Creating Shared Vision and Purpose
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The document discusses creating leadership teams with shared vision and purpose. It outlines Patrick Lencioni's four disciplines for building an effective leadership team: 1) Build a cohesive team based on trust, conflict, commitment and accountability. 2) Create clarity around the organization's purpose, values, priorities and roles. 3) Over-communicate this clarity to consistently reinforce the message. 4) Reinforce clarity through hiring, training, performance reviews and compensation to ensure alignment with the organization's goals. The author discusses applying these disciplines to strengthen leadership and growth at his catering business.
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Creating Shared Vision and Purpose
- 1. Creating Leadership Teams with Shared Vision and Purpose Inspired by: The Advantage from Patrick Lencioni Warren G. Dietel Puff ‘n Stuff Catering & Events
- 2. WHAT IS LEADERSHIP? • The ability to influence a group toward the achievement of goals • The process of providing direction, energizing others and obtaining their voluntary commitment to the vision • A leader creates a vision and goals, and influencesothers to share the vision and work toward the goals
- 3. MY STORY • Serial entrepreneur • Professional experience: • Car detailing, Puff ‘n Stuff Catering, Disney Weddings, Disney Institute, Scott Kay • CEO, Puff ‘n Stuff Catering • Established Chef’s Commissary in 2013
- 4. OLD PUFF • Opened in 1980 as family-owned business • Positive reputation in the community • Purchased in 2003 at operational limit • Infrastructure required improvements to enable growth • Leadership meant something different • Complete immersion • Relearning market and business • Strategy for future
- 5. (LEADERSHIP) NEW PUFF • This was the strategy… • Realized the need for a diligent focus on people, process and products that we offer • Began building and strengthening the team • Transitional leadership • Right people, right seat. Keep ‘em engaged • Evolving number of staff members • Hiring and firing for the right reasons • Onboarding, training and retention • Diversifying offerings and location • Five exclusive venues + • Expanded to Tampa • New commissary opening
- 7. A FEW BUMPS IN THE ROAD • Every family has dysfunction… • Took awhile to understand what kind of team members we needed • Took awhile to assemble the right team/structure • Kitchen leadership (Jimmy’s finally happy) • Hire slow/fire fast
- 8. WHAT DOES LEADERSHIP LOOK LIKE? • Personal struggle with what leadership needed to be, for a company like Puff • Part of CEO group that shares ideas and listens • Introduced to The Advantage
- 9. A GAME CHANGER • Discussed as a team • Worked through exercises together • Created positive conflict • Continue to revisit principles • Not an overnight fix
- 10. “When an organization’s leaders are cohesive, when they are unambiguously aligned around a common set of answers to a few critical questions, when they communicate those answers again and again and again, and when they put effective processes in place to reinforce those answers, they create an environment in which success is almost impossible to prevent. Really.”
- 11. OUR PARADIGM SHIFT • Strategy • Marketing • Finance • Technology • Minimal Politics • Minimal Confusion • High Morale • High Productivity • Low Turnover Smart Health
- 12. THE FOUR DISCIPLINES • Discipline 1: Build a Cohesive Leadership Team using 5 Behavioral Principles • Discipline 2: Create Clarity • Discipline 3: Over-communicate Clarity • Discipline 4: Reinforce Clarity
- 13. #1. BUILDING A COHESIVE TEAM • Building Trust: Team members who trust one another are comfortable being open, even exposed, to one another about their failures, weaknesses and fears. • Mastering Conflict: When trust is present, teams are able to engage in unfiltered ideological debate around ideas, issues and decisions that must be made. • Achieving Commitment: The ability to engage in conflict and provide input enables team members to buy-in or commit to decisions. • Embracing Accountability: After commitment is established, team members must be willing to hold one another accountable and remind each other when actions are counterproductive to the team. • Focusing on Results: Collective team results must supersede any departmental or personal objectives or pursuits.
- 14. MASTERING CONFLICT • With trust, conflict is just pursuit of truth • Conflict avoidance at the top transfers it down • Ideally, the team should engage in constructive conflict but not destructive • Willing to recover if the line gets crossed • Mine for conflict in meetings, and reinforce it when it happens • Trust is critical
- 15. ACHIEVING COMMITMENT • Can’t happen without trust and conflict – people need to provide input, ask questions and understand the rationale of decisions • Can’t wait for consensus – disagree and commit • Leader’s responsibility to break ties • Have to prevent passive sabotage (undermining piece and not allowing it to come up after the fact) • Must have clear agreement on message
- 16. EMBRACING ACCOUNTABILITY • Requires commitment first • Peer-to-peer accountability is the primary and most effective source of accountability on the leadership team of a healthy organization • Can’t all come from leader, but leader has to be willing to confront • Hardest part of building a cohesive team • Ultimately, courageous and selfless (it’s not about you or me, it’s about the company)
- 17. FOCUSING ON RESULTS • Ultimate outcome of trust, conflict, commitment and accountability is results • Need to focus on collective goals – not departmental goals – one team, one score • Have to place higher priority on leadership team than the team they lead • Leadership team must embrace the power of team number one
- 18. RESULTSEXAMPLE:CHEF’SCOMMISSARY • Not possible with out leadership support • Allows me to divert focus to additional projects • Allows leadership greater autonomy • Provides opportunity to practice cohesive team approach
- 20. #2. CREATING CLARITY The leadership team must agree on the answers to six simple but critical questions 1. Why do we exist? 2. How do we behave? 3. What do we do? 4. How will we succeed? 5. What is most important, right now? 6. Who must do what?
