1. Achieving Business ExcellenceUnderstanding The Pattern of Business Success

2. This is a very special workshop I have a ton to cover and I will go pretty fast. 80% is in the book. Please take notes and ask questions. I am happy to answer any of your questions, offer advice and recommend books at any time. Work very hard take this seriously. 3. Most people are so busy w orking IN their business th a they do not take t any time to work O N their business. 4. What does this mean to me? How can I use this idea? What can I do right away? 5. Reality Check Knowing Doing1 -10 6. The Four Ps2 7. (T + C + ECF) x DE = Success2 8. Do you have a clearly focused and well-communicated vision and strategy for growth?Effective Strategy = Valued Differentiation x Execution 9. Five Foundations of Effective Strategy Business Acumen Personal Experience Pattern Recognition Strategic Insight Disciplined Execution2 10. The Four Is Ignorance Inflexibility Indifference InconsistencyPage 2 11. How to avoid the Four Is 1-10 Aggressive external market focus. Aggressive 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.2 12. The willingness even enthusiasm to changeEVERYTHING combined with the wisdom to understand what must NEVER be changed. 13. The Key To Success in the New NormalNimbleosity Nimbo-licious 14. To get the most from our session together It is absolutely critical that you be brutally honest with yourself today. So let's get started with a little self-test3 15. Simplicity is the ultimate sophistication Leonardo da Vinci 16. High Potential / High Performance Abbott, GE, Merrill Lynch, Microsoft, IBM, Apple, State Farm, Mayo Clinic 17. 1. 2. 3. 4. 5. 6. 7.Character Courage Communication Collaboration Competency Compassion Contribution1 - 10 4 18. Lessons from seven top CEOs Dell, Welch, Gerstner, Grove, Gates, Kelleher, Walton = 696 B Have an outside-in perspective Be deeply passionate about your job Understand the importance of culture Create or adapt next generation products, processes and solutions Implement the best ideas regardless of origin1-10From: What the Best CEOs Know by Krames4 19. The Toyota Way Challenging Vision We form a long-term vision, meeting challenges with courage and creativity to realize our dreams.Kaizen We improve our business operations continuously, always driving for innovation and evolution.Genchi Genbutsu We go to the source to find the facts to make correct decisions, build consensus, and achieve our goals at our best speed.Respect, Challenge and Help your People and Suppliers We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust. Teamwork We stimulate personal and professional growth, share the opportunities of development, and maximize individual and team performance.5 20. 1,300,000 interviews: Basic 4 + 1Wow No Surprises Celebrate5 Page 8 21. What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments. Deliver required results. Ensure your actions are consistent with your word. Stand behind the team and its people. Be enjoyable to work with. Be passionate about your work and those you serve. Communicate and keep everyone informed. Help the other members of the team. Help members of other teams. Share ideas, information and credit. Hold yourself 100% accountable. 22. Direction vivid, clear, inspiring --- shared Measurements specific, observable, focused Competence very good at what they do Communication open, honest, courageous M utual Accountability all team members Discipline do this every day 6 23. 10 Key Team Competencies: 1.Setting clear, specific and measurable goals.2.Making assignments extremely clear and ensuring required competence.3.Establishing accountability for high performance across the entire team.4.Running effective team meetings.5.Building strong levels of trust.6.Establishing open, honest and frank communications.7.Managing conflict effectively.8.Creating mutual respect and collaboration.9.Encouraging risk-taking and innovation.10. Engaging in ongoing team building activities.1 - 10 6 6 24. The number one factor in increasing the level of highly satisfied and engaged CUSTOMERS in your business isThe level of highly satisfied and engaged EMPLOYEES in your business. 25. What do engaged employees look like? 1. They give more discretionary effort. 2. They consistently exceed expectations. 3. They take more responsibility and initiative. 4. They receive better customer service ratings. 5. They offer more ideas for improvement. 6. They promote and model teamwork. 7. They volunteer more for extra assignments. 8. They anticipate and adapt better to change. 