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Carolina AGC

Carolina AGC. Building a Successful Business. 300+ in 19 years. 100 + per year / 1989. “Simplicity is the ultimate sophistication” Leonardo da Vinci. (T + C + ECF) x DE = Success. Talent. Cecil Van Tuyl. “It is all about people, people, people.”

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Carolina AGC

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  1. Carolina AGC Building a Successful Business

  2. 300+ in 19 years

  3. 100 + per year / 1989

  4. “Simplicity is the ultimate sophistication” Leonardo da Vinci

  5. (T + C + ECF) x DE = Success

  6. Talent

  7. Cecil Van Tuyl “It is all about people, people, people.” “ You can kid yourself about a lot of things in your business, but at the end of the day it will always come down to people.”

  8. The level of highly satisfied and engaged EMPLOYEESin your business. The number one factor in increasing the level of highly satisfied and engaged CUSTOMERS in your business is…

  9. Key Drivers of Customer Satisfaction and Loyalty Tolerate Nothing Less Global study: 16 countries 529 companies 15,589 respondents 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

  10. What do engaged employees look like? 1 - 10 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.

  11. Extreme CustomerFocus

  12. Web of Value: VOC + MOT = WOM

  13. VOC

  14. How Many of these do you employ?

  15. Moments Of Truth

  16. WOM 78.9 % / 23.4%

  17. TEC / Vistage / EO / YPO = 2,000 CEOs Lack of a well-communicated vision and strategy for growth. Lack of courageous communication. Tolerating mediocrity. Lack of accountability and disciplined execution.

  18. Ideas to ACTION 10 – 15 %

  19. Where are we going + how will we behave on the way? Praise + Celebration and Eliminate Mediocrity Focus Differentiation “No” 9 Steps for Ensuring Effective Execution Measure / Track Communicate Transparency Renewal Stakeholders + guiding collation Vision + Values Strategy Plans Goals / Objectives Tactics / Actions Training + time / money / supplies / people Procedures / Protocols Repeatable Process Clear / consistent / relentless

  20. Three Biggest Issues

  21. The Evergreen Project 18 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

  22. 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.

  23. 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

  24. 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 ** 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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