results canada ideas into action workbook

RESULTS Canada / Productivity Alberta

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Ideas into Action

IDEAS INTO ACTION UNDERSTANDING THE PATTERN OF BUSINESS SUCCESS


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Ideas into Action

The Five Foundations of Strategy 1.

2.

3.

4.

5.

THE 4 I’S

The Formula for Business Success: (T+C+ECF) x DE = Success

How to Avoid the 4 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 is mandatory – not optional

Passion and commitment at all levels.

Foster a healthy paranoia.

Revel in change


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Ideas into Action

ORGANIZATIONAL EFFECTIVENESS AUDIT Answer the following questions as honestly as possible using this 1-10 point scale:

1 = Strongly Disagree 3 = Disagree Somewhat 5 = Not Sure

7 = Agree Somewhat 10 = Strongly Agree

1. We have a clear and detailed vision for the direction of our company that is very well communicated

throughout the entire organization: ________

2. Every employee has clear / quantifiable / observable performance objectives: ________

3. There is a high level of very open and honest communication throughout the organization: ________

4. I have a high level of trust in the skills, abilities, and integrity of my co-workers: ________

5. There is a high sense of urgency within the organization to get things done: ________

6. We have only the best, highly competent people in all areas of the organization: ________

7. We focus very intently on the needs of our customers: ________

8. There is no politics, rumor-mongering or finger-pointing within our organization: ________

9. Our key leaders operate as a highly-effective team: ________

10. There is a high level of both personal and mutual accountability within the organization: _______

11. People display a positive, enthusiastic attitude throughout the organization: _______

12. We are superb at collecting and using feedback from our customers: _______

13. Our organization displays great discipline in pursuing our focused business objectives: _______

14. I am very pleased with where our organization is in the marketplace today: _______


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Ideas into Action

WHAT THE BEST CEO’S KNOW: KEY LESSONS FROM THE TOP 7 CEO’S IN AMERICA

(Grove, Dell, Gerstner, Welch, Kellerher, Walton, Gates) 1. We have an “Outside-In” perspective and place the customer at the center of the business ______

2. The majority of our people are committed and passionate about working in our company ______

3. We have a strong corporate culture that supports our people and focuses on our customers ______

4. We are highly innovative at creating “next generation” products, processes, or solutions ______

5. We study best practices and implement the best ideas, regardless of their origin ______

Based on: “ What the Best COE’ Know” by Krames

CHARACTER _______

COURAGE _______

COMMUNICATION _______

COLLABORATION _______

COMPETENCY _______

COMPASSION _______

CONTRIBUTION _______


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Ideas into Action

THE TOYOTA WAY

Challenging Vision _______ We form a long-term vision, meeting challenges with courage and creativity to realize our dreams Kaizen _______ We improve our business operations continuously, always driving for innovation and evolution (1% better every day) Genchi Genbutsu _______ We go to the source to find the facts to make correct decisions, build consensus, and achieve our goals at our best speed. Respect, Challenge and Help your People and Suppliers _______ We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust. Teamwork _______ We stimulate personal and professional growth, share the opportunities of development, and maximize individual and team performance.

