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Ideas Into Action

Ideas Into Action. The Knowing – Doing Gap. Organization Effectiveness Audit. Page 2 Be “Brutally Honest” Scale of 1 – 10. The Four – I’s. Ignorance Inflexibility Indifference Inconsistency. 3. How to avoid the Four I’s. Aggressive external market focus.

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Ideas Into Action

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  1. Ideas Into Action

  2. The Knowing – Doing Gap

  3. Organization Effectiveness Audit Page 2 Be “Brutally Honest” Scale of 1 – 10

  4. The Four – I’s • Ignorance • Inflexibility • Indifference • Inconsistency 3

  5. How to avoid the Four I’s • Aggressive external market focus. • Ridiculously high level of customer focus. • Keep the “Main Things” the main things. • Bullish on knowledge sharing and learning. • Teamwork / communication is mandatory – not optional. • Passion and commitment at all levels. • Foster a healthy paranoia. • Revel in change. 1 - 10 3

  6. Key Drivers of Customer Satisfaction and Loyalty Global study: 16 countries 529 companies 15,589 respondents Tolerate Nothing Less Workshop Page 4 1 - 10 4 From: Practice What You Preach by Maister Financial Performance CR= 104.12% increase in profits Quality P&S & Customer Relationship CR= .404 Employee Satisfaction CR=.277 CR=.275 CR=.249 CR=.334 CR=.280 Empowerment Coaching High Standards CR=.371 CR=.365 CR=.285 CR=.191 CR=.247 Long-term Orientation Enthusiasm, Commitment, Respect Training & Development Fair Compensation

  7. What do engaged employees look like? • They give more discretionary effort. • They consistently exceed expectations. • They take more responsibility and initiative. • They receive better customer service ratings. • They offer more ideas for improvement. • They promote and model teamwork. • They volunteer more for extra assignments. • They anticipate and adapt better to change. • They persist at difficult work over time. • They speak well of the organization. Page 5 1 - 10 5

  8. Key Competitive Advantages Products People Process

  9. 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 Page 5

  10. 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% 6 From: What (really) Works by Joyce, Nohria, Roberson

  11. The Four Primary Practices: • A sharply focused, clearly communicated and well-understood strategy for growth. • Flawless operational execution that consistently delivers the value proposition. • A performance-oriented culture that does not tolerate mediocrity. • A fast, flexible, flat organization that reduces bureaucracy and simplifies work. 6 From: What (really) Works by Joyce, Nohria, Roberson

  12. 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. Score yourself on the 1–10 scale for all eight practices on page 6 From: What (really) Works by Joyce, Nohria, Roberson

  13. Non-negotiable Standards + Fanatical Discipline Very Clear Expectations Specific and Measurable Goals Necessary Systems & Support Robust Communication Consistent Tracking of Performance Regular Performance Reviews Refuse to Tolerate mediocrity Page 7 1 - 10

  14. Look for the Pattern

  15. 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 My twitter address is: @awesomelysimple Please connect with me on LinkedIn 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

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