.Winners consistently meet the expectations of their customers by delivering on their valueproposition. Bad quality, in products or service, surely will hurt._______ 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 courageto get rid of poor performers._______ Structure: Build and maintain a fast, flexible, flat organization.What really counts is whether structure reduces bureaucracy and simplifies work. Simpler andfaster - such are the best goals for all organizations.The Four Secondary Management Practices_______ Talent: Hold on to talented employees and find more.Winning organizations pay great attention to finding, growing, developing, and rewarding verytalented people._______ Leadership: Key leaders are truly committed to the business.The research data clearly showed that the leadership effectiveness of the top executives, onaverage, influenced 15% of the variance in corporate performance, for better or for worse!_______ Innovation: Make innovations that are industry transforming.Agile companies that were highly innovative and able to anticipate rather than react to disruptiveevents in the marketplace, were always the winner._______ Partnerships: Make growth happen through winning combinations.Internally generated growth is essential, but companies that can also master partnerships,alliances, mergers, and acquisitions are much more likely to be winners in the long run.Based on: “ What (Really) Works” by Joyce 11
  12. 12. Farm BureauControlling The MarketDISCIPLINED EXECUTION1 = Strongly Disagree 3 = Disagree Somewhat 5= Not Sure 7= Agree Somewhat 10 = Strongly Agree______ We have a clear vision for exactly where we are trying to take our organization.______ We have a detailed and specific plan to accomplish the key objectives we are trying to execute.______ Our senior leaders are all 100% committed to executing the key objectives.______ The key leaders/employees in our organization are all superb at execution.______ All of the major objectives we are pursuing are fully aligned and mutually reinforcing.______ We have excellent systems and processes in place to ensure consistently superb execution.______ There is continuous and transparent communication throughout he entire organization aboutexactly where we stand on executing on our key objectives.______ Every employee has all of the training, support, equipment and resources they need to deliverthe results required of them.______ We are superb at adjusting and adapting our strategy and objectives when truly necessary.______ We do a great job of celebrating both small and big wins and praising great performance.______ We refuse to tolerate mediocrity or lack of accountability and deal decisively with people whoare not able to meet the clear standards of performance in our organization. The Five Keys to Accountability 12
  13. 13. Farm BureauControlling The MarketIBM •Have FUN take action•Collaborative partnerships with customers. Skinner Nurseries •Build a strong culture of excellence•Drive unique value and growth through •Own the word service •Hire the best people - build them intoinnovation that matters. •Best people leaders•Invest in people. •Lots of communication •Build a TEAM of leaders•Leverage talent and knowledge through •Know your business •Set the right goals - then FOCUS on keytrust and communication. •Have a plan prioritiesCharlie Trotter •Sell value The Six Secrets of Change•Only the best people (passion) Small Giants 1. Love your employees•Lots of communication •Independent vision 2. Connect meaning to the work•Highest standards •Strong Relationships 3. Invest in your people•Innovation -employees 4. Learning/innovation IS the work•Truly delight the customer -customers 5. Transparency rulesGood to Great -community 6. Create learning systems•Best people •Caring workplace Firms of Endearment•Effective (Level 5) leaders •Flexible structure Meaningful work•Deal with difficult issues •Passionate Partnerships with all stakeholders•Focus on the main things Think Big - Act Small Respect for individuals•Patience + discipline •Stewardship TransparencyResults Rule •Transparency Teambuilding•Tell the truth •Accessibility Empowerment•Pursue the best over the easiest •Stand for something Fun work environment•Leverage the power of partnerships •Erase superficial distinctions Support for life balance•Focus on the main things In Search of Excellence Training and development are high•Accountability •A bias for action priorities•Constant improvement •Close to customer Recognition and celebration have a highMicrosoft •Intra-preneurship priority•Best people •Values driven Mavericks at Work•Bet the company •Focus on core competencies Value-based differentiation•Require failure •Simple structure Transparency + knowledge sharing•Managers are qualified •Minimal bureaucracy Bond with customers•Performance is what counts Top 7 CEOs Talent + culture•Money where it is important •Customer focus Mastering the Rockefeller Habits•Stop the insanity •Passion for the job Right people doing the right things rightSpence: 6 Ways to Run or Ruin •Culture counts Clear focused one-page strategic plan1. Clear Vision •Constant innovation Strong core values.2. Robust Communication •Learn from the best Organizational alignment and focus3. Culture of Urgency Tough Management Relentless and consistent communication4. Disciplined Execution •Communicate clearly of the theme.5. Best People •Force the hard decisions Transparency and openness to employee6. Focus on the Customer •Focus on results feedback.4+2 Formula •Remain flexible Key executives highly aware of the•Clear, focused strategy •Prove your value to the company business.•Flawless execution •Force collaboration Deliver the brand promise and truly•Performance-oriented culture •Be a tough manager / not a tough delight customers.•Fast, flexible, fl at organization guy-Best people Toyota Way-Committed leaders •Clear and compelling vision-Innovation •Constant improvement (Kiazen)-Growth through partnerships •Go to the source (Genchi Genbutsu)Top Concerns of 700 CEOs •Respect and mutual accountability1. Have not communicated my vision •Teamwork2. Do not discuss the tough stuff Kiss Theory Goodbye3. Do not have the best people in key •Superior leadershippositions •Sales effectiveness4. Lack of disciplined execution •Flawless operational execution •Superb financial management •Customer loyaltyPhilly Gear Ram Charan: Know How•Best people •Position / Reposition the business to•Transparency make money•Customer focus •Pinpoint patterns and change - then•Sell value 13
  14. 14. Farm BureauControlling The Market 14
  15. 15. Farm BureauControlling The Market WORKSHOP: IDEAS INTO ACTION Go back page-by-page and carefully look back through the workbook. Compare and contrast your scores on the various audits and re-read any notes you wrote. What are the themes that emerge… the patterns? Look for any scores below a 7 as an area that needs improvement and anything in the 1-4 range as a serious problem that needs attention. The goal here is to really dig into these topics so you can take an honest look at the actual current state of your organization. This is a rare opportunity to take a critical look at how well your organization is truly operating and specifically what must be done to improve it. Take this exercise very seriously and push yourself to really understand what these scores and everything you learned today about world-class organizations and controlling the market could mean to your business. Here are three major questions to keep in mind: 1. Strengths What was the pattern of high scores? In what major areas did you seem to have as strengths, where you scored an 8 or higher across all of the workshops? 2. Weaknesses What was the pattern of low scores? In what major areas did you seem to have as weaknesses, where you scored a 6 or lower across all of the workshops? 15
  16. 16. Farm BureauControlling The Market 3. Key Strategies for Success Based on everything you have learned here today and your own personal business experience, what are the 4—6 most important ideas that will drive your organization’s ability to control the market? (Please describe these in detail. You might lead off with a single word or short phrase, but then you’ll need to give a definition and description to exactly what you mean. It must be clear precisely what each ideas means and how you will pursue it.) 16
  17. 17. Farm BureauControlling The Market 4. Action Steps Based on the list you just created, as well as the strengths and weaknesses you identified please list at least 4 specific, measurable, and observable action steps that can be done right away to take the lessons of this class and put them into positive action for your organization? 17
  18. 18. Farm BureauControlling The Market NOTES: 18
  19. 19. Farm BureauControlling The Market NOTES: 19