Orange Revolution: 4 + 1

Clear, specific and measurable goals _______

High levels of trust across the organization _______

Free flow of all pertinent information across the entire organization _______

High levels of both personal and mutual accountability _______

A focus on catching people doing things right and rewarding them _______

Wow — No Surprises — Celebrate

Based on: ”Results Rule! “ by Pennington


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Ideas into Action

D

M

C

C

M

D

ELEMENTS OF A HIGH PERFORMANCE TEAM

10 Key Team Competencies

1. Setting clear, specific and measurable goals. _______

2. Making assignments extremely clear and ensuring required competence. _______

3. Establishing 100% accountability for high performance across the entire team. _______

4. Running effective team meetings. _______

5. Building very strong levels of trust. _______

6. Establishing open, honest, frank and safe communications. _______

7. Managing conflict effectively. _______

8. Creating mutual respect and collaboration. _______

9. Encouraging prudent risk-taking, creativity and innovation. _______

10. Engaging in ongoing team building activities. _______


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Ideas into Action

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 _______

TEN ELEMENTS OF A WINNING CULTURE

1. People enjoy the work they do and the people they work with _____

2. People take pride in the work they do and the company they work for _____

3. There are high levels of engagement, connection, camaraderie and

a community of caring _____

4. There is a culture of fairness, respect, trust, inclusiveness and teamwork _____

5. The leaders walk the talk, live the values and communicate a clear vision

and strategy for growth _____

6. Lots of open, honest, robust and transparent communication across

the entire organization _____

7. The company invests back in employees; there is a commitment to learning,

coaching and development _____

8. There is a bias for action, employees have an ownership mentality and

always strive to give their personal best _____

9. There is high accountability and a strong focus on delivering the desired results _____

10. There is ample recognition and rewards and mediocrity is not tolerated _____


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Ideas into Action

THE BEST PLACE ON EARTH TO WORK

Individual differences are nurtured _______

Information is not suppressed or spun _______

The company adds value to employees rather than merely extracting it from them _______

The organization stands for something meaningful _______

The work itself is intrinsically rewarding _______

There are no stupid rules _______

THE WEB OF VALUE

VOC + MOT + WOM

MOT WORKSHOP


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Ideas into Action

IS YOUR COMPANY UP TO SPEED? ADAPTED FROM FAST COMPANY MAGAZINE

Score your company from 1 to 10: 1 = Strongly Disagree 3 = Disagree Somewhat 5 = Not Sure

7 = Agree Somewhat 10 = Strongly Agree

WE HAVE A STRONG EMOTIONAL BOND WITH OUR CUSTOMERS: ________ Competing strictly on price, quality, and features is the road that most companies travel—and it is the road to disaster. In a world of overcapacity, endless choice, and savvy buyers—there will always be some company that can do it a little faster, a little cheaper, or a little better than you can. Companies that prosper over the long haul don’t just offer good deals, they exude genuine affection and concern for their customers. They build strong, customer intimate relationships as trusted advisors and true business partners.

WE HAVE A UNIQUE STRATEGY THAT CLEARLY STANDS OUT: ________ You can’t do great things if you are satisfied doing things just “a little better” than your rivals. If you want to win big, you have to think differently. You must pursue strategic ideas that challenge the status quo in the industry. You must create a position that is unique, highly valuable in the marketplace, and defendable from your competition.

OUR ORGANIZATION IS A FUN PLACE TO WORK— AND A FUN ORGANIZATION TO DO BUSINESS WITH: ________ The most productive companies have an atmosphere of fun and excitement that permeates their entire culture. This does not mean people sit around and play video games and tell jokes all day long, it simply means that people smile and have fun while at work. They enjoy their work and the people they work with—and especially serving their customers.

WE ARE BUILT TO CHANGE: ________ The only certainty in business today is that some crucial elements of your strategy, the competitive landscape, your customer’s expectations, the underlying economics of your industry will be different tomorrow. That is why change itself has become a core capability in organizations that prosper over the long run. Companies that succeed—embrace, even revel in change.


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Ideas into Action

WE STRONGLY EMBRACE THE VALUE OF VALUES: ________ Today, more than ever, customers don't just ask “What products do you make?” or “What services do you offer?” they also ask “What values does your company stand for?” The company with the clearest sense of purpose, bolstered by honesty and integrity wins.

WE ARE AS DISCIPLINED AS WE ARE CREATIVE: ________ (AND AS CREATIVE AS WE ARE DISCIPLINED) Creating long-term value means delivering short-term results—every quarter, every week, every day. There is no contradiction between creativity and execution. The most innovative companies tend to be the most disciplined when it comes to making their numbers. Think outside the box, but build a strong box to stand on while doing it.

WE USE TECHNOLOGY TO CHANGE EXPECTATIONS AND RESHAPE OUR BUSINESS: ________ Every business is a technology business. Regardless of your product, service or industry—every company that hopes to survive, let alone win, must embrace technology as a fundamental driver of their business strategy. Fundamental values and core business excellence is powered by relevant (to the customer) technology.

