Carolinas AGC

Building a Successful Business

300+ in 19 years300 + worldwide

100 + per year / 1989

“Simplicity is the ultimate sophistication” Leonardo da Vinci

(T + C + ECF) x DE = Success

Talent

Cecil Van Tuyl“It is all about

people, people, people.”

“ You can kid yourself about a lot of things in your business, but at the end of the day it will always come down to people.”

The level of highly satisfied and engaged

EMPLOYEES in your business.

The number one factor in increasing the level of highly satisfied and engaged

CUSTOMERS in your business is…

Key Drivers of Customer Satisfaction and Loyalty

TolerateNothingLess

From: Practice What You Preach by Maister

Global study:16 countries529 companies15,589 respondents

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

Culture

Company Employee

Key attributes of winning cultures

• High aspirations and a desire to win

• Extreme customer focus

• A “think like owners” attitude

• Bias to action

• Individuals who team

• Passion and energy

Bain & Company 5

From the Employee’s Perspective:

5

Extreme

Customer

Focus

Web of Value: VOC + MOT = WOM

VOC

How Many of these do you employ?

Moments Of Truth

78.9 % / 23.4%WOM

TEC / Vistage / EO / YPO = 2,000 CEOs

1. Lack of a well-communicated vision and strategy for growth.

2. Lack of courageous communication.

3. Tolerating mediocrity.4. Lack of accountability and

disciplined execution.

Ideas to ACTION

10 – 15 %

Where are we going + how will we behave on the way?

FocusDifferentiation“No”

Stakeholders + guiding collation

Vision + ValuesStrategyPlansGoals / ObjectivesTactics / Actions

Procedures / ProtocolsRepeatable ProcessClear / consistent / relentless

Training +time / money /

supplies / people

Measure / TrackCommunicate

Transparency Renewal

Praise + Celebration and

Eliminate Mediocrity

Accountability

• 100% Clarity

• Agreement

• Tracking

• Coaching

• Reward / Punishment

The Evergreen Project

10 year study of 160 top companies

40 distinct industries

200 management practices

Winners, climbers, tumblers, losers

Winners had an average Total Return to Shareholders of 945%...

The Losers only averaged a TRS of 62%

From: What (really) Works by Joyce, Nohria, Roberson 18

The Four Primary Practices:

1. A sharply focused, clearly communicated and well-understood strategy for growth.

2. Flawless operational execution that consistently delivers the value proposition.

3. A performance-oriented culture that does not tolerate mediocrity.

4. A fast, flexible, flat organization that reduces bureaucracy and simplifies work.

The Secondary Management Practices:

• Talent = find and keep the best people.

• Key leaders show commitment and enthusiasm for the business.

• Embrace strategic innovation.

• Master the power of partnerships.

From: What (really) Works by Joyce, Nohria, Roberson

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

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