Creating and Sustaining a Culture of Connectivity, Consistency, and Clarity

1. Creating and Sustaining a Culture of Connectivity, Consistency, and Clarity Shane A. Yount – President, Competitive Solutions, Inc.

2. Founded in 1991Raleigh, NCAtlanta, GAInternational Organizational Effectiveness Consulting Firm

3. Our Clients

4. 1985 – 1999 Team Years – “Can’t we all just get along!” Interpersonal Training, Team Meetings, Vision, Values & Strategy 2000 - 2008Training Years – “Here is another tool for your tool kit!” HPWO, LEAN, Five Why’s?, Kaizen Events, Continuous Improvement Tools, 5S, LSS, TPM, HOSHIN 2009 - 2013Savings Years – “Survive…” “Save our way to success and profitability”Zero Based Budgeting 2014 - TodaySaturationYears – “What is happening around here?” Why is there so much Cultural Confusion? Initiative Overload – What’s really important? Meeting Mania – How can I get any real work done? Micro-reporting of Data - What do these numbers mean? Team Dysfunction - Confused Leaders

5. What is Powering Performance?Is your Organizational Performance one of False Positives?

6. Evidence of “Three P’s” Powering both Performance and Culture… Is this your organization? • A “hidden factory” exists to generate metrics and data that few folks understand and even fewer actually use • Continuous Improvement Tools feel abstract and disconnected to the business – “Here are some great tools, now go find a problem so you can practice the tool!” • Meetings feel like an “in addition to the work…” as opposed to an “enabler of the work…” and oftenmeetings are cancelled when certain personalities can’t attend • Teams can feel like a failed social experiment – performance predicated on the unique combination of personalities • Default response of leaders – “It is just easier if I do it myself…” • Engagement Survey Says - “Culture” is viewed as both the “problem” and the “fix” so lets do more training and launch more initiatives

7. Are your well intentioned cultural initiatives creating sustainable business performance? “Until leaders realize the model in which they are currently utilizing to drive performance isn’t compatible with the expectations of their employees- Clarity, Connectivity, and Consistency will continue to be elusive, sporadic, and ultimately temporary.”

8. Non-Negotiable Processes TRANSFORMATION SIMPLIFIED & SUSTAINED…

9. Creating a “Way of Work” that Moves the Business Forward

10. The Most Fundamental Element of High Performance is the Capacity to Know if an Organization is Winning or Losing…Do Metrics Matter?

11. “Players know the score, If you don’t know the score, you are not a player”

12. Definition of “WHAT MATTERS MOST?” - EDUCATESafety, Quality, Delivery, Engagement, Cost • No more than 15 goals per scorecard • Performance is color coded, Red/Green • Visual so that it sets the tone • Are we “winning or losing?” • Tone is set within 5 seconds • Business scorecards are deployed in every meeting as the primary agenda driver - FACILITATE • Team members utilize an action register to address scorecard performance issues/accomplishments – MOTIVATE • Red = corrective action • Green for 90 days = metric review • Provides “thermostat” application vs. “thermometer” Effective Business Acumen isn’t about the data, it is about the system of use…

13. Metrics are “Active Positioning Devices” not “Passive Reports” It is NOT about the data – It is about the system of use - Educate, Facilitate, and Motivate Visual Controls - Metrics are electronically linked through a visible and auditable process – Single Source of Truth Every leader and team has the capacity to answer the question of “Are we Winning or Losing?” Imperative #1: Demonstrative Business Acumen

14. ACCOUNTABILITY & ACTION REGISTER If Accountability isn’t Visible, Personal, and Measurable, then it is Abstract and ultimately, Optional…

15. An effective Execution Process is predicated on a robust Business Acumen Process – The capacity of people to know if they are winning or losing drives both affirmation and execution • An effective Execution Process frames the narrative of: “What are you doing to move the business forward?” • An effective Execution Process must remove “ignorance as an excuse and bring visibility to accountability.” • When applied correctly, a robust Accountability System should:1. Elevate Expectations of Engagement by improving meeting effectiveness and overall business performance2. Make Performance Management relevant: Data = Dialog = Development Tenets of an Effective Execution Process

16. Action Register = Consistency ACTION REGISTER: An accountability tool designed to document critical tasks, ownership responsibilities, and target dates. “HOW ARE YOU MOVING THE BUSINESS FORWARD?”

