“If you want sustained growth & profit you must know how to create alignment between people, customers, strategy and process.”

Dr. George Labovitz, Power of Alignment

The Value of Engagement The Value of Engagement and Power of Alignmentand Power of Alignment

Employee engagement a pre-requisite to correct alignment

Engagement is the outcome of one’s personal

•Satisfaction•Commitment•Pride•Loyalty•Sense of purpose•Advocacy•Initiative•Persistence•Energy

Engaged teamsKnow there is a planUnderstand the planAgree with the plan Buy into the planEnergize the plan

Engagement and the Bottom line

A 50% spread in observed performance

Companies with high levels of People engagement improved 19.2%Companies with low levels of People engagement declined 32.7%

Towers Watson

Wealth Creation

The EPS growth rate of organizations with engagement scores in the top quartile was 2.6 times greater than organizations with below average scores.

Gallup (survey of 89 organizations)

Engagement and the Bottom line

Productivity

Engaged Peoples are consistently more productive, profitable, safer, healthier, and 87% less likely to leave their employer.

Corporate Leadership Council & Fleming & Apslund

Engagement and the Bottom line

Safety

Those with engagement scores in the bottom quartile averaged 62% more accidents.

Gallup

Engagement and the Bottom line

Engagement Myths

1. The Drivers are the Same across all Organizations They need to be set within the context of the local or departmental culture

2. Engagement Drivers are the Same as Business Drivers They are very different from Business Drivers and need be integrated

3. People Engagement should be ‘Maximized’ Engagement bears costs and needs to be targeted & optimized to your needs

McBassi & Co

Canadian Conference Board Research

Line of Sight

Inspiring VisionGoal ClarityTask RelevanceAccess to InformationPerformance Indicators

Nature of Work

Understanding of passionsSense of Autonomy

Decision Making AuthoritySense of SecurityChallenging Work

Development

Specific Job KnowledgeOngoing Performance Feedback

Recognition of CapabilityInput into Individual Plan

Defined Career Path

Career Opportunities

Opportunity for PromotionPerformance/CompensationAlignmentTools and ResourcesEffective On-Boarding

Trust & Integrity

Values/Behavior AlignmentConsistent CommunicationSense of EmpathyOpenness to FeedbackStrong Follow-Through

Co Workers

Mutual TrustOpen, Candid CommunicationSupport & EncouragementEnergetic Positive EnvironmentTeamwork & Collaboration

Organizational pride

Organizational SuccessEffective LeadershipEfficient ManagementCommunity Involvement

Leadership

InspirationClear CommunicationCommitment to DiversityAdaptable to ChangeResourceful

Predominant Engagement Drivers

EmotionalEmotional

RationalRational

Engagement So How do we Achieve it and how do we Measure it?

Sustained Growth & Profit are achieved by creating consistent alignment between “engaged” people, and the “the business drivers” of customers, strategy and process.

Sustained Excellence emerges when all the key elements of a business are connected to one other and to the Customer.

George Labovitz ~ The Power of Alignment

But how to align the execution of an entire organization with the coherence of a laser beam?

Some Symptoms of Poor Alignment

• High turnover and low morale• Passive-aggressive behavior• Inability to articulate strategy• Reduced accountability• Sub-optimal teamwork• Little upward information flow• Fragmentation and duplication• Inappropriate or misguided initiative• Short term focus on results• Divisional goals trump corporate strategy • Institutional apologists• ‘Quit but show up’ syndrome• Indeterminate ‘referred’ pain

Every organization is perfectly aligned to achieve the results they deserve

Looking for AlignmentThe key questions

Is the Strategy clear, well communicated & priorities understood by all?

Are Leaders aligned to deliver ‘Exceptional’ leadership?

Do the Processes work efficiently~ Are they balanced between skill development and customer requirements?

How do I understand, identify and plan to improve the Culture?

Do I have a clear understanding of the needs – by each demographic – of our People ?

Most importantly , what do the Customers say and how does it impact attrition, retention and overall profitability and sustainability?

