how to create an enduring business in 2013
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How to create an enduring business in 2013TRANSCRIPT
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Resetting Business Expectations
Page 1©2006-2013 icebreaker executive www.icebreakerexecutive.com
What are the hidden opportunities that enable business owners and their companies to thrive in 2014 and beyond?
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Page 2©2006-2013 icebreaker executive www.icebreakerexecutive.com
What is compromising your business value?
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Page 3©2006-2013 icebreaker executive www.icebreakerexecutive.com
“The art of choosing men is not nearly so difficult as the art of enabling those chosen to attain their full worth.” ~Napoleon
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Page 4©2006-2013 icebreaker executive www.icebreakerexecutive.com
Tom Pickering engages to provide the hands on support, oversight, and access to the very best resources from his proven network from start to finish.
Tom Pickering BA(Hons) FIETIcebreaker CEO
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Page 5©2006-2013 icebreaker executive www.icebreakerexecutive.com
We don’t need to be there all the time
•Because the test of good management is what happens when you are NOT there
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Page 6©2006-2013 icebreaker executive www.icebreakerexecutive.com
Creating value is not about “the what” it is ALL about “the how”
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Page 7©2006-2013 icebreaker executive www.icebreakerexecutive.com
Reaching a different outcome is about
•The breadth of experience/scenarios•An extraordinary commitment to deliver
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Page 8©2006-2013 icebreaker executive www.icebreakerexecutive.com
We are pleased to have made mistakes
...because we can share this learning too
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Page 9©2006-2013 icebreaker executive www.icebreakerexecutive.com
If you keep on doing what you’ve always done you will keep on getting the results you have always got. ...If you want a different result you need to change your actions
...which often means challenging ones flawed beliefs
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Page 10©2006-2013 icebreaker executive www.icebreakerexecutive.com
Our unique approach is at the core of what enables us to be so effective•How do you create a legacy and change beliefs? John Webster and Tom Pickering pioneered the approach. Since then we have 7 years of implementing this to realise remarkable results
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Page 11©2006-2013 icebreaker executive www.icebreakerexecutive.com
Stay humble
Being a professional is knowing the boundaries of one’s knowledge and when to take advice
The only danger is therefore knowing it all !
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Page 12©2006-2013 icebreaker executive www.icebreakerexecutive.com
Get to the truth or the problem will never be fixed
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Page 13©2006-2013 icebreaker executive www.icebreakerexecutive.com
Judge us on what we do from the start, the rest is history
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Page 14©2006-2013 icebreaker executive www.icebreakerexecutive.com
Our starting point is to review what the owners and executives are doing
- Because good or bad - everyone else will follow
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Page 15©2006-2013 icebreaker executive www.icebreakerexecutive.com
The scope of the capability development starts and must include the business owners, so it is critical we have the right role to lead the change
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Page 16©2006-2013 icebreaker executive www.icebreakerexecutive.com
We will also ensure you have the right team to achieve the plan
... So its a closed loop - you can trust us
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Page 17©2006-2013 icebreaker executive www.icebreakerexecutive.com
We enable ambitious business owners to realise their ambitions
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Page 18©2006-2013 icebreaker executive www.icebreakerexecutive.com
•How are you going to create value?
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Page 19©2006-2013 icebreaker executive www.icebreakerexecutive.com
The issue for ambitious owners and executives
Are you following a realistic plan to realise value?•Do you have the right counsel to help you recognise and face the current risks?
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Page 20©2006-2013 icebreaker executive www.icebreakerexecutive.com
In a challenging situation or climate
Don't recruit more of the same!
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Page 21©2006-2013 icebreaker executive www.icebreakerexecutive.com
The only danger of an unrealistic plan
is tenaciously sticking to it!
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Page 22©2006-2013 icebreaker executive www.icebreakerexecutive.com
Passion is the key to success
•Focus on making people passionate about finding out what customers value
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Page 23©2006-2013 icebreaker executive www.icebreakerexecutive.com
The new norm
All plans need continuous challenge.. Pride and ego need replacing with passion, humility and more effective teams and ways of working
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Page 24©2006-2013 icebreaker executive www.icebreakerexecutive.com
“Creating a sustainable pot of value requires applying award winning experience to leapfrog the competition too”
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Page 25©2006-2013 icebreaker executive www.icebreakerexecutive.com
Where does our speed and analytical ability come from?
