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Transcript of Big Breakfast
The BIG Breakfast
Key Strategies for Running a Highly Successful Business
John Spence
I will not waste one minute of your time…
• I have a ton to cover and I will go pretty fast.• Please take lots of notes and work hard.• There will be 15 minutes of Q&A at the end.• I am happy to answer any of your questions, offer advice
and recommend books at any time after this session.• [email protected]
The slides are already posted at:
www.SlideShare.net/johnspence
A few of my clients:
For the past 21 years…
What does this mean to me?
How can I use this idea?
What can I do right away?
I am NOT a guru…
To get the most from our session together…It is absolutely critical that you be brutally honest with yourself today.
3
So let's get started with a little self-test…
1. Vivid Vision
A clear, vivid, compelling and extremely well-communicated vision of where you are trying to take the organization.
Let’s get clear on the terms:
Vision: WHAT we want to be when we grow up.
Mission: WHY we are doing what we are doing.
Values: How we expect everyone to behave.
Guy Kawasaki
Your vision statement should
be like a mantra, a simple phrase that can be repeated over and over to keep everyone focused
on the goal.
Two good mantras…
“A computer on every desk.”
“We’re here to put a dent in the universe.”
A superior TEAM that delivers real value
through elegant SOLUTIONS for
their customers and looks for appropriate
GROWTH opportunities.
The key to an effective vision:
Over-communicate
2. Robust Communication
Honesty
Transparency
Courage
Vulnerability
The 4 key elements of robust communications
3. Best People
Talent
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.
Some really great advice…
How do you define talent?
• Highly Competent• Impeccable Character• Excellent Communicator• Positive Attitude • Creative /Innovative• Risk Tolerant• Strong Drive• Solid Team Player
• Lack of TRUST• Lack of candor• Lack of commitment• Lack of accountability• Lack of results
Competence
RespectDistrust
Affection TRUST
HIGH
LOW
LOW HIGH
Concern
The 4 C’s of Trust
4. Sense of Urgency
You must create a culture that…
• Rewards fast action-taking
• Punishes barriers
• Embraces change
• Encourages risk taking
• Accepts failure
• Empowers everyone…
4-Level Decision Making
1. You own it.
2. Ask for input… you own it.
3. Team decision… I own it.
4. My call… I own it.
5. Disciplined Execution
10 – 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.
Where are we going andhow will we behave on the way?
FocusDifferentiation“No”
Guiding Collation
Vision + ValuesStrategy
ObjectivesInitiativesPrograms
Procedures / ProtocolsRepeatable ProcessClear / consistent / relentless
Training +time / money /
supplies / people
Measure / TrackCommunicate
Transparency Accountability
Celebrate SuccessEliminate Mediocrity
6. Extreme Customer Focus
VOC
A few good quotes…
• “We are not in the coffee business serving people… we are in the people business serving coffee.” Howard Schultz, CEO – Starbucks
• “We took our eye off the ball and it damn near put us out of business. We forgot that the customer pays ALL the bills. We are here to serve them, help them, support them. Not keeping that at the front of our minds almost cost us everything.” Lou Gerstner, CEO - IBM
• “The very future of our company hinges on our ability to understand and serve our customers better than any other firm. It is all about customer service, the products are actually secondary.” Jeff Immelt, CEO – GE
• “The only critic whose opinion counts, is the customer” – Mark Twain
Things have changed…
2008 2010
It used to be…
Good Cheap Fast
Now you MUST deliver…
• The highest quality…• At the lowest possible price…• Immediately --- or sooner…• All while giving consistently superior
customer service for an outstanding “Total Buying and Owning Experience.”
Master the first five… and then focus them on number six!
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%
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.
Score yourself on the 1–10 scale for all eight practices on page 6
Read Pages 7 & 8
Workshop page 9
THANK YOU
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:http://www.slideshare.net/johnspence
AwesomelySimple.com