1 The Servant Organization CARING LEADERSHIP by Ed Dean Creating and Sustaining a Workplace of Performance Excellence in Copyright 2014 The Servant Organization absolutely What is absolutely necessary for sustained organizational performance? 2 Creativity 3 Answer: The Servant Organization What is the source of all creativity? 4 The Servant Organization Answer: 5 God. We are made in the Creators image. The Servant Organization Why is creativity important to organizations? 6 The Servant Organization Problem Solving Creativity Ideas 7 Answer: Creativity and Performance 8 How does creativity result in performance? The Creativity Equation Creativity +Ideas + Strategies + Action + Measurement = PerformanceC+I+S+A+M=P 9 Answer: Excellence vs. Mediocrity The difference between performance and performance excellence is the level of creativity in the organization. 10 Excellence vs. Mediocrity It is the culture of an organization which determines the level of creativity. 11 Excellence vs. Mediocrity Most organizations can perform better. 12 Excellence vs. Mediocrity THE QUESTION OF THE DAY 13 Is your organization The best it can be? Excellence vs. Mediocrity Performance excellence can only be achieved in organizations with high creativity. 14 The Servant Organization culture engenders creativity which results in performance excellence. 15 The Servant Organization The Servant Organization Defined 16 The Servant Organization can be defined as a leadership and management framework designed to achieve organizational performance excellence. 17 The Servant Organization four The Servant Organization is founded upon four central cornerstones: People Principles Priorities Performance 18 The Servant Organization equally important Each of the Four Cornerstones of The Servant Organization Framework is equally important in creating a people- focused, high-performance, value- centered, problem solving organization. 19 The Servant Organization The Servant Organization An Overview 20 The First Cornerstone People People. The First Cornerstone of The Servant Organization Framework is People. Servant Leadership. The most effective People leadership practice to encourage employee creativity and performance excellence is Servant Leadership. 21 The Second Cornerstone Principles Principles values The Second Cornerstone is Principles which is centered upon core values. Core values guide organizational decision-making and conduct. 22 The Third Cornerstone Priorities Priorities The Third Cornerstone is Priorities. When coupled with Servant Leadership and core values, accomplishment of the organizations priorities is possible. 23 The Fourth Cornerstone Performance Performance. The Fourth Cornerstone is Performance. Performance is the measurement cornerstone which determines whether priorities are met and performance excellence is achieved. 24 Interdependence The Servant Organization Framework is an interdependent leadership and management system resulting in: Servant leadership of people Defined principles of core values Prioritization of strategies Performance measurement 25 The Servant Organizations Ten Results 1) Demonstrates caring 2) Creates trust 3) Stirs creativity 4) Engenders values 5) Develops goals 6) Accomplishes strategies 7) Enhances effectiveness 26 The Servant Organizations Framework Produces 8) Produces performance excellence Delivers 9) Delivers quality products and better service to customers by motivated employees 10) Ensures competitiveness 27 The People Cornerstone 28 Destructive attitudes What are the most destructive words uttered in the workplace? 29 Destructive attitudes The most destructive words uttered in a workplace are I dont care. 30 Outward signs What are the outward signs of an I dont care attitude in a workplace? 31 Outward signs Poor product quality Missed deliveries Excessive tardiness and absenteeism High employee turnover Messy work areas Growing customer complaints Unprofitability 32 Unseen signs What are the unseen signs of an I dont care attitude in the workplace? 33 Unseen signs It corrupts the vitality of the organization. An organizations vitality is its life blood. 34 Unseen signs Employee dissatisfaction is the main contributor to mediocre organizational performance. 35 Why employees quit their jobs A 2013 Gallup study determined 70% of American workers hate their jobs or are disengaged. 36 Why employees quit their jobs A recent article in Forbes magazine stated that 2 million people quit their jobs every month in America. 37 Why employees quit their jobs The Harris Institute Study found: 74% of American workers would consider finding another job. 32% are actually looking for a new job. 38 Creating and sustaining a culture of caring In the 2014 Fortune 100 Best Places to Work for survey, the most common word used by employees in the top 100 to describe their management is: CARING 39 Creating and sustaining a culture of caring In the 2014 Fortune #8 rated company, Intuit, employees reported about their management that You get a genuine feeling that they care about their employees 40 Creating and sustaining a culture of caring Alex Edmans of The Wharton School says, Companies listed in Fortunes 100 Best Companies to Work for in America had equity returns that were 3.5% per year higher than their peers. The Fortune 100 have low turnover. 41 Creating and sustaining a culture of caring The conclusion: a caring organizations employees perform better and stay longer. 42 Creating and sustaining a culture of caring Why caring works 43 DO YOU CARE? PEOPLE DONT CARE WHAT YOU KNOW. WHAT PEOPLE WANT TO KNOW IS, DO YOU CARE? IF PEOPLE BELIEVE YOU CARE, THEY WILL FOLLOW YOU ANYWHERE. Plaque hanging on the wall in the FBI Academy in Quantico, Virginia 44 Caring creates trust Employees trust leaders who care. Employees respect leaders they trust. Respect and Trust are the twin pillars of the organization. RESPECT TRUST 45 The culture of caring leaders The culture of caring in The Servant Organization is created by the leaders. 46 The culture of caring The creation of a caring workplace culture is the signature quality of an excellent place to work. 47 Creating and sustaining a culture of caring Creating and sustaining a caring place to work results in: Higher employee trust Greater respect for management Belief in mission and values Increased employee pride Soaring employee morale 48