Like Accident and Emergency, in turnaround & award winning situations the implementation target is much faster.. & have tenacity and passion to realise results
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Page 26©2006-2013 icebreaker executive www.icebreakerexecutive.com
All that is missing in a corporate environment is a shorter completion time and teh ability to execute change
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Page 27©2006-2013 icebreaker executive www.icebreakerexecutive.com
How do we preserve cash?
By reaching the plan and realising results much faster...this effectiveness enables our affordable monthly fee
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Page 28©2006-2013 icebreaker executive www.icebreakerexecutive.com
The monthly fee just keeps the wheels on during the process
Our reward solely comes from realising the value within 2 years
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Page 29©2006-2013 icebreaker executive www.icebreakerexecutive.com
What does excellent look like?
By sharing our award winning and varied experience it allows us how to set the bar higher
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Page 30©2006-2013 icebreaker executive www.icebreakerexecutive.com
Once committed we are always accessible and support flexibly to achieve the outcome to suit the scenario – servant leadership
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Page 31©2006-2013 icebreaker executive www.icebreakerexecutive.com
Cash and profit
Focus on a CASH generating plan and Profit looks after itself
.. A myopic focus on profit is often lethal
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Page 32©2006-2013 icebreaker executive www.icebreakerexecutive.com
Why does speed matter?
Because delays, create unceratinty - burn value and cash!
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Page 33©2006-2013 icebreaker executive www.icebreakerexecutive.com
& humility is important
Encourage mistakes; its the ONLY way to learn
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Its important to act early or the business can become too expensive to fix - insolvencyMost owners don't recognise these signs nor know how to act or react
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Page 35©2006-2013 icebreaker executive www.icebreakerexecutive.com
Who has the integrity to put the business interests first?
We have developed this integrity from turnaround scenarios
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Page 36©2006-2013 icebreaker executive www.icebreakerexecutive.com
But most employees naturally put their own interests before the best interests of the business
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Page 37©2006-2013 icebreaker executive www.icebreakerexecutive.com
So you need a catalyst to make sure the business comes first
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Page 38©2006-2013 icebreaker executive www.icebreakerexecutive.com
We provide the catalyst to get to the truth and enable the business to make the right decisions
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Page 39©2006-2013 icebreaker executive www.icebreakerexecutive.com
A business is future proof, when it has the capability, structure and relentless passion to continually reinvent itself.
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Page 40©2006-2013 icebreaker executive www.icebreakerexecutive.com
Tom provides total Commitment to the outcome “without being trapped by an inflexible solution”
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Page 41©2006-2013 icebreaker executive www.icebreakerexecutive.com
& Owners need a FLEXIBLE solution to suit the emerging scenario
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Page 42©2006-2013 icebreaker executive www.icebreakerexecutive.com
We treat a Business’s money with the same care as if it is our own moneyWe zero base any expenditure
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Page 43©2006-2013 icebreaker executive www.icebreakerexecutive.com
What is a business worth if the owners are still critical to the day-day running?
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Page 44©2006-2013 icebreaker executive www.icebreakerexecutive.com
Many critical business experiences are once in a lifetime events for capable owners, this leaves unrealistic expectations that should be respectfully realigned
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Page 45©2006-2013 icebreaker executive www.icebreakerexecutive.com
Conversely not getting to the truth.. “causes unrealistic expectations and delays which burn cash”
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Page 46©2006-2013 icebreaker executive www.icebreakerexecutive.com
Owners that are waiting for the wind to change to suit them - create a “virtual outcome”
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Page 47©2006-2013 icebreaker executive www.icebreakerexecutive.com
We don’t know better, we simply align expectations and are expert at enabling others to perform at their best
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Page 48©2006-2013 icebreaker executive www.icebreakerexecutive.com
Advice is worse than a waste of money without having the accountability and responsibility for changing actions... We are not consultants
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Page 49©2006-2013 icebreaker executive www.icebreakerexecutive.com
Advice is also useless, to many excellent organisations that don’t know how to build capability
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Page 50©2006-2013 icebreaker executive www.icebreakerexecutive.com
Increase margin •rebuild the passion that created the business in the first place
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Page 51©2006-2013 icebreaker executive www.icebreakerexecutive.com
Ensure there is a sustainable core, and relentlessly improve the remarkable aspects of the business
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Page 52©2006-2013 icebreaker executive www.icebreakerexecutive.com
What matters to us?
