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Advance scales culture team mission, vision & values - feb2017

ASEL Cultural Alignment Dr. Leahcim Semaj www.ABOVEorBEYONDjm.COM

1 of 103
Cultural Alignment
CONSULTANTS: DRS. LEAHCIM SEMAJ AND SANDRA PALMER
05/03/2017 www.ABOVEorBEYONDJM.COM 1
Culture, Mission, Vision, Values
and Work:
Aligning The Company for Higher Levels of
Personal Satisfaction and Productivity
Leahcim Semaj www.ABOVEorBEYONDJM.com 2
Dr. Leahcim Semaj
Chief Ideator & Resultant
The JobBank
Leahcim Semaj www.ABOVEorBEYONDJM.com 3
Keep In Touch!
BUSINESS TRENDS
ABOVE or BEYOND
3/5/2017www.LTSemaj.com/ www.ABOVEorBEYONDJM.com 4
Looking Into 2017
• Employee experience
• Big Data/Business Analytics
• New Trend in Office Set-up
• Destroying Silos
• New Senior level positions
• Emotional Intelligence
• The Blended Workforce
• The New Manager - Generation X
• Performance Review
• Mobile Apps
• Culture
• Leadership
3/5/2017www.LTSemaj.com/ www.ABOVEorBEYONDJM.com 5
Culture and Strategy
Leahcim Semajwww.ABOVEorBEYONDJM.com 6

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Advance scales culture team mission, vision & values - feb2017

  • 1. Cultural Alignment CONSULTANTS: DRS. LEAHCIM SEMAJ AND SANDRA PALMER 05/03/2017 www.ABOVEorBEYONDJM.COM 1
  • 2. Culture, Mission, Vision, Values and Work: Aligning The Company for Higher Levels of Personal Satisfaction and Productivity Leahcim Semaj www.ABOVEorBEYONDJM.com 2
  • 3. Dr. Leahcim Semaj Chief Ideator & Resultant The JobBank Leahcim Semaj www.ABOVEorBEYONDJM.com 3 Keep In Touch!
  • 4. BUSINESS TRENDS ABOVE or BEYOND 3/5/2017www.LTSemaj.com/ www.ABOVEorBEYONDJM.com 4
  • 5. Looking Into 2017 • Employee experience • Big Data/Business Analytics • New Trend in Office Set-up • Destroying Silos • New Senior level positions • Emotional Intelligence • The Blended Workforce • The New Manager - Generation X • Performance Review • Mobile Apps • Culture • Leadership 3/5/2017www.LTSemaj.com/ www.ABOVEorBEYONDJM.com 5
  • 6. Culture and Strategy Leahcim Semajwww.ABOVEorBEYONDJM.com 6
  • 7. Company Culture And Employee Engagement • The recent economic climate has forced businesses to implement new operational methods. • Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme, Workplace Culture and Employee Engagement are crucial and they are connected. Leahcim Semajwww.ABOVEorBEYONDJM.com 7
  • 9. Shape Culture Drive Strategy • The impact of culture on business is hard to overstate: • 82%of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage. • CEOs and HR leaders now recognize that culture drives people’s behavior, innovation, and customer service: Leahcim Semajwww.ABOVEorBEYONDJM.com 9
  • 10. Culture Is A Business Issue, Not Merely An HR Issue. •Culture can determine success or failure during times of change: • Mergers, acquisitions, growth, and product cycles can either succeed or fail depending on the alignment of culture with the business’s direction. Leahcim Semajwww.ABOVEorBEYONDJM.com 10
  • 12. Global Human Capital Trends • This year, unlike in past reports, Global Human Capital Trends treats culture and engagement as two distinct topics. • the two issues are intimately connected, • the differences between them are significant, • the importance of each has risen to justify a separate treatment and a separate, well-defined approach to tackling it. Leahcim Semajwww.ABOVEorBEYONDJM.com 12
  • 14. What is Culture? • Culture describes “the way things work around here.” • Specifically, it includes the values, beliefs, behaviors, artifacts, and reward systems that influence people’s behavior on a day-to-day basis. • It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes, reward systems, and behaviors. • Culture includes all the behaviors that may or may not improve business performance. • Today, culture is a CEO-level issue and something that can be measured and improved to drive strategy. Leahcim Semajwww.ABOVEorBEYONDJM.com 14
  • 15. What is Engagement? •Engagement, in contrast, describes • “how people feel about the way things work around here.” • It is a way of describing employees’ level of commitment to the company and to their work. Leahcim Semajwww.ABOVEorBEYONDJM.com 15
  • 16. Engagement Encompasses 5 Broad Areas: 1. meaningful work and jobs, 2. management practices and behaviors, 3. the work environment, 4. opportunities for development and growth, 5. trust in leadership. Leahcim Semajwww.ABOVEorBEYONDJM.com 16
  • 17. When engagement is poor, •Employees feel uneasy or uncommitted, • resulting in high turnover, • low performance, • low levels of innovation and customer service. Leahcim Semajwww.ABOVEorBEYONDJM.com 17
