aboott elite performers
Post on 20-Nov-2014
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First Choice Mangers MeetingFirst Choice Mangers Meeting
Elite Performers and High-Performance Teams
First Choice Mangers Meeting
First Choice Mangers Meeting
The 4 P’s of Expert Performance
Passion
Persistence
Practice
Pattern
Recognition
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Control
Sphere of Control
Impact
Interest
Ignore
Now…
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First Choice Mangers Meeting
First Choice Mangers Meeting
You become what you
focus on… and like the
people you surround
yourself with.
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Good to Great:1,483 to 11400 – 700%15+ years
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Three keys to a successful career:
KNL
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High Achieving Self-Actualizers
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The Three Watchwords of Excellence
• Focus
• Discipline
• Action
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Focus of Elite Performers• Clear vision / direction for life and career• Passion + Dedication + Discipline• Written goals• Exceedingly high personal standards• Strong work ethic• Dedicated to lifelong learning & growth• Large group of mentors / advisors• Eager for feedback / coaching• Committed to continuous improvement• High levels of personal satisfaction
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What do the best organizations FOCUS on?
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Sustainable Competitive Advantage:
Culture of…
Continuous Innovation
Extreme Customer Focus
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What is the most important driver of innovation and success for companies?
53% Supportive “team oriented” organizational culture.
21% Committed and passionate top leaders.
13% Clear and measurable goals.
13% Finding and retaining top talent.
450 Senior executives from the Fortune 500
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Why you need to be an expert at collaboration and teamwork:
• You cannot succeed alone.
• You need a team of the brightest people you can possibly find to help you.
• You need to help the team work extremely well together.
• You need the team to support you with enthusiasm, respect and trust.
• But don’t take my word for it…
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Anne MulcahyCEO of Xerox and the third most powerful woman in the world!
• Build a network of great relationships with people who want to see you succeed.
• You don’t have all of the answers, so ask for help and advice from the smartest people you can find.
• Learn to be a learner.
• Listen intently to your employees and to your customers.
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1. Lack of trust
2. Lack of candor
3. Lack of commitment
4. Lack of accountability
5. Lack of results
The Five Dysfunctions of a Team
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Competence
RespectDistrust
Affection TRUST
HIGH
LOW
LOW HIGH
Concern
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First Choice Mangers Meeting
What it takes to be a valued member of a team:• Develop and display competence.
• Proactive – strong sense of urgency
• Follow through on commitments.
• Deliver required results.
• Ensure your actions are consistent with your words.
• Stand behind the team and its people.
• Be enjoyable to work with.
• Communicate and keep everyone informed.
• Help the other members of the team.
• Hold yourself 100% accountable.
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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
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Ground Rules for a Professional Team• All members agree to be managed and coached to strictly
enforced standards of performance and quality work.
• Teamwork is mandatory, not optional.
• Excellence in delivering superior service (internal / external) is an enforced standard.
• Personal and professional growth is a nonnegotiable minimum standard.
• All team members must show a sincere interest in the customer and a sincere desire to help them.
• The primary focus must be on delivering quality work and building strong relationships (internal / external)
• Demand excellence and refuse to tolerate mediocrity.
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Let’s take a look at an example of a company that has taken these standards of professionalism and codified them into a set of values that drives their business:
As you read the following GE leadership values…
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• Are passionately focused on driving customer success.
• Live Six Sigma quality, ensuring that the customer is always its first beneficiary, and using that concept to accelerate growth.
• Insist on excellence, and are intolerant of mediocrity or bureaucracy.
• Act in a boundaryless fashion, always searching for and applying the very best ideas regardless of origin.
• See change for the positive growth opportunities it brings.
• Create a clear, simple, customer-centered vision, and continually renew and refresh its execution.
• Create an environment that stretches excitement, informality and trust; rewards improvements; and celebrates results.
• Demonstrate—always with infectious enthusiasm for the customer—the “Four E’s” of GE leadership: the personal Energy to welcome and deal with the speed of change; the ability to create an atmosphere that Energizes others; the Edge to make the difficult decisions; and the ability to consistently Execute…
GE leaders, always with unyielding integrity:
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10 – 15 %
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What Inhibits Execution?National Survey of 4,000 Senior Executives
4. Inability to work together (21%)
3. Company culture (23%)
2. Economic climate (29%)
1. Holding onto the past / unwillingness to change (35%)
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Where are we going + How will we behave on the way.
Focus“NO”
All stakeholders + guiding collation
Vision + ValuesStrategyPlansGoals / ObjectivesTactics / Actions
Procedures / protocols / goals
standards / clear expectationsClear / consistent / relentless
honest / transparent
Training +time / money /
supplies / people
Measure / TrackCommunicate
Transparency Renewal
Praise + Celebration
andEliminate Mediocrity
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