driving a high performance culture
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Driving a High Performance CultureJeff Gau | CEO | Marco
About Me United States Air Force
University of North Dakota Graduate
Joined Marco in 1984 as a sales representative
Corporate Sales Director
Appointed President/CEO in 2004
About Marco 1930 1973 1975 1985 2001 2002
2005 2010 2013 2014
The Typewriter ShopMarcoCopiersVoice and Data Networks100% ESOPAudio/Video SystemsDocument Management/WorkflowManaged ServicesLean Continuous ImprovementCloud and Carrier ServicesManaged Video Conferencing Corporate Headquarters - St. Cloud, Minnesota
Local, Regional and National Sales, Service and Support Minnesota
Alexandria Bemidji Brainerd Detroit Lakes Mankato Marshall Minneapolis/St. Paul Rochester St. Cloud Thief River Falls Willmar Worthington
North Dakota Bismarck Dickinson Fargo/Moorhead Grand Forks Minot
South Dakota Aberdeen Pierre Rapid City Sioux Falls Watertown
Iowa Cedar Rapids Decorah Des Moines Fort Dodge Mason City Quad Cities Sioux City Waterloo
Wisconsin Eau Claire La Crosse Madison
Marco Locations
Marco’s 10-Year Growth (2003-2013) Average Annual Growth
Organic Growth - 55% of Total Revenue
Acquired Growth - 45% of Total Revenue
Revenue Profit Stock Value
28% 54% 42%
Employee Growth: 2003: 141 employees
Today: 750 employees - 165 sales representatives and 430 certified systems engineers and technical representatives
Building a High Performance CultureWhat does good look like...
Industry – Are you performing in the top 10%?
Financially – Are you achieving double digit top and bottom line growth?
Strategic Focus – Are you growing in the “right” areas?
Employees – Are you attracting and keeping good people?
Customers – Are you adding and retaining good clients?
Here’s How We Drive Performance
❶ Stack the Bench
❷ Validate Performance
❸ Look Around Corners
❹ Execution
❺ Fail Forward Faster
❶ Stack the Bench Understand yourself first so you can understand others better
Play to your strengths Sales driven, innovation and execution
Augment your weaknesses Operations and processes, information systems, finance and admin
Create careers – not jobs Provide a career path for every single employee Develop a talent management and mentoring system
❶ Stack the Bench Always be recruiting
Even when you don’t have a position Restaurants, sporting events and social activities
Pay matters Pay at the top quartile – it’s actually cheaper Consistently assess compensation (third party and employee survey) People value work-life balance
❷ Validate Performance – Employee Satisfaction
Best product, best service and best price
Q#29: I have pride in what I do. 604 of 624 employees agreed or strongly agreed
Q#40: My supervisor trusts me to do a good job without watching over my shoulders. 590 of 624 employees agreed or strongly agreed
Q#56 Management is competent at running the business.609 of 624 employees agreed or strongly agreed
Satisfied Employees = Satisfied Customers
❷ Validate Performance – Employee Satisfaction
Here’s our report card: 2014 Results Best in 26 Year History (with 86% response rate)
YEAR FTEs Work Satisf. Mgmt. Training Continuous
Improvement Benefits Comp Avg.
2014 725 4.32 4.29 4.13 4.16 4.17 3.92 4.182013 630 4.26 4.20 4.02 4.07 4.14 3.85 4.112012 407 4.22 4.17 4.03 4.04 4.02 3.74 4.062011 342 4.15 4.07 3.90 4.10 3.97 3.78 4.022010 306 4.08 4.07 3.99 4.11 3.93 3.72 4.022009 252 4.17 4.05 4.02 4.10 3.88 3.82 4.032008 267 4.17 4.02 4.07 4.08 3.99 3.83 4.052007 243 4.21 4.15 4.10 4.13 3.83 3.87 4.072006 211 4.18 4.16 4.05 4.07 3.93 3.78 4.032005 192 4.06 3.94 3.94 3.99 3.92 3.57 3.90
❷ Validate Performance – Customer Satisfaction
Our survey process:1. Keep it short – 12 questions
2. Mail the survey; don’t email it
3. Follow-up with personal phone call (83% response rate)
4. Respond to issues and improve (CAR)
5. Consistently track, review and share results
91% Recommend
❸ Look Around Corners Develop an attitude toward growth and opportunity
Be active in your industry and peer groups
Get in the field and listen to customers
Pay attention and listen to people in their 20s Influencing decisions Changing the way we do business
Be innovative – it could be right in front of you Take a play from Amazon Package something you do differently (Managed Services) Try something new (Cloud and Carrier Services)
Stay current with communication and adapt Twitter is the new newsstand Texting is today’s conversation YouTube is the #1 search engine Video is the new voice Allow social media in the workplace
❸ Look Around Corners
❹ Execution … the Hard Part Promote a culture of bold ideas – and actually do it
Everyone has good intentions Talking about it does not get it done
You don’t need to know every detail to move forward Managed Print Services Managed IT Services
Be willing to make upfront investments
Put the cost in front of the revenue Managed Services call center
❹ Execution … the Hard Part Pay people (consultants) to hold you accountable
Training Marketing Service Strategy
Best efforts vs. Determined results Customer satisfaction metric dropped to 88% recommend Determined to get to 90% recommend
❺ Fail Forward Faster Widely known philosophy of mine and the company’s
Failure is a part of business and leadership You’re going to screw up, might as well be okay with it Just don’t do it all the time Part of building a culture of innovation
Been there, done that; doing it again Help Desk – 1980s initially Telemarketing Training
Take risks, but never risk the company $1.2 million acquisition before $10 million acquisition
How have we failed at Marco?
Failure: Retail Storefront Marco was going to be the next Super Store (late 80s)
Retail office supplies, office furniture Moved corporate headquarters to Division Street storefront
Weren’t very good at working nights and weekends
Zero experience in retail
Didn’t fit our go-to-market strategy
Decided to exit and never looked back
Driving Performance - TakeawaysStack the Bench
Evaluate your talent - who is missing and who could be promoted?
Validate Performance Prove employee and customer satisfaction; share and leverage results
Look Around Corners Get involved in your industry; pay attention to the millennials
Execution Don’t just talk about it, do something
Fail Forward Faster You’re going to fail, get over it
More on Leadership Check out my blog on Leadership Culture: ALeadershipCulture.com Some Posts of Interest:
Fail Forward Get Comfortable Being Uncomfortable 5 Ways to Tell You’re Not a Leader Do you Carry a Briefcase or a Backpack?
For employee or customer survey example: jeffg@marconet.com
Thank you!
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