  • 18. The Two Are Connected. •When a company’s culture is clearly aligned with business strategy, it attracts people who feel comfortable in it, which in turn should produce a high level of engagement. Leahcim Semajwww.ABOVEorBEYONDJM.com 18
  • 19. The Two Are Connected. • Conversely, programs to improve engagement often discover cultural issues, forcing the company and its leadership to question and change its values, incentives, programs, and structure. • Both culture and engagement require CEO-level commitment and strong support from HR to understand, measure, and improve. Leahcim Semajwww.ABOVEorBEYONDJM.com 19
  • 21. Few Factors Contribute More To Business Success Than Culture • the system of values, beliefs, and behaviors that shape how real work gets done within an organization. • Its close connection to performance is not lost on HR and business executives: • 87% of survey respondents say that culture is important, • 54% rate it as very important, • 9 percentage points more than last year. Leahcim Semajwww.ABOVEorBEYONDJM.com 21
  • 22. What Culture Does • Culture brings together the implicit and explicit reward systems that define how an organization works in practice, no matter what an organizational chart, business strategy, or corporate mission statement may say. • Over 50% in this year’s survey—are currently attempting to change their culture in response to shifting talent markets and increased competition. Leahcim Semajwww.ABOVEorBEYONDJM.com 22
  • 23. What Culture Does • In an era in which bad news travels instantaneously and an organization’s culture is both transparent and directly tied to its employment brand, • great companies consciously cultivate and manage their culture, turning it into a competitive advantage in the marketplace. Leahcim Semajwww.ABOVEorBEYONDJM.com 23
  • 25. What Culture Does The importance of culture is readily apparent when things go wrong. Leahcim Semajwww.ABOVEorBEYONDJM.com 25
  • 26. Where Companies Can Start • Culture cannot be delegated • it must be on the CEO’s list of top priorities: • Managers must clearly understand their company’s cultural values, determine how they relate to business strategy, • take responsibility for shaping them, • while also analyzing whether their own behaviors reinforce the desired culture. Leahcim Semajwww.ABOVEorBEYONDJM.com 26
  • 27. Understand Both The Current and The Desired Culture: • Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture • and which are destructive and require change • which begins by uncovering the values and behaviors that allowed those practices to develop. Leahcim Semajwww.ABOVEorBEYONDJM.com 27
  • 28. Is it Working? • Examine the organization to determine whether the targeted culture is taking hold: • Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible “touchpoints” among employees and people outside the firm. Leahcim Semajwww.ABOVEorBEYONDJM.com 28
  • 29. Measure Culture: • Use empirical tools to understand employee attitudes and actions. • If measurement reveals that current behaviors conflict with desired cultural values, • refine the program to communicate and model culture throughout the organization. Leahcim Semajwww.ABOVEorBEYONDJM.com 29
  • 31. The Bottom Line • The challenge of culture should be owned at the highest level: • by the leaders who are responsible for business strategy. • Just as the CEO is ultimately responsible for business strategy, • the CEO is ultimately responsible for culture. Leahcim Semajwww.ABOVEorBEYONDJM.com 31
  • 32. Leahcim Semaj www.ABOVEorBEYONDJM.com 32 Mission, Vision, Values and Work: Aligning The Organization for Higher Levels of Personal Satisfaction and Productivity Workforce ALIGNMENT Company Mission SHARED Mission Vision SHARED Vision Values SHARED Values Satisfaction Levels HIGH Satisfaction Levels Synchrony
  • 33. Leahcim Semaj www.ABOVEorBEYONDJM.com 33 The Mission Statement • A clearly written, –easy-to-remember statement of the company’s purpose • Will help demonstrate what company is about
  • 34. Leahcim Semaj www.ABOVEorBEYONDJM.com 34 The Elements of a Ideal Mission Statement (1) A mission statement should be no longer than a single sentence (2) It should be easily understood by a 12 year-old (3) It can be recited by memory even under stress (4)It should be memorable and measurable
  • 35. Leahcim Semaj www.ABOVEorBEYONDJM.com 35 The Vision Statement • This is what members of the community imagine that the company could be –under the best of circumstances
  • 36. Leahcim Semaj www.ABOVEorBEYONDJM.com 36 Imagine An Ideal Company •What would it be like? •What services would be offered? •What would the building, –the staff, and the services be like?
