The document is about hardwiring leadership practices to drive profitability through service excellence, leadership development, and accountability systems. It discusses assessing organizational culture, defining key performance measures, and instilling an owner mindset in employees. Specific leadership actions are provided to optimize the four pillars of profitability: attracting talent, measurably improving performance, ensuring accountability, and turning opportunities into profits. Case studies show how implementing these practices can significantly increase an organization's profits. The presentation aims to help leaders discover their organization's potential, learn to hardwire for success, and adopt one practice to boost profitability.

1. | Annual Sharing Day - 2008 |
New Jersey Organization Development
Welcome to
Hardwiring
Leadership Practices that
Drive Profitability
Presented by
Bob Ebers
May 1, 2008

2. What is Hardwiring ProfitABILITY?
• Service Excellence
Ha
rd
• Leadership Development
wi
r
ed
• Accountability Systems

3. How We Serve
Service & Operational
Excellence
Coach
Consult
Train

4. Presentation Objectives
Discover your organization’s .
Learn how to begin hardwiring for success.
Take away one practice to improve profitability.

5. Two Paths to Profitability
s
n
tio
p
ce
r
Pe
Margin
Improves
Pr
oc
e ss
es
Adapted from the work of Fred Lee in If Disney Ran Your Hospital

6. What does your organization
need more of from your people
to be more profitable?

7. What do your people need more
of from the organization to help
it be more profitable?

8. 1. What does your organization
need more of from your
people to be more profitable?
2. What do your people need
more of from the organization
to help it be more profitable?

9. Disconnects with Growth
• Ho-Hum Culture
Le
• Efficiency Gone Wild
ad p ng
Ch
• Fog of Measures
er
al
sh
• We | They Gap
le
i
• Leader Variance
e

10. What’s Your Organization’s
Culture?

11. Assessing Performance Excellence

12. How to Grow Profitably?
• Over 600 Organizations
Ha
Researched
rd
• 12 Drivers Linked to Growth
wi
r
ed
• Behaviors Key to Success

13. Mindsets Cost or Make Profit
A mental attitude
Observable through behaviors
Organization processes &
leadership practices shape mindsets

14. Mindsets Make the Difference
Owners — passionately care about and work for the
success of the organization; are generally profitable.
Renters — indifferent about the success of the
organization; are usually breakeven.
Visitors — resistant or negativity about the future of the
organization; are generally unprofitable.

15. Renter at Work

16. Visitors at Work

17. Pillars of Profit; Prophets of ABILITY
I. AttractABILITY
Attracting and Inspiring Talent
II. MeasureABILITY
Measurably Improving Performance
III. AccountABILITY
Answering for Results
IV. ActionABILITY
Turning Opportunity into Profit

18. AttractABILITY Leader Actions
• More purpose, pride in doing
meaningful work that makes a
difference
• Attract instead of recruit
• Inspire instead of drive

19. MeasureABILITY Leader Actions
• Define simple measures
• Hardwire measures top to bottom
• Expect a steady flow of profitable
ideas

20. AccountABILITY Leader Actions
• Get buy-in; require performance
• Instigate performance chatter
• Recognize and reward
profitable behavior

21. ActionABILITY Leader Actions
• Treat everyone as talent
(except visitors)
• Develop a next level plan
• Build an empire of owners

23. Potential Profit Gain
1. A multiplier for the annual rate of improvement in employee productivity
by firms that optimize all four ProfitABILITY pillars.
2. The rate of productivity.
3. The approximate number of employees in your organization.
4. The average gross profit margin.
Simple formula: (average individual worker productivity improvement--adjusted for your
score) X (average wage) X (number of workers) X (gross profit margin).

28. ProfitABILITYRx: Sep. 2007
Rx
District Profit Opportunity $3,891,744
Total Centers Assessed 22
15 Renter = 68%
Overall Center Scoring Mindset
7 Owner = 32%

29. Meanwhile Back at the Branch
Centers Mindset $ Opportunity
West Babylon Renter 310,420 (8%)
Hauppauge Renter 293,174 (8%)
Bohemia Renter 293,174 (8%)
Commack Renter 275,929 (7%)
Port Jefferson Renter 258,683 (7%)
Walt Whitman Renter 258,683 (7%)
Lake Ronkonkoma Renter 258,683 (7%)
Miller Place Renter 258,683 (7%)
South Setauket Renter 241,438 (6%)
Melville Owner 206,946 (5%)
Centereach Owner 206,946 (5%)
Patchogue Owner 189,701 (5%)
Huntington Village Renter 109,222 (3%)
Mastic Renter 97,725 (2%)
Bay Shore Renter 97,725 (2%)
Bellport Renter 91,976 (2%)
Smithtown Renter 80,479 (2%)
Huntington Renter 80,479 (2%)
Hampton Bays Owner 74,731 (2%)
East Setauket Owner 74,731 (2%)
East Northport Owner 74,731 (2%)
Southampton Owner 57,485 (1%)

30. Owner Branch Observations
• Greet every customer that walks in.
• Very friendly (greeting & smiling)
• Teller personally walks customers
over to the specific person they need to
speak to.
• If someone forgets to personally walk a
customer over, they are corrected.

31. Renter Branch Observations
• No personal greeting.
• No one was available when walking in for help. Had to seek
out teller and ask for assistance.
• Teller pointed me to the direction to get help, yet no one was
there. Teller had no clue everyone was in a meeting.

32. ProfitABILITY Flywheel SM
SM
Optimize
Pursue
Profit
Performance
Pillars
Excellence
Purpose
●
Meaningful Work
●
Make a Difference
Hardwire
Bottom
Leadership
Line
Practices
Results
Flywheel inspired by, and adapted from the work of Jim
Collins in Good to Great & Quint Studer in Results That Last

33. Leading ProfitABILITY Practices
AttractABILITY AccountABILITY
Pulse of Perceptions Leader Report Card
Individual Accountability
Step Up or Step Out
Onboarding & First 90 Days Customer Calls
- Behavioral Interviewing
- Peer Interviewing Thank-You Notes
- 30 | 90 Day Checkpoints
MeasureABILITY ActionABILITY
Balanced Scorecard Engaging for Outcomes
Standards of Conduct Aligning Up
IdeaXpress Telling Words @ Telling Times
Service Recovery
Adapted from the work of the Baptist Leadership Institute
Best Practices and Quint Studer, Results That Last

34. Thank – You, Thank – You, Thank – You
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