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Building A Winning Culture for High Performance Teams
A few of my clients:
Reality CheckKnowing – Doing
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Key Competitive Advantages
Products People Process
The Pattern of Business Success
(T + C + ECF) x DE = Success
Talent
T = Talent
Cecil Van Tuyl
“It is all about people, people, people. You can kid yourself about a lot of things in your business, but at the end of the day it will always come down to people.”
Here is how I define talent…
• Impeccable Character• Excellent Communicator• Positive Attitude • Creative /Innovative• Strong Drive = Proactive• Solid Team Player
Job Description + Competency Model
WHAT WHO
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.
John Spence High Performance 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
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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The level of highly satisfied and engaged EMPLOYEES in your business.
The number one factor in increasing the level of highly satisfied and engaged CUSTOMERS in your business is…
Fully Engaged Customers deliver a
23% premium over the average customer in terms of share of wallet, profitability, revenue,
and relationship growth.Harvard Business Review: Manage Your Human Sigma
Job + Organizational Engagement = Employee Engagement
Not Engaged Engaged
En
gag
ed
Not
En
gag
ed
Job Engagement
Org
an
izat
ion
al E
nga
gem
en
t
50%
9%
Benchwarmers
7%
Free Agents
34%
Stars
Disengaged
50%
Actively Disengaged Employees…
22%In TOTAL Revenues!
Customer satisfaction drives customer loyalty… and customer loyalty drives profitability
100%
90
80
70
60
50
40
30
20
Extremely Dissatisfie
d
SomewhatDissatisfie
d
SlightlyDissatisfie
dSatisfied
Very Satisfied
Zone of Defection
Zone of Indifferenc
e
Zone of Affection
Loyalt
y
Customer Satisfaction
Terrorist
Evangelist
A 5% increase in loyalty among your best customers…
Can produce a profit increase of 25% – 85%
I hate you
I don’t care about you
I love you
Key Drivers of Customer Satisfaction and Loyalty
Financial Performance
Quality P&S&
Customer Relationship
EmployeeSatisfaction
Empowerment High Standards
Long-termOrientation
Enthusiasm, Commitment,
Respect
Training &Development
Fair Compensatio
n
CR= 104.12% increase in profits
CR= .404
CR=.334
CR=.277
CR=.275CR=.249
CR=.280 Coaching
CR=.285
CR=.371
CR=.365
CR=.191
CR=.247
TolerateNothing
Less
From: Practice What You Preach by Maister
Global study:16 countries529 companies15,589 respondents
Highly satisfied and engaged employees can drive as much as a 189% increase in profitability!
Culture = Cash
Key attributes of winning cultures
• High aspirations and a desire to win
• External customer / market focus
• A “think like owners” attitude
• Bias to action
• Individuals who team
• Passion and energy
Bain & Company
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From the Employee’s Perspective:
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Focus me
Know me
Care about me
Hear me
Help me feel proud
Equip me
Help me see my value
Help me grow
Help me see my importance
S B A
The Six Universal Drivers of Engagement
1. Caring, competent, and engaging senior leaders.
2. Effective managers who keep employees 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. 1 - 10
The Five Steps to Implementing a Winning Culture
1. Preform a culture audit and set new expectations.
2. Align the management team.3. Focus on RESULTS and build
accountability.4. Manage the drivers of culture.5. Communicate and celebrate.
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 results.
From: Getting Results by Longenecker and Simoneti
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5
An AWESOME Brand Ambassador!
If you have any questions at all please do not hesitate to send a note or call. My email address is: [email protected]
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