  • 37. 3/5/2017 www.LTSemaj.com 37 The Core Values • Should shape the Organizational Culture; –this includes a shared vision of who we are and where we are headed. –It encompasses everything from the way we treat our customers, –to how we deal with each other and our suppliers - all our stakeholders Leahcim Semaj 37www.ABOVEorBEYONDJM.com
  • 38. Leahcim Semaj www.ABOVEorBEYONDJM.com 38 Putting It All Together: Sony in the 1950s
  • 39. Leahcim Semaj www.ABOVEorBEYONDJM.com 41 SONY - Envisioned Future • BHAG • Become the company most known for changing the worldwide poor quality image of Japanese products
  • 40. Leahcim Semaj www.ABOVEorBEYONDJM.com 42 SONY - Vivid Description • We will create products that become pervasive around the world. . . . • We will be the first Japanese company to go into the U.S. market and distribute directly. . • We will succeed with innovations that U.S. companies have failed at –such as the transistor radio. . . .
  • 41. Leahcim Semaj www.ABOVEorBEYONDJM.com 43 Sony - Vivid Description • Fifty years from now, –our brand name will be as well known as any in the world . . . • and will signify innovation and quality that rival the most innovative companies anywhere. . . . • "Made in Japan" –will mean something fine, not something shoddy
  • 42. Leahcim Semaj www.ABOVEorBEYONDJM.com 44 Appling Values at Work The Jamaican Situation
  • 43. Leahcim Semaj www.ABOVEorBEYONDJM.com 45 Mission, Vision, Values and Work: Aligning The Organization for Higher Levels of Personal Satisfaction and Productivity Workforce ALIGNMENT Company Mission SHARED Mission Vision SHARED Vision Values SHARED Values Satisfaction Levels HIGH Satisfaction Levels Synchrony
  • 44. Leahcim Semaj www.ABOVEorBEYONDJM.com 46 Anything less than a conscious commitment to Excellence is an unconscious commitment to mediocrity Our GOAL is Excellence • We express GRATITUDE for the customers who chose to do business with us • We honour our OBLIGATIONS • We consider ALL the stakeholders in our decisions • We LOVE what we do
  • 46. Leahcim Semaj www.ABOVEorBEYONDJM.com 48 DIGICEL VALUES First For The Customer •Excellence in service World Class in Everything •Building effective relationships •Acting with integrity •Commitment Enterprising Spirit •Business focus •Creativity •Leadership Measured by Performance Evaluation System
  • 47. DIGICEL Achievements •Original Business Plan –100,000 phones in 1 year • Jamaica Experience –100,000 phones in 100 days –90% of Mobile phones Leahcim Semaj www.LTSemaj.com 49Leahcim Semaj www.ABOVEorBEYONDJM.com 49
  • 48. DIGICEL Achievements • Original Business Plan – 300,000 phones in 2 year • Haitian Experience – Launched May 6, 2006 – 100,000 phones in 10 days – 1,000,000 in 8 months – 2,000,000 in <2 years • Jamaica National Quality Award – Excellence in Customer Focus – Bureau of Standards Jamaica - 2006 Leahcim Semaj www.LTSemaj.com 50 Haiti Leahcim Semaj www.ABOVEorBEYONDJM.com 50
  • 49. Leahcim Semaj www.ABOVEorBEYONDJM.com 51 Work Values RedStripe Beer
  • 50. Leahcim Semaj www.ABOVEorBEYONDJM.com 52 The World Coolest Beer Company
  • 51. Leahcim Semaj www.ABOVEorBEYONDJM.com 53 The World Coolest Beer Company • 1. Freedom to Succeed – The ability to be effective… as guided by “the big principles’ • 2. Passionate About Consumers – Consistently link your individual actions to consumer satisfaction • 3. Be The Best – Desire to beat the competition by delivering superior results • 4. Proud of What You Do – Do what you do with pride and integrity • 5. Valuing Each Other – Create mutually fulfilling and enduring relationships between individual employees and the company
  • 53. Leahcim Semaj www.ABOVEorBEYONDJM.com 59 RedStripe Beer Achievements • Company values strongly endorsed by Red Stripe employees • Winner of the Jamaican Governor- General’s award for excellence in manufacturing and corporate citizenship • Voted Employer of Choice by the Jamaica Employers’ Federation • Jamaica Chamber of Commerce Best of the Chamber Award
  • 55. Leahcim Semaj www.ABOVEorBEYONDJM.com 61 Juici Patties •1 Mission Statement •5 Core Values • 16 Service Standards