9. They persist at difficult work over time. 10. They speak well of the organization.1 - 107 11 26. TEN ELEMENTS OF A WINNING CULTURE71. People enjoy the work they do and the people they work with 2. People take pride in the work they do and the company they work for 3. There are high levels of engagement, connection, camaraderie and a community of caring 4. There is a culture of fairness, respect, trust, inclusiveness and teamwork 5. The leaders walk the talk, live the values and communicate a clear vision and strategy for growth 6. Lots of open, honest, robust and transparent communication across the entire organization 7. The company invests back in employees; there is a commitment to learning, coaching and development 8. There is a bias for action, employees have an ownership mentality and always strive to give their personal best 9. There is high accountability and a strong focus on delivering the desired results 10. There is ample recognition and rewards and mediocrity is not tolerated 27. Is Your Company Up To Speed?Pages 8 - 9 Fast Company June 2003 28. 10 29. Twice weekly surveys for five years of 2,000+ senior managers and executives at: IBM GE Morgan Stanley Merck 3M Microsoft CIGNA Heineken MasterCard Fidelity Motorola Ikon American Express Progressive Bank of America AT&T SAP Borders 10 30. Keys to effective management Communicate clearly Force the hard decisions Focus on results1 - 10 Remain flexible to change Prove your value to the customer Force collaboration Rigorous but not ruthless 10 From: Think Big Act Small by Jennings 31. Extreme Customer Focus 32. Web of Value: VOC + MOT + WOM11 33. Extreme Customer FocusVOC11 34. Moments Of Truth11 Page 8 35. VOC + MOT Workshop: Page 11 36. 78.9% 23.4% 37. 43% - 74% of purchasing decisions = WOM/T 38. You MUST have a WOM Referral System Identify Ideal CustomerRefer Ideal Customer 39. WOM workshop page 12 40. The Evergreen Project 10 year study of 160 top companies 40 distinct industries 200 management practices Winners, climbers, tumblers, losers Winners had an average Total Return to Shareholders of 945%... The Losers only averaged a TRS of 62%From: What (really) Works by Joyce, Nohria, Roberson 41. The Four Primary Practices: 1. A sharply focused, clearly communicated and well-understood strategy for growth. 2. Flawless operational execution that consistently delivers the value proposition. 3. A performance-oriented culture that does not tolerate mediocrity. 4. A fast, flexible, flat organization that reduces bureaucracy and simplifies work. 13 From: What (really) Works by Joyce, Nohria, Roberson 42. The Secondary Management Practices: Talent = find and keep the best people. Key leaders show commitment and enthusiasm for the business. Embrace strategic innovation. Master the power of partnerships. Score yourself on the 110 scale for all eight practices on page 13From: What (really) Works by Joyce, Nohria, Roberson 43. Key Drivers of Business SuccessFinancial PerformanceCR=104.12Global study: 16 countries 29 companies 139 offices 5,589 respondentsT olerate N othing L essQuality P&S & Customer RelationshipCR= .404 CR=.277Employee SatisfactionWorkshop Page 15CR=.275CR=.249 Empowerment CR=.285Long-term OrientationCR=.371CR=.334 CR=.280CR=.365Enthusiasm, Commitment, RespectCoachingHigh Standards CR=.191Training & DevelopmentCR=.247Fair Compensation14 From: Practice What You Preach by Maister 44. What Inhibits Execution? National Survey of 4,000 Senior Executives4. Inability to work together (21%) 3. Company culture (23%) 2. Economic climate (29%) 1. Holding onto the past / unwillingness to CHANGE (35%) 45. In other words In order to succeed you need a high-performance team that embraces a strong culture of disciplined execution and accountability while being nimble, agile and adaptable to changes in the marketplace. 46. Disciplined ExecutionClear Vision Detailed Strategy Guiding Coalition Alignment Systems1 - 10Communication Support Adjust Reward / Punish 16 47. 1. 100% Clarity + Authority 2. 100% Agreement 3. Track & Post 4. Coach & Train 5. Reward or Punish NITB 48. ad Re17 es ag P18 & 49. Individual Workshop Go back and look at all of your audits. Where were your low scores, where were your high scores what is the pattern? Look over your notes what were the key themes? What are the most important ideas? Answers all the questions on pages 19 22. Put in as much detail as possible. Be very honest with yourself. Think in terms of Actions and Outcomes. 50. In teams Look over pages 19- 22 Team Workshop Page 24 51. Page 27If you have any questions at all please do not hesitate to send a note or call. My email address is: john@johnspence.com My twitter address is: @awesomelysimple*** Please connect with me on LinkedIn *** Also, you might find value in the ideas I share in my blog. You can sign up for it at:www.blog.johnspence.com