College of Technology Office of Workforce Training Good to Great College of Technology Workforce...

College of Technology Office of Workforce Training

Good to Great

College of Technology

Workforce Training Presented by Geoff Ranere


Good to Great

“If you want what you’ve never had,

you must be willing to do what you've never done”

Walt Disney


Good to Great

“All your dreams can come true, if you have the courage to pursue them.”

Walt Disney


Good to Great

“I have been up against tough competition all my life. I wouldn’t know how to get along without it.”

Walt Disney


Good to Great

“If you can dream it, you can do it.” Walt Disney


Good to Great

“The way to get started is to quit talking and start doing.”

Walt Disney


Good to Great

“It’s kind of fun to do the impossible.” Walt Disney


Good to Great

“ I believe in being an innovator.” Walt Disney


Good to Great

“Of all the things I’ve done, the most vital is coordinating those who work with me and aiming their efforts at a certain goal.”

Walt Disney


Structure of Presentation

Walt Disney

Good to Great

Jim Collins

Leadership

Warren Bennis


Objective Realize there are

NO HOME RUNS

Get you thinking

Take notes

Have an epiphany


Introductions

"You can design and create, and build the most wonderful place in the world, but it takes people to make the dream a reality."

Walt Disney


7 Rules to Greatness


Rule 1 How does your

company’s service compare?

Who else might your customers compare you to?

Seven Principles of SuccessRule #1

The competition is anyone the customer compares you with.


Rule 2Seven Principles of Success

Rule #2

Pay fantastic attention to details.


Rule 2 What details get in the

way of you being easy to do business with?

What details could be improved to keep your customers coming back?


Pay fantastic attention to details.

The best time to kill a sacred cow is now!


Rule 3

What does “walking the talk” mean for your business?

How could you do an even better job of “Walking the Talk” than you do right now?


Everyone walks the talk.


Rule 4

What one thing could you change, so that it did a better job of walking the talk?


Everything walks the talk.


Rule 5 How could the process

of gathering information be made more meaningful and effective?

What formal or informal listening posts are you not using, that you should be using?


Customers are best heard through many ears.


Rule 6

How often does good performance go unrecognized?


Reward, recognize, and celebrate.


Rule 7

Do all employees understand the importance of their roles in the organization?

There are NO unimportant people


Everyone makes a difference.


Sustaining SuccessIn order to realize your full potential,

you must be willing to change.


The Change Process

Key Concepts

First Who, Then What

Confront the Brutal Facts

Disciplined Action

Building Greatness to Last


The Change Process

Get the right people on the bus

Get the right people in the right seats


The Change Process

Confront the brutal facts


The Change Process

Disciplined Action


The Change Process

Building Greatness to Last

Aladdin Gaming, LLC (Las Vegas Hotel Casino) (2001) ABB Lummus Global, Inc. (Petroleum Refining) (2006) American Banknote Corporation (1999) American Federation of Television and Radio Artists / AFTRA (1982) America Online Latin America, Inc. (2005) American Restaurant Group, Inc. (2004) Ameridebt (2004) AMF Bowling Worldwide, Inc. (2001) Atkins Nutritionals, Inc. (2005) Baldwin Piano & Organ Company (2001) Bethlehem Steel Corporation (2001) Big Buck Brewery & Steakhouse, Inc. (2004) Birch Telecom, Inc. (2005) Burlington Industries Inc. (2001) Carolco Pictures Inc. (1995) Chiquita Brands International Inc. (2001) Continental Airlines Inc. (1967 & 1984) Converse Inc. (2001) Dairy Mart Convenience Stores Inc. (2001) Delphi Corporation (2005) Delta Airlines Inc. (2005) Dow Corning Corporation (1995) Eastern Airlines Inc. (1991) Enron Corporations (2001) eToys Inc. (2001)

“At Disney, we hold ourselves to a higher standard” Walt Disney


The Change Process eToys Inc. (2001) Excite@Home (2001) Frank’s Nursery & Crafts, Inc. (2004) Frederick's of Hollywood Inc. (2000) Fruit of the Loom Inc. (1999) Gadzooks, Inc. (2004) Happy Kids, Inc. (2005) Hollywood Casino Shreveport (2004) KB Toys, Inc. (2004) Kmart Corporation (2002) Lionel Corporation (1967 & 1984) Loews Cineplex Entertainment, Inc. (2000) Maidenform Inc. (1997) Marvel Entertainment Group (1996) Montgomery Ward Inc (1997 & 2000) Motor City Five/MC5 rock group of the 1960s (1970) Musicland Holding Corp. (2006) Northwest Airlines (2005) Orion Pictures Corporation (1992) Owens Corning Corporation (2000) Pan Am Corporation (1998) Planet Hollywood International Inc.(1999 & 2001) Polaroid Corporation (2001) Purina Mills Inc. (1999) Regal Cinemas Inc. (2001)

Resorts International Inc. (1994) Schlotzskys Inc. (2004) Silicon Graphics, Inc. (2006) Singer Company (1999) Sizzler International (1996) Smith Corona Corporation (1995) Southland Corporation (7-11 stores) (1990) Sunbeam Corporation (2001) Swissair Group Inc. (2001) Texaco Toysmart.com (2000) TLC rock group (1995) Trans World Airlines Inc. /TWA (1995 & 2000) US Airways Group, Inc. (2004) US Office Products Company (mail boxes etc. stores) (2001) Vlasic Foods International Inc. (2001) Western Union Corporation (1993) Winn-Dixie Stores, Inc. (2005) Zenith Electronics Corporation (1999)


The Change Process

At Disney, we hold ourselves to a higher standard”

Walt Disney

What is your standard?

Is “Good” good enough?

What is stopping you from reaching the next level of performance?


The Change Process

Staying Power

Developing Lasting Effective Teams

Warren Bennis


Warren Bennis7 Leadership Essentials


Developing an Effective Team

Technical competence:

Business literacy and grasp of one's field

What is your level of technical competence?

What is the technical competency of the individuals who work with you?

Is that adequate?



Conceptual skill:

An ability for abstract or strategic thinking

How advanced are your conceptual skills?

How advanced are the conceptual skills of the individuals who work with you?

How can you improve?



Track record:

A history of achieving results

What is your track record of success?

Are you as successful as you want to be?

Are you as successful as you could be?

What do you intend to do about it?



People skills:

The ability to communicate, motivate, and delegate

How are your people skills?

What skills do you need to improve?



Taste:

The ability to identify and cultivate talent

Who is your up and coming talent?

Who shows the greatest potential in your organization?



Judgment:

Making difficult decisions in a short time frame with imperfect data

How are your decision making abilities?

When is making a decision hard?

Do all decisions have to be “right”?



Character:

The qualities that define who we are

How would you define yourself?

What is your best quality?

What is your worst quality?


What does it All Mean?


Keys to Success

Be Present


Keys to Success

Focus on your customers’ needs


Keys to Success

Don’t settle for mediocrity


Keys to Success

Be Fearless Make a decision and then make the decision right.


Keys to Success

Create a “Can Do” Culture

People aren't interested in what you can't do for them!


A StoryA Story

How badly do you want to be successful?


Connellan, T. Inside the Magical Kingdom

Collins, J. Good to Great

Bennis W. Leadership

References

College of Technology Office of Workforce Training Good to Great College of Technology Workforce...

Documents

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