  • 56. Leahcim Semaj www.ABOVEorBEYONDJM.com 62 The Juici Patties Mission Statement • We are committed to providing excellent service by serving authentic Jamaican food at affordable prices in clean and comfortable surroundings
  • 57. Leahcim Semaj www.ABOVEorBEYONDJM.com 63 The Juici Patties Core Values • J - Jamaica’s #1 Quick Service Restaurant • U - Unbeatable • I - Integrity • C - Consistency • I - Important
  • 58. Leahcim Semaj www.ABOVEorBEYONDJM.com 69 Give And You Will Get • Give to others and God will give to you… • The measure you use for others is the one that God will use for you – Jesus - Luke 6:38 • Give employees what they need • Give customers what they want • And great shall be your reward – The JobBank Spiritual Management
  • 59. Leahcim Semaj www.ABOVEorBEYONDJM.com 70 Mission, Vision, Values and Work: Aligning The Organization for Higher Levels of Personal Satisfaction and Productivity Workforce ALIGNMENT Company Mission SHARED Mission Vision SHARED Vision Values SHARED Values Satisfaction Levels HIGH Satisfaction Levels Synchrony
  • 60. Kingston Container Terminal Leahcim Semaj www.ABOVEorBEYONDJM.com 71
  • 61. KCT Mission & Vision • MISSION: –KCT Services Limited is committed to providing world-class service to meet and/or exceed the requirements of our global supply chain customers. • VISION –To be Port of Choice for the 21st Century and beyond. 72Leahcim Semaj www.ABOVEorBEYONDJM.com
  • 62. KCT Values What will make us SAIL What will make us SINK Leahcim Semaj www.ABOVEorBEYONDJM.com 73 KCT Values •Commitment to efficiency and productivity •Leadership •Accountability •Fostering Teamwork /Teambuilding •Training and Development •Effective Communication •Retooling/Equipment •Discipline •Flexibility •Health, Safety, Security and Environment
  • 63. KCT Values Leahcim Semaj www.ABOVEorBEYONDJM.com 74 SAIL How We Work SINK I will… I will … Operate all equipment assigned to me properly Commitment to efficiency and productivity Just notify maintenance when it bruk Do my best in everything I do Settle for mediocrity Perform all tasks efficiently Perform according to how I feel Ensure everything is done in a timely manner Get to it when I get to it Utilize funds appropriately Not worry about it…di company have money Plan ahead to prevent poor performance & production Wait for it to happen to address it Always work to meet key performance indicators Expect the next shift to finish all incomplete work Strive for optimal performance at all times Settle on being an average worker Uphold high standards at all times Just do enough to get by Endeavour to keep customers satisfied at all times Ignore my customer commitments
  • 65. Caribbean Development Bank Leahcim Semaj www.ABOVEorBEYONDJM.com 85 Bankable Bankrupt Related Competences I will... I will not… Presentation Skills Adhere to the highest standards Accept mediocre performance • Enjoys being the spokesperson for the team and handling questions Work at being as Knowledgeable as possible Be complacent with what I already know Shows confidence when in front of groups; little or no evidence of self-consciousness or discomfort Utillize all the information I have Be confined to yesterday's solutions • Takes pride in making an effective presentation with appropriate media Provide excellent serivice to internal and external customers Be unresponsive to the needs of internal and external customers or treat either group any less than the other Decision-Making Skills Be willing to take initiative Be primarily reactive • Has a reputation for high quality decisions Seek out relevant training on an ongoing basis Avoid participating in training activities • Does not put off decisions inappropriately Remain open to new ideas and developments Reject modernization • Doesn’t capriciously changes mind-- decisions that stick Performance Focus Limit thought to what has already been • Avoids procrastination; pushes for We Are Technically Sound and Committed to Excellence Worldclass Technical Competence Change Adaptive