17. Personal Action Register: • Coach to a higher level of engagement • Limit “Hit and Runs and Drivebys” • Move from a culture of dependency to accountability • Scorecard “Bolt-on” – Thermostatic Application: • Any RED/under performing metric must have a documented corrective actions • Actions captured with 12 month clarity • Metrics of 90 days RED or Green require Execution Analysis • Performance Management: • Accountability Analysis = Data=Dialog=Development • “How have you personally moved the business forward?” Making Accountability Visible, Personal, and Measurable

18. Makesaccountability visible and personal • Designed for immediate reinforcement of accountability • Breaks the cycle of dependency Are you doing for others what they could and should be doing for themselves?

19. “Moving the Engagement narrative from how people feel to what people do…”

20. Accountability must be Visible, Personal, and Measurable – if it isn’t these items, your culture of accountability is abstract and ultimately optional Accountability is defined as “Doing” not “Feeling” “What have you done since our last meeting to move our business forward?” Metric performance determines when, where, and how to execute – Thermostatic Execution Collective Accountability versus Selective Engagement powers the business – The biggest demotivating factor in teams today is the disparity of engagement A process exists to Measure Engagement Imperative #2: Demonstrative Execution and Accountability

21. Advertising versus CommunicatingIs there any wonder people are confused?

22. Non-Negotiable Communication Process: Required CommunicationProcesses • Daily Tiered Communication Process: • “Todays work Today” • Low Tech – High Touch • Stand up – NEVER longer that 10 minutes • Tactical, metric driven conversations coupled with robust pass down information • Shared roles of facilitation based on Scorecard themes/key focus areas • Weekly Functional Communication Process: • Launching early each week • Driven by an agreed upon scorecard • Looking at trends and key actions • Drives clarity of information into the Tier Process

23. Example of Daily/Weekly Cadence

24. A “Way of Work” that drives 3 C’s across the entire organization Strategic Site Lead Weekly Cadence LEVEL ONE: Site Leadership Team Scorecard Actions Pass Down /Up Standard Meeting Agenda Weekly Cadence LEVEL TWO: Manager and Direct Reports Daily Cadence: “Today’s Work Today” CI LEVEL THREE: Supervisor and Direct Reports Area Information Center Tactical

25. Scorecard Driven Meetings = Clarity Non-Negotiable Communication Cadence: Cascading process that becomes the “Battle Rhythm” of Execution The creation and deployment of a cascading scorecard driven communication system designed to drive Connectivity, Clarity, and Consistency

26. Leaders in no more than SIX hours of meetings per week – “Must Deconstruct to Reconstruct” A cascading rhythm exists that is powered by Thermostatic Scorecards and Execution that is visible, personal, and measurable A robust Pass Down process exists that can be validated at the end of each communication cycle linked to a Daily Management System Meetings are viewed as “the Enabler of”, versus an in “Addition to” the business Every meeting ends with an audit question: “Did the time we just spent in this meeting move our business forward?” Imperative #3: Demonstrative and Effective Cadence of Communication

27. EXPECTATIONS & COMMUNICATION STYLES Moving from the “First Line of Defense” to the “Front Line of Offense”

28. Creating a Migration Path from “The Way we Did…” to “The Way we Will…” • Creates a migration path from mechanical application to an application of transformation • Gives the organization a “From this day forward…”perspective • Legitimizes one’s historical perspectives, while at the same time drives those perspectives to a future state deliverable – “Transformation - Go Live Date…”

29. Business Handbook Process

30. Demonstrative Expectations are discussed and documented to create a “Go Live” Behavioral Process – Defining the Vertical and Horizontal Relationship Team needs to utilize the Behavioral Expectations to have “Candid and Crucial” conversations both within and outside of the immediate team Team needs to create a Business Process Handbook (BPH) that contains the team defined “Way of Work” supporting the organizational Non-negotiable Processes Team needs to establish a BPH Champion that performs the following roles:- Leads a Quarterly Review of Process Content and Proficiency- Leads New Member Assimilation/On-Boarding – “Welcome to our team! This is how we do business…”- Maintains the integrity of the BPH – Change Control Imperative #4: Managing by Process still Requires Leadership

31. Sustainable Cultures of Connectivity, Consistency, & Clarity occur only when: • A robust Business Acumen Process exists that translates metrics into the capacity to answer – “Are we Winning or Losing?” • A robust Execution Process exists that makes accountability visible, personal, and measurable – “Collective Accountability vs Selective Engagement!” • A robust Communication Process exists that drives a “non-negotiable” cadence to drive business performance and share key information • A robust Behavioral Process exists that defines demonstrative Expectations across all levels of the organization • A robust Team Based Assimilation and Orientation Process exists that drives a sustainable “Way of Work” ReflectionPoints

32. Wrap up/Q & A Follow Me on LinkedIn – Shane Yount Shane Yount syount@csipbl.com www.csipbl.com 770-667-9071