#betterdirectors #webinarwednesdays #bb@9 · framework to your business, thereby slowly eroding...
TRANSCRIPT
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#BetterDirectors#WebinarWednesdays#BB@9
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VALUE = ?
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21%Engaged
41%Enrolled
30%Disenchanted
Significantly lower on
all three components of
engagement
High scores on rational
and motivational
components, but low on
emotional
That’s only 1 in 5
Global Workforce Survey
8%Disengaged
Completely
disconnected rationally,
motivationally and
emotionally
Global Results (based on rational, emotional, motivational): Based on a global survey of 90,000 employees in
18 countries and Tower Perrin’s database of 2 million annual responses in 40 countries
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3 Critical Culture Rules for Employees
1. People only know what they know
Most companies in almost any industry rely on fresh, new talent – or they just rotate employees between competitors every couple of years.
Your employees bring current behaviours and knowledge of their work life framework to your business, thereby slowly eroding your uniqueness.
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3 Critical Culture Rules for Employees
2. What you allow will continue
Most companies’ approach to on-boarding is short “training” programme that deal mostly with rules, regulations and paperwork. They pay very little attention to the unwritten rules relating to the way things get done in this company.
Employees pick up most of the nuances from colleagues who may, or may not, embrace the culture. They use habits to act without considering other options.
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3 Critical Culture Rules for Employees
3. People do and choose things by observing others.
Cultures become self-supporting through employees’ default setting of seeing what other do (and get away with) and copying those actions.
In order to change a culture into supporting the business’ goals and objectives, people need something concrete with which to replace old behaviours.
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Altitude can kill you!
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Purpose in Process
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ValuesFilters for decision-making
AchievementConscious & Sub-conscious goals
In order to achieve high standards
of success, you propel yourself
forward towards your goals.
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Culture and Dynamics
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4 ENGAGEMENT REQUIREMENTS
PERCEIVED
CONTROL
PERCEIVED
PROGRESS
CONNECTEDNES
S
VISION / MEANING
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VALUES
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Enron, whose leaders went to jail, and which went bankrupt from fraud,
had these values displayed in their lobby:
Integrity
Communication
Respect
Excellence
(These values were not, however, what was really valued at Enron)
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Corporate values ‘cushions’ at the reception of Prime Media in Johannesburg. Their 8 values are: Accountability, open communication, interdependence,
do the right thing… always, sustainability, innovation, common purpose and people.
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Many companies have nice sounding
value statements displayed in the
lobby, such as:
Integrity
Communication
Respect
Excellence
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The actual company values,
as opposed to the
nice-sounding values,
are shown by who gets
rewarded, promoted, or let go
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Actual company values are the
behaviors and skills
that are valued
in fellow employees
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Innovation
You re-conceptualize issues
to discover practical
solutions to hard problems
You challenge prevailing
assumptions when
warranted, and suggest
better approaches
You create new ideas that
prove useful
You keep us nimble by
minimizing complexity and
finding time to simplify
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Honesty
You are known for candor
and directness
You are non-political when
you disagree with others
You only say things about
fellow employees you will
say to their face
You are quick to admit
mistakes
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Passion
You inspire others with your
thirst for excellence
You care intensely about
Netflix‘s success
You celebrate wins
You are tenacious
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Questions to guide your thinking
•What’s important to us?
•What brought us all together and continues to hold us
together?
•What will help guide us when we are facing a difficult
decision?
•What are the things you like about what we do at
NCBA and how we do it?
•What parts of our company are we proud of?
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Questions to guide refining Values
•Is this something we’ll still believe in 5 years? 10 years?
•Is this something that we are willing to hire on?
•Is this something we’re willing to fire on?
•Is this something we can apply to customer relations?
Or internal development? Or product development?
Or all?
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The FBN New Corp. Brand Values.
We are In Sync
Working united as one firm we raise our collective game, become an inspiring and trusted partner to clients.
We are Empowered
Free to challenge conventionwe constantly raise the bar, contributing towards intelligent and insightful solutions.
We are Impactful
Doing the right thing, even when nobody is looking.Everyday adding value to ourcolleagues, clients and society.
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The Partnership Model
Fee
Glee
ME
See
Flee
We
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#BetterDirectors#WebinarWednesdays#BB@9
Q&A Session
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#BetterDirectors#WebinarWednesdays#BB@9
Thank you for joining us for today's webinar.
Contact Erik Vermeulen via LinkedIn or ridgeline.global
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