For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
State of the Business Owner 2012
Owners & Employees:
Create a Culture of Ownership
People Webinar
August 1, 2012
Presented by:
Cameron Madill, President and Founder, Synotac
Tricia Huebner, VP, Business Development, EMyth
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Presenters
Cameron Madill Tricia Huebner
President
Synotac VP, Business Development
EMyth
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Webinar Questions & Comments
Twitter Hashtag: #sobo2012
GoToWebinar Chat Window
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Origins and Motivation of SOBO
What are the success factors helping
small and midsize businesses
succeed in 2012?
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
The Planner
o Believes they control their
destiny
o Has a coherent vision of the
future
o Regularly tracks business
metrics
o Has concrete plans to move
towards their business
vision
o Are innovative with
technology
The Pessimist
o Believes the future is dictated
by external events beyond
their control
o Does not have a vision for
their company in the future
o Has few or no formal plans for
making progress towards this
vision
o Does not regularly consult
metrics to track business
progress
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Why should I care?
Businesses owned by Planners:
Grew faster in 2011
Had higher annual revenues
Were more optimistic about 2012
The owners took home more compensation
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Fundamentals People Accelerators
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
KEY #3
People
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
The Business of People
In a recent Gallup survey it was reported that 70% of workers are
underperforming or actively undermining the work of their company.
The voluntary “quit” rate is on the rise again as worker mobility increases as
the economy comes out of recession. Employees trapped in unfulfilling jobs
will begin to pursue their search for passion and meaning in their work.
Raises were minimal in 2011, showing the effect of the ongoing global
recession. As worker mobility increases, keeping good people will require
fair compensation and opportunities for growth combined.
Businesses that had results-oriented role descriptions with ALL of their
employees outgrew their peers by 50%.
Clear expectations and creating a culture of ownership is the key.
Key #3: People
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
If your employees are not
thinking and acting like
owners, they are thinking
and acting like renters.
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Ownership
KEY #1 - FUNDAMENTALS Key #3: People
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Collective
Culture
Individual
Action
Balance
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
A Culture of Ownership
KEY #1 - FUNDAMENTALS Key #3: People
You gain…
Faster Growth
Innovation at every level
Adaptability to change
Aliveness
Risk-taking
Being able to “let go”
Must be willing to…
Start with your own Primary Aim
Trust others
Recruit/hire for values first
Delegate both responsibility and
authority
Give up control/micromanagement
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
EMyth Foundations of Ownership:
Self Interest
Caring
Choice
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Owners and Renters
• Self Interest vs. Self Preservation
• Caring vs. Compliant
• Choice vs. Victimhood
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Passion & Meaning (Self Interest)
KEY #1 - FUNDAMENTALS Key #3: People
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Generations in the Workplace*
Generation
Work
Perspective
Interactive
Style
Communication
Style
Attitude About
Authority
Veterans
(the silent
generation)
1922- 1945
Work First! Individual Formal Accepting and
trusting
Baby Boomers
1946-1964
Live to Work! Team Player Semi-formal Accept the rules
created by
Veterans
Generation X
(1965-1980)
Work to Live! Entrepreneur Not serious,
irreverent
Openly
questions
authority
Generation Y
(1981-2000)
Live, then Work. Participative Informal
Eye-catching
Fun
Okay with
authority that
earns respect
* Source: Neil How and William Strauss, Generations:
The History of America’s Future. 1584 to 2069
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Your Primary Aim
A brief statement that
describes your highest values
and expresses how your want
to live your life.
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Primary Aim Process
Step1. What Don’t You Want?
Step 2. What Do You Want?
Step 3. What Gets in Your Way?
Step 4. Write Your Eulogy.
Step 5. The essence of my Primary Aim is to live a life that is…
Step 6. Create a list of Personal Objectives
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Ownership
Self Interest = Innovation
Caring = Commitment
Choice = Accountability
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Engagement (Caring)
KEY #1 - FUNDAMENTALS Key #3: People
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
In a recent Gallup survey it
was reported that 70% of
workers are underperforming
or actively undermining the
work of their company.
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Engagement Drivers:
1. Recognition
2. Professional Growth and Development
3. Clear Expectations
4. Trust and Autonomy
5. Fair Compensation
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
People Development
Vision: A clearly written Strategic Objective (vision document)
describing a picture of the company that has been shared with all.
Structure: Organizational chart, results statements, policies,
position agreements, employee development meetings.
Training: Orientation, job-specific, and ongoing tied to
professional development goals and performance plans.
Tools: Systems, best practices, brand promise.
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Research Findings
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Owning the Results (Choice)
KEY #1 - FUNDAMENTALS Key #3: People
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Businesses that had
results-oriented position
agreements with their
employees outgrew their
peers by 50%.
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
Research Findings
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Position Agreements are a
powerful management tool
that communicates the
results an employee is hired
to achieve and transfers
ownership to them.
Committed vs. Compliant
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Position Agreements vs. Job Descriptions
A written agreement between a manger and an
employee that makes explicit the result the employee is
accountable for in that position and the standards
necessary to produce that result.
VS.
A job description – the unsatisfactory but common
alternative – that is often just a glorified “to do” list that
is an organizational formality than a document which
service a greater purpose.
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Elements of a Position Agreement
Position Identification
Results Statement
Work Listing: Strategic & Tactical
Standards (position specific & company-wide)
Signatures Page
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Results Statements (Why)
Tells an employee
why that position
exists in the
company and
connects it to the
Strategic Objective.
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
The Work Listing (What)
Tactical Work:
Producing the results
Strategic Work:
Defining the results
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Standards (How)
Standards indicate
how the work
should be done…
behavior, attitude,
brand promise.
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Two Types of Position Agreements
Managerial: Includes the result
statements for all direct reports and a
greater percentage of strategic work.
Non-Managerial: Format used for
employees that are not supervising others
and has a greater percentage of tactical
work.
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Strategic and Tactical Breakout
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Position Identification and Result Statement
Managerial Position Agreement
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Even the
CEO/President
needs a Position
Agreement
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Sample Work
Listing for
Managerial
Agreement
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
“Truly delegating a project/task is hard –
because it’s emotional. You can say the
right words but your employees are
holding out for the moment when they
feel you let go, because only then can
the project actually be theirs to own.”
- Jonathan Raymond, EMyth CEO
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Implementation Checklist
Review vision, values, and brand promise.
Review organizational chart and create clear result
statements from the top down for each position in the
company.
Review existing job descriptions as reference and redraft
as Position Agreements.
Meet as a management team to discuss possible
questions/concerns and responses.
Make announcement at a company or division meeting.
Meet with employees during weekly development
meetings to discuss and sign their Position Agreements.
Review and revise Position Agreements periodically.
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People
Business Development
For Guides & Additional Resources
www.stateoftheowner.com
Key #3: People Key #3: People
State of the Business Owner 2012
For additional research, guides and community:
www.stateoftheowner.com
Facebook.com/StateOfTheOwner
@StateOfTheOwner
Top Related