WE ARE BUILT FOR SPEED: ________ Being fast does not mean reckless. But fast companies do understand the cost of hesitation and delay—whether responding to a customer’s complaint or launching a new product. Successful companies know that time is as valuable a resource as money or talent and treat it accordingly.

WE HAVE BUILT A COMPANY OF LEADERS: ________ There is much more to leadership than the vision and charisma of the CEO. The most effective form of leadership is grassroots leadership; the companies with the most confident and committed leaders, in all levels of the organization, are companies that win.


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Ideas into Action

THE 4 + 2 FORMULA The Four Primary Management Practices 1 = Not at all 3 = Poor 5 = Fair 7 = Good 10 = Superior /Excellent 1. Strategy: Devise and maintain a clearly stated, focused strategy: ________ Whatever your strategy, it will only work if it is sharply defined, clearly communicated, and well understood by employees, customers, partners, and investors. 2. Execution: Develop and maintain flawless operational execution: ________ You might not always delight every customer, but make sure that you never disappoint them. Winners consistently meet the expectations of their customers by delivering on their value proposition. Bad quality surely will hurt. 3. Culture: Develop and maintain a performance-oriented culture: ________ One of the best indicators of being performance-oriented is the way you deal with your own poor performers. It is easy to reward good performers. What matters is whether you have the courage to get rid of poor performers. 4. Structure: Build and maintain a fast, flexible, flat organization: ________ What really counts is whether structure reduces bureaucracy and simplifies work. Simpler and faster - such are the best goals for all organizations. The Four Secondary Management Practices 1. Talent: Hold on to talented employees and find more: ________ Winning organizations pay great attention to finding, growing, developing, and rewarding very talented people. 2. Leadership: Key leaders are truly committed to the business: ________ The research data clearly showed that the leadership effectiveness of the top executives, on average, influenced 15% of the variance in corporate performance, for better or for worse. 3. Innovation: Make innovations that are industry transforming: ________ Agile companies that were highly innovative and able to anticipate rather than react to disruptive events in the marketplace, were always the winner. 4. Mergers and Partnerships: Make growth happen with mergers, alliances, and partnerships: _________ Internally generated growth is essential, but companies that can also master mergers and partnerships are much more likely to be winners.

Based on: “ What (Really) Works” by Joyce


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Ideas into Action

WHY IS IT SO IMPORTANT TO DELIVER SUPERIOR CUSTOMER SERVICE? It is a proven business fact: The combination of quality products and services, with very high levels of customer satisfaction — directly drives significantly higher profitability.

In other words, it should be spelled Customer $ervice — with a big capital $.

Financial Performance

Highest Quality Products / Services

& Excellent

Customer Relationships

Employee Satisfaction

Empowerment High Standards

Long-term Orientation

Enthusiasm, Commitment,

Respect

Training & Development

Fair Compensation

CR=104.12

CR= .404

CR=.334

CR=.277

CR=.275 CR=.249

CR=.280 Coaching

CR=.285 CR=.371 CR=.365 CR=.191 CR=.247

What this chart shows: According to this massive research study, by going from an average of “Somewhat Agree” to “Agree” on the Quality and Customer Relationship scores (in the eyes of the staff) the average company would more than double (104%) its financial performance! As another example: If you improve the average rating on Employee Satisfaction by 10 –15% (again going from “Somewhat Agree” to “Agree”) it will cause a 42% improvement in financial performance, including both profitability and growth.

CR = Causal Relationship

T

N

L

Based on: “ Practice What You Preach” by Maister


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Ideas into Action

HERE IS THE LIST OF THE TOP FACTORS THAT DROVE THESE COMPANIES TO BRING IN FINANCIAL RETURNS THAT WERE OFTEN 20 TIMES LARGER THAN THEIR COMPETITORS... 1 = Strongly Disagree 3 = Disagree Somewhat 5= Not Sure 7= Agree Somewhat 10 = Strongly Agree We have an uncompromising determination to achieve excellence in everything we do: ________

We have a real commitment to high-quality work, and tolerate nothing less: ________

We have a real commitment to high levels of customer service, and tolerate nothing else: ________

