Creating a CultureWhere Things Get Done

Developed and Presented byJeff Joiner

Creating a Culture Where Things Get Done

ex-e-cu-tion(ek si kyoo shun), n.

“A measurable increasein value derived fromsuccessful strategy.”

“A discipline. A systematic wayof exposing reality and actingon it.”

Creating a Culture Where Things Get Done

5 Characteristics ofan Execution Culture

Creating a Culture Where Things Get Done

Flexibility

5 Characteristics of an Execution Culture

Creating a Culture Where Things Get Done

We are working in a VUCA world.

VolatileUncertainComplexAmbiguous

Creating a Culture Where Things Get Done

“The kind of strategy that works in aVUCA world is to be very clear aboutwhere you are going, but very flexible inhow you get there.”

-Bob JohansenDistinguished FellowInstitute for the Future

Creating a Culture Where Things Get Done

Talent Acquisitionand Development

5 Characteristics of an Execution Culture

Creating a Culture Where Things Get Done

Hire attitude, not skills.

What attitude is most desirable?Proven Initiative

Do they have resilience and ingenuity?

How have they overcomedisadvantages and adversity?

Creating a Culture Where Things Get Done

Creating a Culture Where Things Get Done

Creating a Culture Where Things Get Done

To develop and manage talent;to apply that talent,

throughout the world,for the benefit of clients;to do so in partnership;

to do so with profit.

Our Mission

Creating a Culture Where Things Get Done

Cross‐FunctionalTeamwork

5 Characteristics of an Execution Culture

Creating a Culture Where Things Get Done

“The lack of cross‐functionalteaming humbles 90% ofattempted strategic initiatives.Screwed‐up cross‐functionalcommunication is invariablyCause #1 of execution problems,and Cause #1 of missedopportunities.”

Tom PetersThe Little Big Things

Creating a Culture Where Things Get Done

“Teamwork is not a matter ofpersuading yourself and yourcolleagues to set aside personalambitions for the greater good.It’s a matter of recognizing thatyour personal ambitions andthe ambitions of the team areone in the same.”

Pat Summitt‐ Reach for the Summitt

Creating a Culture Where Things Get Done

Accountability

5 Characteristics of an Execution Culture

Creating a Culture Where Things Get Done

In simpler terms,. . . it means having a system that ensurespeople do what they said they would do, evenwhen they don’t feel like doing it.

ac·count·abil·i·ty\ə-ˌkau̇n-tə-ˈbi-lə-tē\

“The quality or state of being accountable;an obligation or willingness to acceptresponsibility or to account for one's actions.”

Creating a Culture Where Things Get Done

“What gets measured,gets done.”

- Peter Drucker

Creating a Culture Where Things Get Done

“Not everything that can be countedcounts, and not everything thatcounts can be counted.”

- Albert Einstein

Creating a Culture Where Things Get Done

Engagement

5 Characteristics of an Execution Culture

Creating a Culture Where Things Get Done

“Engagement refers to the extent to which employeesbelieve in what they do, feel commitment toward theorganization, and are willing to expend their best efforts tomake the organization successful. Engagement is differentthan employee satisfaction because it has a behavioralcomponent. Engagement means that employees are notjust happy or satisfied, but are actively striving to make theorganization more successful.”

- Eric Vanetti, Ph.D.

Creating a Culture Where Things Get Done

According to the Gallop Management Journal:

33%Engaged

49%Not Engaged

18%Disengaged

Creating a Culture Where Things Get Done

Creating a Culture Where Things Get Done

• Trust and confidence in top leadership was the single most reliablepredictor of employee engagement in an organization.

• Effective communication by leadership in three critical areas was the keyto winning organizational trust and confidence:

Helping employees understand the company's overall businessstrategy.

Helping employees understand how they contribute to achieving keybusiness objectives.

Sharing information with employees on both how the company isdoing and how an employee's own division is doing — relative tostrategic business objectives.

Creating a Culture Where Things Get Done

Employee Engagement Report 2011

Key Findings

• Disengaged employees plan to stay for whatthey get; the engaged stay for what they give.

• Employees worldwide view opportunities to applytheir talents, career development, and training astop drivers of job satisfaction.

Creating a Culture Where Things Get Done

5 Characteristics of an Execution Culture

Flexibility

Talent Acquisition and Development

Cross‐Functional Teamwork

Accountability

Engagement

Search for:“Jeff Joiner Training”

Creating a Culture Where Things Get Done

Contact Information:

jeff@jeffjoiner.com