Date post: | 06-May-2015 |
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Our Goals for today…
• Share with you a wealth of valuable information on leadership, high performance teams, business excellence and disciplined execution.
• This information has been gleaned from leading research, benchmarking studies, executive surveys and interviews at more than 3,000 top organizations.
• Your challenge is to look for the big ideas you can take and implement right away.
• Take this seriously and be ready to offer opinions or ask questions at any time.
• Take lots of notes – but I will give you all of the slides.
For the past 22 years…
FDANITB
Reality CheckKnowing – Doing
1 -10
What does this mean to me?
How can I use this idea?
What can I do right away?
For those who are prepared…For those who are prepared…
…chaos brings opportunity
Five Foundations of Effective Strategic Thinking
Business Acumen
Personal Experience
Pattern Recognition
Strategic Insight
Disciplined ExecutionNITB
NITB
NITB
Protect & Preserve + Proactive
The Four – I’s
• Ignorance• Inflexibility• Indifference• Inconsistency
2
• Aggressive external market focus.
• Ridiculously high level of 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
NITB
(T+C+ECF) x DE = Success
NITB
McKinsey: 1,077 Global Companies• 90% of well-formulated strategies fail due to poor execution.• Only 5% of employees say that they understand their
corporate strategy.• As much as 75% of business improvement (change) initiatives
to solve execution problems fail due to lack of sustainability.• Only 3% of executives think that their company is very
successful at executing its strategy, while 62% report that they are only “moderately successful” of worse.
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Conference Board: 769 Global CEOs in 40 Countries
“When asked to rate their greatest concerns from among 121 different challenges, these chief executives chose excellence of execution as their top challenge and keeping consistent execution of strategy by top management as their third greatest concern.”
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Gartner Research: 443 Global Company Leaders
Major Obstacles to Strategy Execution1. Inability to overcome internal resistance to change.2. Trying to execute a strategy that conflicts with the existing
power structure.3. Poor or inadequate information sharing between business
units/people responsible for strategy execution.4. Unclear communication of responsibility and/or accountability
for execution decisions or actions.5. Lack of feelings of “ownership” of the strategy or execution
plans among key employees.
2
74%23,000,000
88%
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
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.
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.
From: What (really) Works by Joyce, Nohria, Roberson
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3
Just doing what leaders do.
• According to research, followers want four things: integrity, confidence, decision-making and clarity.
• But just as important is what followers don’t want: irritability, moodiness, untrustworthiness, indec i sive ness, needless micro-management and excessive authority.
Top high-potential employees…
1. Credible2. Respectful3. Approachable4. Highly Professional5. Team Player
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1. CredibilityComplete honesty and transparency
Impeccable integrity
Knows how to do their job well
A compelling vision for the future
Passion and excitement
Let’s look at some research…
HONESTFORWARD LOOKING
COMPETENTINSPIRING
The Leadership Challenge by Kouzes and Posner
4
I want a leader who will: Tell me the TRUTH. Has a clear vision for
where we are going. Has the skills to get us
there successfully. And is excited about
going with me.
2. Respectful
Open to the ideas of others
Values other’s opinions
Treats people with dignity
Treats people fairly
Extends trust
The key elements of a strong culture
Positive Culture
Fun
Family
Friends
Fair
Pride
Praise
Meaning
Results
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3. Approachable
Genuine
Appreciative
IQ + EQ
Great communicator
4. Highly ProfessionalImpressive Talent
100% Ethical
Highly Self-aware
Always Learning & Improving
Insightful and Innovative
Pro-active
Results Driven
Fully Accountable…
The Four Pieces of Paper…
5
Clear Expectations
Ground Rules for a Professional Organization
• Staff agrees to be managed and coached to strictly enforced standards of performance and quality work.
• Teamwork is mandatory, not optional.• Excellence in customer satisfaction is an enforced standard.• Personal and professional growth is a nonnegotiable minimum
standard.• All team members must show a sincere interest in the customer
and a sincere desire to help them.• The primary focus must be on delivering quality work and
building strong customer relationships.• Demand excellence and refuse to tolerate mediocrity.
Let’s take a look at an example of a company that has taken these standards of professionalism and codified them into a set of values that drives their business.
As you read the following GE leadership values…
• Are passionately focused on driving customer success.• Live Six Sigma quality, ensuring that the customer is always its first beneficiary,
and using that concept to accelerate growth.• Insist on excellence, and are intolerant of mediocrity or bureaucracy.• Act in a boundaryless fashion, always searching for and applying the very best
ideas regardless of origin.• See change for the positive growth opportunities it brings.• Create a clear, simple, customer-centered vision, and continually renew and
refresh its execution.• Create an environment that stretches excitement, informality and trust; rewards
improvements; and celebrates results.• Demonstrate—always with infectious enthusiasm for the customer—the “Four
E’s” of GE leadership: the personal Energy to welcome and deal with the speed of change; the ability to create an atmosphere that Energizes others; the Edge to make the difficult decisions; and the ability to consistently Execute…
GE leaders, always with unyielding integrity:
Study of most important leadership skills7,000+ managers from 1,600 large organizations
• Must have superb communication skills.
• Lead by example to demonstrate character and competence.
• Establish and maintain clear and meaningful vision.
• Provide motivation to create ownership and accountability for results.
• Clarify performance expectations.
• Foster teamwork and collaboration.
