High-Performance Organizations - Green Chamber 18 12-12 · Gallup data reveal an unsettling pattern in the U.S. workplace. Employees have little belief in their company’s leadership.”

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© Copyright 2018 Insight Consulting Partners, LLC

HIGH-PERFORMANCE ORGANIZATIONS

THEY AREN’T BORN, THEY MUST BE ENGINEERED!


Burnout!

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• Less stress• More control• Greater freedom• Increased profitability• A happier team

“HIGH-PERFORMANCE ARCHITECTURE”


Clarity!

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April 12, 1961


December 12, 1962

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CAT scannerComputer microchipCordless toolsFreeze-dried foodReflective InsulationJoystickMemory foamSatellite televisionScratch resistant lensesShoe insolesSmoke detectorWater filter

“…..because that goal will serve to organize and measure the best of our energies and skills”

• New materials• New technologies• New engineering solutions

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Everyone was focused!


July 16, 1969

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July 20, 1969

“That’s one small step for a man, one giant leap for mankind.”


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If you don’t know where you’re going, any road will get you there

George Harrison, The Beatles

Relevant & Purpose-driven

FutureFocused

Inspiring

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Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.

Bring inspiration and innovation to every athlete* in the world. (*If you have a body, you are an athlete.)

A computer on every desk and in every home, running Microsoft software.

To become the world’s most loved, most flown, and most profitable airline.

To make the camera as convenient as the pencil.


Jobs invented little. But what he did do was in many ways more important than whose

name ends up in the "inventor" field on a US Patent and Trademark Office document:

Jobs looked far over the horizon and saw a world that he thought to be a good one, and

he made multiple decisive decisions about how to get his team to create that world.

-- Rik Myslewski, The RegisterOctober 10, 2011

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How many organizations have their “vision”written down?


The Electric & Gas Industries Association (EGIA) (HVAC trade association)

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2017

Data from more than 195,600 U.S. employees via the Gallup Panel and Gallup Daily tracking in 2015 and 2016, and more than 31 million respondents through Gallup’s Q12 Client Database.

DO EMPLOYEES AGREE?


“There is an urgency for leaders to define and convey their vision more clearly — and rally employees around it. Gallup data reveal an unsettling pattern in the U.S. workplace. Employees have little belief in their company’s leadership.”

78% of employees do not believe the leadership of their organization has a clear direction for the organization.

85% of employees do not believe the leadership of their organization makes them enthusiastic about the future.

87% of employees do not believe the leadership of their organization communicates effectively with the rest of the organization.

DO EMPLOYEES AGREE?

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What can business leaders do about this disconnect?

“The one thing leaders cannot do is nothing. They cannot wait for trends to pass them by, and they cannot wait for millennialsto get older and start behaving like baby boomers. That won’t happen. This workforce isn’t going to acclimate to the status quo.” – Gallup

DO EMPLOYEES AGREE?


2000 to present: New Silent Generation or Generation Z (Post-Millennials)

1980 to 2000: Millennials or Generation Y

1965 to 1979: Thirteeners or Generation X

1946 to 1964: Baby Boomers

1925 to 1945: Silent/Greatest Generation

Source: https://www.thoughtco.com/names-of-generations-1435472

DO EMPLOYEES AGREE?

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• Biennial survey results since the 1980’s• Medium and large organizations• 2016 study includes 466 worldwide organizations• Respondents:

• Presidents• Senior Vice Presidents• Chief Learning Officers• Heads of Executive and Leadership Development

Executive Development Associates, Inc.

EMERGING LEADERS


• “More and more leaders fundamentally believe that there is more that they don’t know than what they do know about leading through the coming years.”

• Trends:• The single most important capability needed for the

emerging generation of leaders: “The ability to create a vision, convey it to others, and inspire and engage people around that vision”

• Disconnect between what organizations need and what they are spending their time and resources on: “Leaders are focused on the urgent instead of the important”

Executive Development Associates, Inc.

EMERGING LEADERS

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“Employees….feel frustrated when managers fail to help them connect their role to the bigger picture. The modern workforce wants a job that feels meaningful.… When employees have this sense of purpose, their engagement soars.”

“When asked why they started their businesses, respondents overwhelmingly cited the search for greater meaning and purpose, with money or the

need for employment far behind.”

AGREEMENT ON “MEANING AND PURPOSE”


• Less technical work

• More leading with a clear vision

• Excited about Monday’s!

• Working in my “Unique Ability”

THE BUSINESS OF “BUSINESS”

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INCOMPETENT

COMPETENT

EXCELLENT

UNIQUEABILITY

How should we be spending our time?


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Simple to use

Simple to operate

Simple design

1977


1997

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We are constantly focusing on innovating

We believe in the simple not the complex

We believe in saying no to thousands of projects, so that we can really focus on the few that are truly important and meaningful to us

We don’t settle for anything less than excellence in every group in the company

2017


How many organizations have their “values”written down?

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The Electric & Gas Industries Association (EGIA) (HVAC trade association)


• Most workers, many of whom are millennials, approach a role and a company with a highly defined set of expectations. They want their work to have meaning and purpose. They want to use their talents and strengths to do what they do best every day. They want to learn and develop. They want their job to fit their life.

• Employees are willing to look and keep looking for a company that’s mission and culture reflect and reinforce their values.

WHAT DO EMPLOYEES WANT?

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• Guiding principles

• Defines your culture and what you believe in

• Attracts like-minded individuals (….and vice versa)

• Reduces ambiguity in decision making


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Visionary Operator Processor Synergist


VISION

VALUES

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D.R. Wastchak’s Core Values

• Honesty and integrity – Always do the right thing

• Trust and reliability – Do what you say you’re going to do

• Expertise – Expand your knowledge

• Professionalism – Hold yourself to a higher standard

• Leadership – If you are not leading, you’re following

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Alignment


Vision and Values ARE…. Vision and Values are NOT….

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If team members are in alignment, in the “right seats on the bus”, working in their “unique ability”,they are…..

• Self-motivated• Require less management time• Approach their work thoughtfully

and creatively• Happier!


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QUESTIONS BEFORE WRAP-UP?

We envision a world where every organization and its leadership are engaged, happy, and in perfect alignment on where they are

going, how to get there, and what they intend to achieve.

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• Authenticity – Genuine care for our client’s success

• Maximize customer value – Under promise and over deliver

• Authoritative expertise – Research thoroughly and present expertly

• Highly professional – The look and feel of everything we do shows care, attention to detail, and a focus on quality


• Connect me with others who need to hear my message about Vision, Values and Velocity

• Book me for a Free “Discovery Call”

• As a leader, commit yourself to spending more time working ONyour “business” and less time working IN your “business”

• Allow me to help you to achieve Velocity and “High-Performance” more rapidly so you can realize for yourself and your organization:• Less stress• More control• Greater freedom• Increased profitability• A happier team

Take Action!

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Commitment is what turns a promise into a reality.

Abraham Lincoln


Documents

High-Performance Organizations - Green Chamber 18 12-12 · Gallup data reveal an unsettling pattern in the U.S. workplace. Employees have little belief in their company’s leadership.”