  • 66. Leahcim Semaj www.ABOVEorBEYONDJM.com 88 Mission, Vision, Values and Work: Aligning The Company for Higher Levels of Personal Satisfaction and Productivity
  • 67. Carib Cement Mission Providing World Class Building Solutions at Sustainable Standards. Leahcim Semaj www.ABOVEorBEYONDJM.com 89
  • 68. CCCL Core Values – GRIPP-1 Leahcim Semaj www.ABOVEorBEYONDJM.com 91 CCCL Core Values - GRIPP Cemented Rubble Offers new ideas and new solutions. Takes the initiative Generating Mi nuh get pay fi think. A manager job dat. Willingly embraces new and different ways of doing (curve jumping) Why trouble suppen weh nuh trouble yu? Builds trust, embraces with tolerance differences in culture, race, gender, age educational level, opinions or ideas Differences will not be tolerated Thinks about the impact of own words and actions on others Respect Mi nuh care bout nobaddy else. Mi done talk. Is honest, empathetic, and communicates authentically and contextually Say what's convenient, say what people waan hear. Leads by example Mi nuh deh ya fi teach nobaddy nutten/ Do weh mi seh nuh wha mi do. Acts decisively with fair play and equity. No double-speak or curry favour. Integrity Different rules fa different people. Accepts no bribes, operates transparently and in a clean and open manner A Jamaica dis, man a fi eat a food
  • 69. PICA will effectively, ethically and efficiently administer immigration, citizenship and passport services by well-motivated, customer-focused and knowledgeable public officials guided by globally accepted standards. Leahcim Semaj www.ABOVEorBEYONDJM.com 93
  • 70. Values LANDED DEPORTED Leahcim Semaj www.ABOVEorBEYONDJM.com 94 • Professionalism • Integrity • Customer Service • Accountability
  • 73. “Black Ink Is NowThe Gold Standard”  Black Ink Marketing Inc. Global provides Staffing Solutions / HR Services, and Event Management across the Caribbean and the Americas. Sharing our progress with our internal stakeholders, clients, and the wider community. Black Ink Marketing Inc. Global is now the Gold standard Benchmark marketing company. 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 97
  • 74.  We are world-class advisers, planners and executioners driving Below-The-Line activations and delivering real results… #we are marketing…#rethink marketing. 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 98
  • 75. 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 99 Black Ink CoreValues Red Ink I will be a Brand Ambassador for Black Ink Marketing…by being the best. BALANCED I am not a representative for the company; I am only here for the pay. I will respect my colleagues, the clients and everyone that comes in contact with the "Black Ink" brand I will not be respectful, supportive and sensitive to the workloads /requests of my colleagues / clients. I will come up with "out of the box" ideas at all times INNOVATIVE I will not offer any ideas or assist in the ideation process. I will be proactive in the problem solving process I will not be proactive and ‘drop the ball’ I will move with a sense of alacrity and purpose. NOW I will drag my feet and not get tasks completed on time. I will know the company service range, standard, policies and procedures. KNOWLEDGEABLE I don’t know; I don’t care I will be current in all marketing trends and brand specifications I will stick to the old ways of working. I will share my experiences with my colleagues to improve on future activities EXPERIENCE I will keep my experiences to myself. I will perform at the highest standard I will do what I like doing I will seek the assistance of my colleagues when I am overwhelmed and struggling to meet timelines. I will hug up the work all by myself and not consult with anyone. I will exceed clients expectation DETAILED I don’t care about the client’s objectives Do not put off what you can do today for tomorrow Due tomorrow…do tomorrow I will ensure that I follow up and double-check my work. I'm sure I did it right, there is no need to double check or follow up. I will be organized and focused at all times I will allow distractions to take over my day.