In this company we set and enforce very high standards for performance: ________

Management gets the best work out of everybody in the company: ________

The quality of the work performed by our group is consistently high: ________

We keep customers informed on issues affecting their business: ________

We make our customers feel as though they are very important to us: ________

Customer satisfaction is a top priority in our company: ________

We listen well to what the customer has to say: ________

We are extremely good at building long-term customer relationships: ________

The people in our company do “whatever it takes” to do a good job for the customer: ________

We do a good job of resolving customer problems when they occur: _________

We always place the customers’ interests first, ahead of those of the company: _________

The level of quality service delivered by my group / team is consistently high: ________

READ THAT LIST AGAIN… AND AGAIN!!!!! THIS IS CRITICAL TO YOUR SUCCESS


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Ideas into Action

DISCIPLINED EXECUTION 1 = Strongly Disagree 3 = Disagree Somewhat 5= Not Sure 7= Agree Somewhat 10 = Strongly Agree

We have a clear vision for exactly where we are trying to take our organization _______ We have a detailed and specific plan to accomplish the key objectives we are trying to execute _______ Our senior leaders are all 100% committed to executing the key objectives _______ The key leaders/employees in our organization are all superb at execution ______ All of the major objectives we are pursuing are fully aligned and mutually reinforcing _______ We have excellent systems and processes in place to ensure consistently superb execution ______ There is continuous and transparent communication throughout he entire organization about exactly where we stand on executing on our key objectives _______ Every employee has all of the training, support, equipment and resources they need to deliver the results required of them _______ We are superb at adjusting and adapting our strategy and objectives when truly necessary _____ We do a great job of celebrating both small and big wins and praising great performance _______ We refuse to tolerate mediocrity or lack of accountability and deal decisively with people who are not able to meet the clear standards of performance in our organization _______


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Ideas into Action

IBM

•Collaborative partnerships with customers.

•Drive unique value and growth through

innovation that matters.

•Invest in people.

•Leverage talent and knowledge through

trust and communication.

Charlie Trotter

•Only the best people (passion)

•Lots of communication

•Highest standards

•Innovation

•Truly delight the customer

Good to Great

•Best people

•Effective (Level 5) leaders

•Deal with difficult issues

•Focus on the main things

•Patience + discipline

Results Rule

•Tell the truth

•Pursue the best over the easiest

•Leverage the power of partnerships

•Focus on the main things

•Accountability

•Constant improvement

Microsoft

•Best people

•Bet the company

•Require failure

•Managers are qualified

•Performance is what counts

•Money where it is important

•Stop the insanity

Spence: 6 Ways to Run or Ruin

1. Clear Vision

2. Robust Communication

3. Culture of Urgency

4. Disciplined Execution

5. Best People

6. Focus on the Customer

4+2 Formula

•Clear, focused strategy

•Flawless execution

•Performance-oriented culture

•Fast, flexible, flat organization

-Best people

-Committed leaders

-Innovation

-Growth through partnerships

Top Concerns of 700 CEOs

1. Have not communicated my vision

2. Do not discuss the tough stuff

3. Do not have the best people in key

positions

4. Lack of disciplined execution

Philly Gear

•Best people

•Transparency

•Customer focus

•Sell value

•Have FUN

Skinner Nurseries

•Own the word service

•Best people

•Lots of communication

•Know your business

•Have a plan

•Sell value

Small Giants

•Independent vision

•Strong Relationships

-employees

-customers

-community

•Caring workplace

•Flexible structure

•Passionate

Think Big - Act Small

•Stewardship

•Transparency

•Accessibility

•Stand for something

•Erase superficial distinctions

In Search of Excellence

•A bias for action

•Close to customer

•Intrepreneurship

•Values driven

•Focus on core competencies

•Simple structure

•Minimal bureaucracy

Top 7 CEOs

•Customer focus

•Passion for the job

•Culture counts

•Constant innovation

•Learn from the best

Tough Management

•Communicate clearly

•Force the hard decisions

•Focus on results

•Remain flexible

•Prove your value to the company

•Force collaboration

•Be a tough manager / not a tough

guy

Toyota Way

•Clear and compelling vision

•Constant improvement (Kiazen)

