Creating a Winning Culture Riveron

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Riveron www.johnspence.com 1 Creating a Winning Culture CREATING A WINNING CULTURE UNDERSTANDING THE PATTERN OF BUSINESS SUCCESS
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Transcript of Creating a Winning Culture Riveron

Page 1: Creating a Winning Culture Riveron

Riveron

www.johnspence.com

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Creating a Winning Culture

CREATING A WINNING CULTURE UNDERSTANDING THE PATTERN OF BUSINESS SUCCESS

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Creating a Winning Culture

ORGANIZATIONAL EFFECTIVENESS AUDIT Answer the following questions as honestly as possible using this 1-10 point scale:

1 = Strongly Disagree 3 = Disagree Somewhat 5 = Not Sure

7 = Agree Somewhat 10 = Strongly Agree

1. We have a clear and detailed vision for the direction of our company that is very well communicated

throughout the entire organization: ________

2. Every employee has clear / quantifiable / observable performance objectives: ________

3. There is a high level of very open and honest communication throughout the organization: ________

4. I have a high level of trust in the skills, abilities, and integrity of my co-workers: ________

5. There is a high sense of urgency within the organization to get things done: ________

6. We have only the best, highly competent people in all areas of the organization: ________

7. We focus very intently on the needs of our customers: ________

8. There is no politics, rumor-mongering or finger-pointing within our organization: ________

9. Our key leaders operate as a highly-effective team: ________

10. There is a high level of both personal and mutual accountability within the organization: _______

11. People display a positive, enthusiastic attitude throughout the organization: _______

12. We are superb at collecting and using feedback from our customers: _______

13. Our organization displays great discipline in pursuing our focused business objectives: _______

14. I am very pleased with where our organization is in the marketplace today: _______

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(T+C+ECF) x DE + Success

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HERE IS THE LIST OF THE TOP FACTORS THAT DROVE THESE COMPANIES TO BRING IN FINANCIAL RETURNS THAT WERE OFTEN 20 TIMES LARGER THAN THEIR COMPETITORS... 1 = Strongly Disagree 3 = Disagree Somewhat 5= Not Sure 7= Agree Somewhat 10 = Strongly Agree We have an uncompromising determination to achieve excellence in everything we do: ________

We have a real commitment to high-quality work, and tolerate nothing less: ________

We have a real commitment to high levels of customer service, and tolerate nothing else: ________

In this company we set and enforce very high standards for performance: ________

Management gets the best work out of everybody in the company: ________

The quality of the work performed by our group is consistently high: ________

We keep customers informed on issues affecting their business: ________

We make our customers feel as though they are very important to us: ________

Customer satisfaction is a top priority in our company: ________

We listen well to what the customer has to say: ________

We are extremely good at building long-term customer relationships: ________

The people in our company do “whatever it takes” to do a good job for the customer: ________

We do a good job of resolving customer problems when they occur: _________

We always place the customers’ interests first, ahead of those of the company: _________

The level of quality service delivered by my group / team is consistently high: ________

READ THAT LIST AGAIN… AND AGAIN!!!!! THIS IS CRITICAL TO YOUR SUCCESS

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Key Attributes of a Winning Culture: 1– 10

High aspirations and a desire to win ______ Extreme customer focus ______ A “think like owners” attitude _______ Bias to action _______ Individuals who team ______ Passion and energy ______ What employees look for in the culture… F

F

F

F

F

P

P

M

R

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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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THE 4 + 2 FORMULA The Four Primary Management Practices 1 = Not at all 3 = Poor 5 = Fair 7 = Good 10 = Superior /Excellent 1. Strategy: Devise and maintain a clearly stated, focused strategy: ________ Whatever your strategy, it will only work if it is sharply defined, clearly communicated, and well understood by employees, customers, partners, and investors. 2. Execution: Develop and maintain flawless operational execution: ________ You might not always delight every customer, but make sure that you never disappoint them. Winners consistently meet the expectations of their customers by delivering on their value proposition. Bad quality surely will hurt. 3. Culture: Develop and maintain a performance-oriented culture: ________ One of the best indicators of being performance-oriented is the way you deal with your own poor performers. It is easy to reward good performers. What matters is whether you have the courage to get rid of poor performers. 4. Structure: Build and maintain a fast, flexible, flat organization: ________ What really counts is whether structure reduces bureaucracy and simplifies work. Simpler and faster - such are the best goals for all organizations. The Four Secondary Management Practices 1. Talent: Hold on to talented employees and find more: ________ Winning organizations pay great attention to finding, growing, developing, and rewarding very talented people. 2. Leadership: Key leaders are truly committed to the business: ________ The research data clearly showed that the leadership effectiveness of the top executives, on average, influenced 15% of the variance in corporate performance, for better or for worse. 3. Innovation: Make innovations that are industry transforming: ________ Agile companies that were highly innovative and able to anticipate rather than react to disruptive events in the marketplace, were always the winner. 4. Mergers and Partnerships: Make growth happen with mergers, alliances, and partnerships: _________ Internally generated growth is essential, but companies that can also master mergers and partnerships are much more likely to be winners.

Based on: “ What (Really) Works” by Joyce

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DISCIPLINED EXECUTION 1 = Strongly Disagree 3 = Disagree Somewhat 5= Not Sure 7= Agree Somewhat 10 = Strongly Agree

We have a clear vision for exactly where we are trying to take our organization _______ We have a detailed and specific plan to accomplish the key objectives we are trying to execute _______ Our senior leaders are all 100% committed to executing the key objectives _______ The key leaders/employees in our organization are all superb at execution ______ All of the major objectives we are pursuing are fully aligned and mutually reinforcing _______ We have excellent systems and processes in place to ensure consistently superb execution ______ There is continuous and transparent communication throughout he entire organization about exactly where we stand on executing on our key objectives _______ Every employee has all of the training, support, equipment and resources they need to deliver the results required of them _______ We are superb at adjusting and adapting our strategy and objectives when truly necessary _____ We do a great job of celebrating both small and big wins and praising great performance _______ We refuse to tolerate mediocrity or lack of accountability and deal decisively with people who are not able to meet the clear standards of performance in our organization _______

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NOTES:

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Workshop: Ideas into Action Go back page-by-page and carefully look through the book. Compare and contrast your scores on the various audits and re-read any notes you wrote. What are the themes that emerge… the patterns? Look for any scores below a 7 as an area that needs improvement and anything in the 1-5 range as a serious problem that needs attention. Take this exercise very seriously and push yourself to really understand what these scores and everything you learned today could mean to your business. Here are three major questions to keep in mind: What does this mean to our business? How can I make these ideas work in our company? What can I do right away to improve our success? Please list at least THREE specific, measurable, and observable action steps that your organization can take to implement the ideas you learned today.

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NOTES:

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