Focusing on the Fundamentals of Excellence

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…

The Pattern of Business Success

(T + C + ECF) x DE = Success

Talent

Talent + Culture

Here is how I define talent…

• Highly Competent• Impeccable Character• Excellent Communicator• Positive Attitude • Creative /Innovative• Risk Tolerant• Strong Drive • Solid Team Player

Job Description + Competency Model

WHAT WHO

What does it take to be a valued member of a team?

Develop and display competence.

Follow through on commitments.

Deliver required results.

Ensure your actions are consistent with your word.

Stand behind the team and its people.

Be enjoyable to work with.

Be passionate about your work and those you serve.

Communicate and keep everyone informed.

Help the other members of the team.

Help members of other teams.

Share ideas, information and credit.

Hold yourself 100% accountable.

• 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 Cs of TRUST

“I am good at what I do… and I do it because I care

about you.”

John Spence High Performance Team Model

• D• M• C• C• M• D

irection – vivid, clear, inspiring --- shared

easurements – specific, observable, focused

ompetence – very good at what they do

ommunication – open, honest, courageous

utual Accountability – all team members

iscipline – do this every day

SMART Communications

DialogueAvoid Attack

11 Key Team Competencies:

1. Setting clear, specific and measurable goals.

2. Making assignments extremely clear and ensuring required competence.

3. Using effective decision making processes within the team.

4. Establishing accountability for high performance across the entire team.

5. Running effective team meetings.

6. Building strong levels of trust.

7. Establishing open, honest and frank communications.

8. Managing conflict effectively.

9. Creating mutual respect and collaboration.

10. Encouraging risk-taking and innovation.

11. Engaging in ongoing team building activities.

1 - 10

C = Culture Business Side• Innovation

• Proactivity

• Accountability

• Execution

• Customer Focus

• Ownership Mentality

Top High-Potential VPs from GE, Microsoft, Verizon, Qualcomm, State Farm, Abbott and Merrill Lynch…

1. Credible

2. Respectful

3. Approachable

4. Team Player

5. Highly Professional

A Culture of Leadership

1. Character

2. Courage

3. Communication

4. Collaboration

5. Compassion

6. Contribution

The key elements of a winning culture: Employees

FunFamilyFriendsFair

FreedomPridePraiseMeaning

Accomplishment

1 -10

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. 1 - 10

The Six Universal Drivers of Engagement

1. Caring, competent, and engaging senior leaders.

2. Effective managers who keep employees aligned and engaged.

3. Effective teamwork at ALL levels.

4. Job enrichment and professional growth.

5. Valuing employee Contributions.

6. Concern for employee well being.

1 - 10

“When I make a mistake I am recognized 100% of the time, but when I do something right I am NOT recognized 99% of the time.”

1,300,000 interviews: Basic 4 + 1

Goal Setting

TrustAccountability

Communications

RECOGNITION

From: The Orange Revolution by Gostick and Elton

The Rule of 3

• Wow – breakthrough teams commit to a clear and specific standard of world-class performance.

• No Surprises – all team members are accountable for openness and honest debate, and each knows what to expect from the others.

• Cheer – team members support, recognize, appreciate and cheer each other and the group to victory

From: The Orange Revolution by Gostick and Elton

Extreme Customer Focus

“But I don’t have any customers.”

VOC = Voice of the Customer

(T + C + ECF) x DE

= Success

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%)

Anyone who tells you they enjoy change…

should seek immediate professional help.

Emotional Response to Perceived Negative Change

Stability

Immobilization

Denial

Anger

Bargaining

Depression

Testing

Acceptance

Time

Passive

Active

Emoti

onal

Res

pons

e

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.

Effort is important… but you are measured on RESULTS

SUMMARY of Key Strategies

1. A Vivid Vision for Success

2. Clear Goals and Standards

3. Embrace Change

4. Teamwork

5. Ownership Mentality

6. Courageous Communication

7. Disciplined Execution

Independent Workshop

• Based on everything you have just learned, what do you feel are THREE specific action steps that YOU can take to make significant positive improvements in the way you do your job every day?

Table Workshop

• Each person will share their three personal action steps – and then each table is responsible for developing a list of your Top Three Recommendations for Improvement of the Overall Organization.

For those who are prepared…

…chaos brings opportunity

THANK YOU

If you have any questions at all please do not hesitate to send a note or call. My email address is: john@johnspence.com

Also, you might find value in the ideas I share in my blog. You can sign up for it at:www.johnspence.com/blog

Lastly, these slides have already been uploaded to:www.slideshare.net/johnspence