•Go to the source (Genchi Genbutsu)

•Respect and mutual accountability

•Teamwork

Kiss Theory Goodbye

•Superior leadership

•Sales effectiveness

•Flawless operational execution

•Superb financial management

•Customer loyalty

Ram Charan: Know How

•Position / Reposition the business to

make money

•Pinpoint patterns and change - then take

action

•Build a strong culture of excellence

•Hire the best people - build them into

leaders

•Build a TEAM of leaders

•Set the right goals - then FOCUS on key

priorities

The Six Secrets of Change

1. Love your employees

2. Connect meaning to the work

3. Invest in your people

4. Learning/innovation IS the work

5. Transparency rules

6. Create learning systems

Firms of Endearment

Meaningful work

Partnerships with all stakeholders

Respect for individuals

Transparency

Teambuilding

Empowerment

Fun work environment

Support for life balance

Training and development are high

priorities

Recognition and celebration have a high

priority

Mavericks at Work

Value-based differentiation

Transparency + knowledge sharing

Bond with customers

Talent + culture

Mastering the Rockefeller Habits

Right people doing the right things right

Clear focused one-page strategic plan

Strong core values.

Organizational alignment and focus

Relentless and consistent communication

of the theme.

Transparency and openness to employee

feedback.

Key executives highly aware of the

business.

Deliver the brand promise and truly

delight customers.


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Ideas into Action


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Ideas into Action

WORKSHOP: IDEAS INTO ACTION Go back page-by-page and carefully look through the book. Compare and contrast your scores on the various audits and re-read any notes you wrote. What are the themes that emerge… the patterns? Look for any scores below a 7 as an area that needs improvement and anything in the 1-5 range as a serious problem that needs attention. The goal here is to really dig into these topics so you can take an honest look at the actual current state of your organization. This is a rare opportunity to take a critical look at how well your organization is truly operating and specifically what must be done to improve it. Take this exercise very seriously and push yourself to really understand what these scores and everything you learned today about world-class organizations could mean to your business. Here are three major questions to keep in mind: What does this mean to our business? How can I make these ideas work in our company? What can I do right away to improve our success? 1. Strengths What was the pattern of high scores? In what major areas did you seem to have as strengths, where you scored an 8 or higher across all of the workshops? 2. Weaknesses What was the pattern of low scores? In what major areas did you seem to have as weaknesses, where you scored a 6 or lower across all of the workshops?


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Ideas into Action

3. Key Strategies for Success Based on everything you have learned here today and your own personal business experience, what do you believe are the top strategies your organization must focus on to build and sustain success? What are the 4—6 most important ideas that will drive your organization’s future? (Please describe these in detail. You might lead off with a single word or short phrase, but then you’ll need to give a definition and description to exactly what you mean. It must be clear precisely what each ideas means and how you will pursue it.)


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Ideas into Action

4. Organizational Action Steps Please list at least 4 specific, measurable, and observable action steps that your organization can take to implement the ideas you learned today. Based on the list you just created, as well as the strengths and weaknesses you identified, what can be done right away to take the lessons of this class and put them into positive action for your organization?

1. 2. 3. 4.


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Ideas into Action

5. Personal Action Steps Please list at least 6 specific, measurable, and observable action steps that YOU can take to implement the ideas you learned today. Based on the list you just created, as well as the strengths and weaknesses you identified, what can you do to make a more positive impact on your organization’s success??

1. 2. 3. 4.


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Ideas into Action

NOTES:


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Ideas into Action

It is my sincere hope that you have enjoyed this class and found it extremely valuable. The challenge now is to take everything you have learned and apply it in your business. Even the best ideas in the world are useless without massive action behind them. If you did find this class of value, I also hope that you will enthusiastically refer me to any colleagues or companies that you think would find value in the sort of programs I offer. 99.9% of my business comes from happy clients telling their friends and colleagues about my programs, and I thank you very much for taking a moment to let lots of people know about my work. If there is anything you need from me please do not hesitate to send a note or call, I’m here to assist you in any way I’m able.

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