- 21. #3. OVER-COMMUNICATE CLARITY • Employees are skeptical about what they’re told unless they hear it consistently over time. • Need to be CROs – Chief Reminding Officers. But Leaders are hesitant to repeat themselves. Why? • It seems wasteful and inefficient – want to avoid redundancy • They fear it is insulting or patronizing to repeat a message. • They get bored saying the same things over and over. • Leaders need to tell ‘true rumors’ • Cascading communication takes the message through the company • Three keys to cascading communication • Consistency of message • Timeliness of delivery • Live, real-time communication • Have to end leadership meetings answering the question: What are we going to go back and tell our people? And make sure there is agreement
- 22. #4. REINFORCE CLARITY • Every process that involves people needs to reinforce the answers to the six questions • You need to institutionalize culture without bureaucratizing it • Hiring, performance management, training and compensation need simple systems specific to the company • Hire for cultural fit • Orientation needs to be built around the six answers and leaders need to take an active role in design and delivery • Performance management needs to be simple and stimulate the right kinds of conversations on the right topics • Compensation & reward has to be tied to one or more of the big six questions • Leaders need to give recognition and personal appreciation, and be quick to take out employees who don’t fit the values
- 23. MAINTAINING OUR MOMENTUM • Group of cohesive leaders, with unique talents • Balancing act between momentum and the growth culture of PnS • Everyone supports healthy growth • Focused on growing leadership team and personal leadership • Genuine belief that we are doing something good, there is a passion and it’s personal for our leaders
- 24. “WE ALL DESERVE RESPECT AND SHOULD HAVE A VOICE.” STAY TUNED FOR THE NEXT CHAPTER…
- 25. Q & A Continue the conversation! Follow @NACENational; use hashtag #NACEExp16 For more resources on this topic, visit NACE at www.nace.net
- 26. THANK YOU FOR ATTENDING! Presentation available: slideshare.net/warrendietel Please complete the session survey. We value your feedback.
Editor's Notes
- Warren’s personal idea of leadership
- Personal note about what drive Warren.
- Here is what I walked into… I had to leaning the business, AGAIN! Re-learned the Orlando market and determined a strategy to re-enter. Staff number was much smaller and I immersed myself in every possible position and process of the company.
- As Puff grew, accepted that I can’t do everything and I must find leaders that support my vision. It’s my job to find the right people and put them in the right seat.
- Update images on this slide with finished commissary.
- We would bring people in for all the right reasons, but it just doesn’t always fit the way we thought it would. Relentless in our search for the right fit, even if it means admitting we were wrong. A couple times. These were difficult decisions, but it wouldn’t be the same Puff without them. No reflection on them, just that Puff was evolving.
- Had to read the book a few times to really be able to embrace it. After working through the content with the leadership, we were able to understand the main principles began to apply them.
- Well, duh? But this is easier said than done and it doesn’t happen overnight.
- Smart is what people focus on first. Use scale to show what most people do, however, healthy is actually more important.
- Pulling in same direction Are you all in agreement How does the communication make it’s way down to people Ensure communication has been recieved
- This was Puff’s #1 challenge.
- Leadership check – not engagement in side conversations Mine for conflict for meetings – your silence might convey acceptance, but it actually indicates disagreement.
- Leadership team must agree on exactly what to go back and tell the team. We are now ending all meetings this way to ensure we are all committed and clear about what the message to the team should be.
- We are working on learning about each other as leaders and (re)building trust. We identified that it is more difficult to rebuild the trust (Greg, Lauren, Heidi), then to just begin building (new leaders). Each groups has a different point of view which will require different tools and understanding. WE HAVE BAGGAGE - From this day forward we will view the leadership team as new and fresh; we are making a new start.
- It’s not that staff doesn’t hear you, it’s that they don’t believe us because the message shifts frequently.
- Screen/hire staff that demonstrate our core values.
- What drives our leaders? First 3P, find leaders, aligning leaders and getting by-in. Going to continue to get better, better food oh and by the way our executive chef jason he has created…. Sharing our story, stay tuned for next chapter. To be continued.