  • 76. Leahcim Semaj www.ABOVEorBEYONDJM.com 100 Marcus Buckingham • There is no such thing as a corporate culture • Companies are made up of many cultures • The strengths and weaknesses of which are a result of local conditions • Each manager is responsible for the culture s/he creates
  • 77.  A clearly written, easy-to-remember statement of the company’s purpose  Will help demonstrate what company is about 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 101
  • 78. (1) A mission statement should be no longer than a single sentence (2) It should be easily understood by a 12 year-old (3) It can be recited by memory even under stress (4) It should be memorable and measurable 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 102
  • 80.  Customers  Services  Markets  Technology  Concern for survival, growth and profitability  Philosophy  Self Concept  Concern for public image  Concern for employees 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 104
  • 81.  To be the supplier of choice forWeighing Equipment, Food Processing Equipment, and related accessories.  Our commitment is to offer products of the highest quality, provide exceptional service to our customers, improve the quality of life of our employees, and optimize returns to our shareholders, while in all we do, exercising fairness and operating with the highest level of integrity.  Our goal – Satisfy every customer every time 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 105
  • 82.  This is what members of the community imagine that the company could be  under the best of circumstances 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 106
  • 83.  What would it be like?  What services would be offered?  What would the building, the staff, and the services be like? 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 107
  • 86. 3/5/2017 www.LTSemaj.com 110 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 110  Should shape the Organizational Culture; It encompasses all we do: ▪The way we work ▪The way we treat each other ▪the way we treat our customers, and our suppliers ▪all our stake holders
  • 88. 1 Mission 1Vision (20Years from now) 5Values Positive & Negative Anchors DJ the Final Set ofValues 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 112
  • 89. 1. ASEL operates with a “weigh better” mentality, we serve our stakeholders with integrity and purpose. 2. Committed to excellence and offer world-class, innovative service and solutions. 3. To be a world-class supplier for weighing, food and product inspection equipment 4. To be the (#1) supplier of choice for weighing, food processing and product inspection equipment 1. by offering products and service of highest quality. 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 113
  • 90.  To be the supplier of choice for weighing, food processing and product inspection equipment and related accessories.  To achieve sustainable growth and expand the business to Caribbean countries. 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 114
  • 91.  Increase overall profitability while building solid foundation of brand promoters  Distributors of leading technology products maintaining the highest standards  Leader in chosen Market Segment  Focus on Customer service (Customer Driven)  Integrity  Innovative  Quality  Excellence  Timely 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 115
  • 92.  ASEL  Accountability  Security, Service, Satisfaction  Empowering  Loyalty  Integrity, highest quality, first-world customer service, reliable, committed. 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 116
  • 93. Leveled and Unleveled Balance and Off-balance Accurate and Bogus  3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 117
  • 94. 3/5/2017 www.LTSemaj.com/ABOVEOR BEYOND 118 BALANCE ADVANCED SCALES CoreValues OFF-BALANCE INTEGRITY
  • 95. 3/5/2017 www.LTSemaj.com/ ABOVE OR BEYOND 119 Workforce ALIGNMENT Company Mission SHARED Mission Vision SHARED Vision Values SHARED Values Satisfaction Levels HIGH Satisfaction Levels Synchrony
  • 96. Leahcim Semaj www.ABOVEorBEYONDJM.com 126 Workforce ALIGNMENT Company Mission SHARED Mission Vision SHARED Vision Values SHARED Values Satisfaction Levels HIGH Satisfaction Levels Synchrony
  • 97. How do we get these in place? • An Organization is a perfect system shaped to be what is by the behaviours that are reinforced. – The Roles, Rules, – Rewards, Repercussions • “The LORD giveth and the LORD taketh away. Praise be the name of the LORD." (Job 1:21) Leahcim Semaj www.ABOVEorBEYONDJM.com 127
  • 98. 3/5/2017 www.LTSemaj.com 128 How do we get these in place? “The LORD giveth and the LORD taketh away. Praise be the name of the LORD." (Job 1:21) If you can’t be a good example, then you’ll just have to be a horrible warning. -Catherine Aird Leahcim Semaj www.ABOVEorBEYONDJM.com 128
  • 99. Do You Know The Rules? • i before e … • 30 day hath September… • π R² • Pi or π = to 3.14159 – Represents the ratio of any circle's circumference to its diameter in Euclidean geometry – The same as the ratio of a circle's area to the square of its radius. Leahcim Semaj www.ABOVEorBEYONDJM.com 129
  • 101. Leahcim Semaj www.ABOVEorBEYONDJM.com 131 Mission, Vision, Values and Work: Aligning The Organization for Higher Levels of Personal Satisfaction and Productivity Workforce ALIGNMENT Company Mission SHARED Mission Vision SHARED Vision Values SHARED Values Satisfaction Levels HIGH Satisfaction Levels Synchrony
  • 102. Are You Ready? • Are willing to live Your mission? • Do You All share the vision? • Are You ready to live the values? –Failure is NOT an option!! Leahcim Semaj www.ABOVEorBEYONDJM.com 132
  • 103. Leahcim Semaj www.ABOVEorBEYONDJM.com 133 Mission, Vision, Values and Work: Aligning The Organization for Higher Levels of Personal Satisfaction and Productivity Workforce ALIGNMENT Company Mission SHARED Mission Vision SHARED Vision Values SHARED Values Satisfaction Levels HIGH Satisfaction Levels Synchrony