Getting started

Managing and optimizing alignment

Monitoring alignment of Monitoring alignment of people with business driverspeople with business drivers

Measuring the current Measuring the current state of engagementstate of engagementand alignmentand alignment

The Axes of Alignment

13

Process Customer

Strategy

People

Horizontal Alignment

•Eliminating boundaries between company and customer•Understanding, creating, delivering and supporting customer needs•Value creation throughout supply chain•Clearly differentiated and synergistic functional responsibilities

Vertical Alignment

•The rapid and efficient deployment of business strategy throughout the organization•Employee engagement and strategic buy-in through consistent communication•Two-way flow of information through empowered employees•Enabled by measurable and actionable metrics

Alignment: Supporting the “Main Thing”

14

Strategy

Customer

People

Process

and the main thing is to keep the main thing the main thing

•Connecting employee behavior to the company mission and strategy•Linking teams and processes to customer needs•Reshaping strategy with real-time customer information•Creating a culture where all four elements work seamlessly

The main thing is the reason you are in business and how you will succeed

The Complexities of Alignment

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Process Customer

Strategy

People

It is necessary to measure, monitor and manage more than Horizontal and Vertical alignment.

Additional key relationships

•Strategy to Customer Link•Customer to People (employee) Link•People to Process Link•Process to Strategy Link

ImplementationHow well are you aligned:

•Is the Strategy clear, well communicated & priorities understood?•Are leaders, managers and workers aligned to deliver ‘Exceptional’ Experiences?•Are customers being delighted?•Do the processes work efficiently enough to be cost effective?•Do the people have training needs – individually or in aggregate?•Does engagement exist at every level, with “commitment, pride, loyalty, a sense of individual purpose and willingness to be an advocate for the organization — to go beyond normal expectations, displaying personal initiative, effort and persistence, that is directed toward organizational goals.” •Do you have a CAT scan diagnostic tool to keep you informed?•Do I have a clear understanding of “engagement” and “business drivers” by each demographic?

Implementation t

It’s all about execution:

•Managers are influenced primarily by their immediate supervisors

•Behavior and culture at departmental levels are influenced primarily by local management

•If you can build a brilliant manager core, then alignment and engagement are assured

•Certified, trained internal experts using precise diagnostic data can build a brilliant manager core: expect sustainability and accountability to endure year after year

•“Internal Experts “ are free

Alignment Diagnostics Reduce Complexity

The SurveyTelligence InfoTool makes it simple

Four Steps to Align & Engage Organizations for greatest success

16 basic questions, complemented by customized questions

Strategy• Communication• Relevance• Management cohesion

Customers• Priorities• Feedback• Strategy review

People• Feedback• Incentives• Cooperation

Processes• Buy-in• Effectiveness• Flexibility

Topics addressed

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CAT scan-like diagnostics, analysis and identification of recommended alignment adjustments

The diagnostics deliver a clear picture of the existing culture of the entire organization and the pain points

Provides leadership with systems, tools and information to “make evidence-based, quality leadership decisions”

Automated, statistically calculated, selection for best ROI actions

Overall Alignment Index“The Main Thing”

Category“Critical Success Factors”

Dependent Factor“Key Indicators”

SurveyQuestions

Q1Q2

Q3

The worlds most powerful alignment analytics

The worlds most powerful alignment analytics

Team 2Team 1 Team 3

Comparative Alignment Dashboard

The worlds most powerful alignment analytics

Radar diagrams Correlated dependencies

And many, many more

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CAT scan-like diagnostics, analysis and identification of recommended alignment adjustments

The diagnostics deliver a clear picture of the existing culture of the entire organization and the pain points

Provides leadership with systems, tools and information to “make evidence-based, quality leadership decisions”

Automated, statistically calculated, selection for best ROI actions

And Powerful Analytics

“If you want sustained growth & profit you must know how to create alignment between people, customers, strategy and process.”

Dr. George Labovitz, Power of Alignment