Slide share presentation - building a people-centric culture

PCL WEBINAR

Presented by: The AME PCL Team

PEOPLE-CENTRIC LEADERSHIP

• Introductions

• Crisis in leadership

• AME vision

• Respect for people and continuous improvement

• House of PCL

• PCL elements

• How to get more information & QA

PCL WEBINAR

7 out of 10 employees aredisengaged or actively disengaged

30% of population is engaged and inspired at work.

50% of population is not engaged.

20% of population is actively disengaged.

It is estimated that disengagement costs the US $450 billion to $550 billion annually.Gallup Poll 2013 “State of the American workplace: Employee Engagement Insights for US Business Leaders.”

CRISIS IN LEADERSHIP

Engaged teams

• 50% fewer accidents

• 41% fewer quality defects

• 65% less turnover

• Lower healthcare costs

• 37% less absenteeism

• Come up with the most innovative ideas

• Have the most entrepreneurial energy

• Create most of the company’s new customers

• 21% higher productivity

• 22% higher profitability

• 10% higher customer satisfaction scores

Gallup Poll 2013 “State of the American workplace: Employee Engagement Insights for US Business Leaders.”



87% of C suite executives

recognize that disengaged

employees are the #1 threat

to their business.

To win customers

and a bigger share of the marketplace

companies must first win the hearts

and minds of their employees.

EMPLOYEE ENGAGEMENT

Employee engagement is a property of

the relationship between an organization

and its employees.

Highly Engaged:

Emotionally connected to the mission

and purpose of their work.

Not engaged:

Indifferent toward their jobs – or worse, outright

hate their work, supervisor and organization –

and can destroy a work unit and a business.

EMPLOYEE ENGAGEMENT

COMPANY EMPLOYEE

We provide a good paying

job with benefits.

We care about the health and

well being of each individual

employee. The growth,

development and success of

the individual is critically

important to the organization.

I show up to work on time and

do what they tell me to do.

Emotionally connected to

the mission and purpose of

their work.

A mutual commitment between

the company and the employee

WHAT CAN WE DO?

You can only provide an environment which will inspire people.

“The truth of the matter in business is that you don’t do anything by yourself. You create an atmosphere in which people want to do their best. You don’t order anybody to do their best. You couldn’t order Beethoven to compose the 9th Symphony. He’s got to want to do it. And so the head of business is an enabler rather than a doer.”J. Irwin Miller, CEO Cummins, Inc.

PEOPLE-CENTRIC LEADERSHIP

Association for Manufacturing

Excellence, (AME), Vision: A manufacturing renaissance driven by people-centric leadership

coupled with enterprise excellence.

People-Centric LeadershipA culture where everyday everyone goes home fulfilled by

pursuing excellence and where everybody flourishes.

Enterprise ExcellenceExcellence in people, process and products through the

extended value stream, in pursuit of eliminating business waste

and creating value for customers.

ACE METAL CRAFT

AERA ENERGY

ARIENS

BARRY-WEHMILLER

CASCADE ENGINEERNG

COGENT

COHEN WOODWORKING

CRAIG TECHNOLOGIES

DYMATIZE

INNOTECH CORP

LINCOLN INDUSTRIES

OMNIDUCT

PANTHEON CHEMICALS

SPECTRUM AEROMED

STARBUCKS

SUR-SEAL

TENERE

VENTURA MANUFACTURING

WOODFOLD

Lean toolkit

in pursuit of

safety, quality,

cost and

delivery

Through

profound

cultural and

organizational

change

THE COUPLING OF PEOPLE-CENTRICLEADERSHIP & ENTERPRISE EXCELLENCE

CI tools People-centric

leadership

RESPECT FOR PEOPLEThe House of people-centric leadership

Leader Standard Work • Goes to Gemba • Kata Coaching

Celebration &

Recognition

Reflective

Listening

Visioning

Goal Setting• Feedback • Transparency

Alignment

Reflection

Building Relationships

Acceptance & Inclusion Inspiration

Community & Environmental Stewards Growing Developing Humility

FLOURISHING Business / People / Communities

Emotional IntelligenceTrust

• Implicitly Trust• Build Trust

VISIONING

• Ability to imagine the future.

• Craft a compelling image or picture of the impact the organization wants to make on the lives of its stakeholders.

• What do we value?

• Why are we doing what we do?

• Where do we want to be in 30 years?

• A great cultural vision will:

• Drive behavior in the organization.

• Make work meaningful.

• Propel people to accomplish great things.