• Develop clear performance goals and metrics.
• Consistently deliver superior customer service
From: Getting Results by Longenecker and Simoneti
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5
VOC
VOCSurveys
Focus Groups
Customer Panels
Social MediaComplaints
Employees
Competition
Advisory Board
Website
5. Great Team Player
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.
Team Leaders are:Rigorous… but not ruthless
Why you need to be an expert at collaboration and teamwork:
• You cannot succeed alone.• You need a team of the brightest people you can
possibly find to help you.• You need to help the team work extremely well
together.• You need the team to support you with enthusiasm,
respect and trust.
• But don’t take my word for it…
Anne MulcahyCEO of Xerox and the third most powerful
woman in the world!
1. Build a network of great relationships with people who want to see you succeed.
2. You don’t have all of the answers, so ask for help and advice from the smartest people you can find.
3. Learn to be a learner.
4. Listen intently to your employees and to your customers.
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Five Dysfunctions of a Team
1. Lack of TRUST
2. Lack of Candor
3. Lack of Commitment
4. Lack of Accountability
5. Lack of Results
6
Con
c ern
CompetenceLOW HIGH
HIGH
The 4 Cs of Trust
Distrust
Low CompetenceLow Concern
Respect
High CompetenceLow Concern
Affection
High ConcernLow Competence
TRUST
High CompetenceHigh Concern
“I am good at what I do… and I do it because I
care about you.”
1,300,000 interviews: Basic 4 + 1
Goal Setting
TrustAccountability
Communications
RECOGNITION
Page 8 7
The Six Universal Drivers of Engagement
1. Caring, competent, and engaging leaders.
2. Effective managers who keep employees informed, aligned and engaged.
3. Effective teamwork at ALL levels.
4. Job enrichment and professional growth.
5. Valuing employee contributions.
6. Concern for employee well being.
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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.
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John Spence Team Model
• D• M• C• C• M• D
irection – vivid, clear, inspiring --- shared
easurements – specific, observable, focused
ompetence – very good at what they do
ommunication – open, honest, courageous
utual Accountability – all team members
iscipline – do this every day
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Productive Inquiry…• Make it safe to ask very focused and
direct questions.• Approach all interactions advocating for
the others in the group and the best possible outcome for all involved.
Productive Inquiry
InterrogationInquisition
ScrutinyCross-examination
CollaborationInnovation
WisdomTransformation
WithdrawalWithholding
ApathyDisengagement
ForcingPushingCoercion
Intimidation
High Inquiry
Low Advocacy High Advocacy
Low Inquiry
Based on a model from the BlueMesaGroup 9
11 Key Team Competencies:1. Setting clear, specific and measurable goals.2. Making assignments extremely clear and ensuring required
competence.3. Using effective decision making processes within the team.4. Establishing accountability for high performance across the entire team.5. Running effective team meetings.6. Building strong levels of trust.7. Establishing open, honest and frank communications.8. Managing conflict effectively.9. Creating mutual respect and collaboration.10. Encouraging risk-taking and innovation.11. Engaging in ongoing team building activities.
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Protocol for an effective team meeting• Clarity: question, probe, seek data and evidence. Make sure you
truly understand the issue.• Authenticity: no posturing, politics, games.• Vulnerability: admit you do not know or that you made a mistake.• Accuracy: facts, verified data, observable behavior – no guessing.• Efficiency: get to the point – now.• Completeness: the aim is to inform – not finesse. Full disclosure.• Timeliness: what is the real deadline?• Focus: stay on track, stick to the topic, drive for optimal outcomes.• Openness: discuss the un-discussible. Put it on the table.• Consensus: not complete agreement. 1- 10
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10 to 15 %
What Inhibits Execution?National Survey of 4,000 Senior Executives
4. Inability to work together (21%)
3. Company culture (23%)
2. Economic climate (29%)
1. Holding onto the past / unwillingness to CHANGE (35%)
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.
Vision+
Values
Strategy
Commitment
Alignment
Systems Communication
Support
Adjust /Innovate
Reward /Punish
Where are we going + how will we behave on the way?
FocusDifferentiation“No”
Stakeholders + guiding collation
Vision + ValuesStrategyPlansGoals / ObjectivesTactics / Actions
Procedures / ProtocolsRepeatable Process
Clear / consistent / relentless @ Execution
Training +time / money /
supplies / people
Measure Track & PostTransparency
Renewal
Praise + Celebration Eliminate Mediocrity
9 Steps forEnsuring
Effective Execution
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Disciplined Execution Clear Vision
Detailed Strategy
Guiding Coalition
Alignment
Systems
Communication
Support
Measure & Post
Adjust
Reward / Punish
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The eight major steps of the change process
Build the case for change
Create a strong sense of urgency
Form a powerful guiding
coalition
Create a clear vision for successful
change
Relentlessly communicate
the vision
Empower others to act
Plan for and create short-
term wins
Institutionalize new
approaches
Process
Read Pages 13-24… carefully!
Then do the individual workshop on page 26
If you have any questions at all please do not hesitate to send a note or call. My email address is: [email protected]
My twitter address is: @awesomelysimplePlease feel free to “friend” me on FB
Also, you might find value in the ideas I share in my blog. You can sign up for it at:www.blog.johnspence.com
Lastly, these slides have already been uploaded to:
www.slideshare.net/johnspence
Thank You
Mike’s BIG Fish