Trust, getting to the truth, achievement, relentlessly finding better ways, preserving cash, and open communication
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Page 53©2006-2013 icebreaker executive www.icebreakerexecutive.com
The Pitfall with developing capability
Management are THE role models who set the standard that EVERYONE MATCHESSo Change ALWAYS starts with ME, not YOU
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Page 54©2006-2013 icebreaker executive www.icebreakerexecutive.com
What is going on if people are not thinking?
“A thinking workforce creates predictable results”
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Page 55©2006-2013 icebreaker executive www.icebreakerexecutive.com
Developing capability
•Create the right structure •Give people space to think •Work flexibly•Work very hard
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Page 56©2006-2013 icebreaker executive www.icebreakerexecutive.com
Passion motivates employees to be an ambassador for their company all of the time
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Page 57©2006-2013 icebreaker executive www.icebreakerexecutive.com
Developing capability has nothing to do with training... It is implicit in this way of working
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Page 58©2006-2013 icebreaker executive www.icebreakerexecutive.com
Raising the bar
•Set the way of working & improve it•OK to disagree, but someone is always responsible for making decisions
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Page 59©2006-2013 icebreaker executive www.icebreakerexecutive.com
Checking strategy vs. key capabilities
•Develop the mastery of continuous capability assessment and the understanding of people
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Page 60©2006-2013 icebreaker executive www.icebreakerexecutive.com
Staying ahead
•Stay humble regardless of the circumstances•Have productive dialogue with customers or someone else will do so!
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Page 61©2006-2013 icebreaker executive www.icebreakerexecutive.com
Simplicity
•Work obsessively to reach simplicity•Strategy communicated in max 5 bullet points•Be consistent
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Page 62©2006-2013 icebreaker executive www.icebreakerexecutive.com
Teamwork checks decision making and rationalises new ideas thoroughly and quickly
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Page 63©2006-2013 icebreaker executive www.icebreakerexecutive.com
Set the means of decision making to suit the scenario and focus on the present to constantly check the strategy
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Page 64©2006-2013 icebreaker executive www.icebreakerexecutive.com
Why do 80% of passionate people in the workplace feel unwanted?
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Page 65©2006-2013 icebreaker executive www.icebreakerexecutive.com
... Harnessing and misreading passion
•People complain because they DO care•Difficult people are passionate people!•Give passionate people more responsibility
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Page 66©2006-2013 icebreaker executive www.icebreakerexecutive.com
Financial management
•Cash is king•Zero based budgeting ensures you keep your cash
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Page 67©2006-2013 icebreaker executive www.icebreakerexecutive.com
Ways of working
•Select the right people for the bus, without cloning•Recognise and Value diversity; listen and don’t interrupt
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Page 68©2006-2013 icebreaker executive www.icebreakerexecutive.com
Increase and sustain margin by identifying what is the main source of value that is difficult to replicate then relentlessly develop it.
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Page 69©2006-2013 icebreaker executive www.icebreakerexecutive.com
Define objectives using measurable targets, obsess about consistency and simplicity
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Resetting Business Expectations
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Managing risk is counterintuitive; it depends upon decisive and delegated decision making
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Resetting Business Expectations
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Accept you never have all the answers but be proactive to reach YOUR OWN certainty
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Resetting Business Expectations
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We rationalise everything ultimately against what is right for the business
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Resetting Business Expectations
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Staff motivation drives customer satisfaction
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Resetting Business Expectations
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Showing trust requires real courage•People and customer experience are the most important assets•Everyone has a critical role, give them space
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Resetting Business Expectations
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The new norm - continuously challenge decision making and make sure parties remain aligned on the outcome NOT the solution
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Resetting Business Expectations
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Staying Ahead earns the space to think
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Resetting Business Expectations
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Businesses need a catalyst