Our Goals for today…

• Share with you a wealth of valuable information on leadership, high performance teams, business excellence and disciplined execution.

• This information has been gleaned from leading research, benchmarking studies, executive surveys and interviews at more than 3,000 top organizations.

• Your challenge is to look for the big ideas you can take and implement right away.

• Take this seriously and be ready to offer opinions or ask questions at any time.

• Take lots of notes – but I will give you all of the slides.

For the past 22 years…

FDANITB

Reality CheckKnowing – Doing

1 -10

What does this mean to me?

How can I use this idea?

What can I do right away?

For those who are prepared…For those who are prepared…

…chaos brings opportunity

Five Foundations of Effective Strategic Thinking

Business Acumen

Personal Experience

Pattern Recognition

Strategic Insight

Disciplined ExecutionNITB

NITB

NITB

Protect & Preserve + Proactive

The Four – I’s

• Ignorance• Inflexibility• Indifference• Inconsistency

2

• Aggressive external market focus.

• Ridiculously high level of customer focus.

• Keep the “Main Things” the main things.

• Bullish on knowledge sharing and learning.

• Teamwork is mandatory – not optional

• Passion and commitment at all levels.

• Foster a healthy paranoia.

• Revel in change.

2

NITB

(T+C+ECF) x DE = Success

NITB

McKinsey: 1,077 Global Companies• 90% of well-formulated strategies fail due to poor execution.• Only 5% of employees say that they understand their

corporate strategy.• As much as 75% of business improvement (change) initiatives

to solve execution problems fail due to lack of sustainability.• Only 3% of executives think that their company is very

successful at executing its strategy, while 62% report that they are only “moderately successful” of worse.

2

Conference Board: 769 Global CEOs in 40 Countries

“When asked to rate their greatest concerns from among 121 different challenges, these chief executives chose excellence of execution as their top challenge and keeping consistent execution of strategy by top management as their third greatest concern.”

2

Gartner Research: 443 Global Company Leaders

Major Obstacles to Strategy Execution1. Inability to overcome internal resistance to change.2. Trying to execute a strategy that conflicts with the existing

power structure.3. Poor or inadequate information sharing between business

units/people responsible for strategy execution.4. Unclear communication of responsibility and/or accountability

for execution decisions or actions.5. Lack of feelings of “ownership” of the strategy or execution

plans among key employees.

2

74%23,000,000

88%

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

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

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3

Just doing what leaders do.

• According to research, followers want four things: integrity, confidence, decision-making and clarity.

• But just as important is what followers don’t want: irritability, moodiness, untrustworthiness, indec i sive ness, needless micro-management and excessive authority.

Top high-potential employees…

1. Credible2. Respectful3. Approachable4. Highly Professional5. Team Player

4

1. CredibilityComplete honesty and transparency

Impeccable integrity

Knows how to do their job well

A compelling vision for the future

Passion and excitement

Let’s look at some research…

HONESTFORWARD LOOKING

COMPETENTINSPIRING

The Leadership Challenge by Kouzes and Posner

4

I want a leader who will: Tell me the TRUTH. Has a clear vision for

where we are going. Has the skills to get us

there successfully. And is excited about

going with me.

2. Respectful

Open to the ideas of others

Values other’s opinions

Treats people with dignity

Treats people fairly

Extends trust

The key elements of a strong culture

Positive Culture

Fun

Family

Friends

Fair

Pride

Praise

Meaning

Results

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3. Approachable

Genuine

Appreciative

IQ + EQ

Great communicator

4. Highly ProfessionalImpressive Talent

100% Ethical

Highly Self-aware

Always Learning & Improving

Insightful and Innovative

Pro-active

Results Driven

Fully Accountable…

The Four Pieces of Paper…

5

Clear Expectations

Ground Rules for a Professional Organization

• Staff agrees to be managed and coached to strictly enforced standards of performance and quality work.

• Teamwork is mandatory, not optional.• Excellence in customer satisfaction is an enforced standard.• Personal and professional growth is a nonnegotiable minimum

standard.• All team members must show a sincere interest in the customer

and a sincere desire to help them.• The primary focus must be on delivering quality work and

building strong customer relationships.• Demand excellence and refuse to tolerate mediocrity.

Let’s take a look at an example of a company that has taken these standards of professionalism and codified them into a set of values that drives their business.

As you read the following GE leadership values…

• Are passionately focused on driving customer success.• Live Six Sigma quality, ensuring that the customer is always its first beneficiary,

and using that concept to accelerate growth.• Insist on excellence, and are intolerant of mediocrity or bureaucracy.• Act in a boundaryless fashion, always searching for and applying the very best

ideas regardless of origin.• See change for the positive growth opportunities it brings.• Create a clear, simple, customer-centered vision, and continually renew and

refresh its execution.• Create an environment that stretches excitement, informality and trust; rewards

improvements; and celebrates results.• Demonstrate—always with infectious enthusiasm for the customer—the “Four

E’s” of GE leadership: the personal Energy to welcome and deal with the speed of change; the ability to create an atmosphere that Energizes others; the Edge to make the difficult decisions; and the ability to consistently Execute…

GE leaders, always with unyielding integrity:

Study of most important leadership skills7,000+ managers from 1,600 large organizations

• Must have superb communication skills.

• Lead by example to demonstrate character and competence.

• Establish and maintain clear and meaningful vision.

• Provide motivation to create ownership and accountability for results.

• Clarify performance expectations.

• Foster teamwork and collaboration.

• Develop clear performance goals and metrics.

• Consistently deliver superior customer service

From: Getting Results by Longenecker and Simoneti

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5

VOC

VOCSurveys

Focus Groups

Customer Panels

Social MediaComplaints

Employees

Competition

Advisory Board

Website

5. Great Team Player

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.

Team Leaders are:Rigorous… but not ruthless

Why you need to be an expert at collaboration and teamwork:

• You cannot succeed alone.• You need a team of the brightest people you can

possibly find to help you.• You need to help the team work extremely well

together.• You need the team to support you with enthusiasm,

respect and trust.

• But don’t take my word for it…

Anne MulcahyCEO of Xerox and the third most powerful

woman in the world!

1. Build a network of great relationships with people who want to see you succeed.

2. You don’t have all of the answers, so ask for help and advice from the smartest people you can find.

3. Learn to be a learner.

4. Listen intently to your employees and to your customers.

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Five Dysfunctions of a Team

1. Lack of TRUST

2. Lack of Candor

3. Lack of Commitment

4. Lack of Accountability

5. Lack of Results

6

Con

c ern

CompetenceLOW HIGH

HIGH

The 4 Cs of Trust

Distrust

Low CompetenceLow Concern

Respect

High CompetenceLow Concern

Affection

High ConcernLow Competence

TRUST

High CompetenceHigh Concern

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

care about you.”

1,300,000 interviews: Basic 4 + 1

Goal Setting

TrustAccountability

Communications

RECOGNITION

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The Six Universal Drivers of Engagement

1. Caring, competent, and engaging leaders.

2. Effective managers who keep employees informed, 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.

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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.

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John Spence 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

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Productive Inquiry…• Make it safe to ask very focused and

direct questions.• Approach all interactions advocating for

the others in the group and the best possible outcome for all involved.

Productive Inquiry

InterrogationInquisition

ScrutinyCross-examination

CollaborationInnovation

WisdomTransformation

WithdrawalWithholding

ApathyDisengagement

ForcingPushingCoercion

Intimidation

High Inquiry

Low Advocacy High Advocacy

Low Inquiry

Based on a model from the BlueMesaGroup 9

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.

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Protocol for an effective team meeting• Clarity: question, probe, seek data and evidence. Make sure you

truly understand the issue.• Authenticity: no posturing, politics, games.• Vulnerability: admit you do not know or that you made a mistake.• Accuracy: facts, verified data, observable behavior – no guessing.• Efficiency: get to the point – now.• Completeness: the aim is to inform – not finesse. Full disclosure.• Timeliness: what is the real deadline?• Focus: stay on track, stick to the topic, drive for optimal outcomes.• Openness: discuss the un-discussible. Put it on the table.• Consensus: not complete agreement. 1- 10

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10 to 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%)

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.

Vision+

Values

Strategy

Commitment

Alignment

Systems Communication

Support

Adjust /Innovate

Reward /Punish

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

FocusDifferentiation“No”

Stakeholders + guiding collation

Vision + ValuesStrategyPlansGoals / ObjectivesTactics / Actions

Procedures / ProtocolsRepeatable Process

Clear / consistent / relentless @ Execution

Training +time / money /

supplies / people

Measure Track & PostTransparency

Renewal

Praise + Celebration Eliminate Mediocrity

9 Steps forEnsuring

Effective Execution

11

Disciplined Execution Clear Vision

Detailed Strategy

Guiding Coalition

Alignment

Systems

Communication

Support

Measure & Post

Adjust

Reward / Punish

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12

The eight major steps of the change process

Build the case for change

Create a strong sense of urgency

Form a powerful guiding

coalition

Create a clear vision for successful

change

Relentlessly communicate

the vision

Empower others to act

Plan for and create short-

term wins

Institutionalize new

approaches

Process

Read Pages 13-24… carefully!

Then do the individual workshop on page 26

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

My twitter address is: @awesomelysimplePlease feel free to “friend” me on FB

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

Lastly, these slides have already been uploaded to:

www.slideshare.net/johnspence

Thank You

Mike’s BIG Fish