Ten Steps to Building a High Performance High

Value Organization

Ten Steps to Building a High Performance High

Value OrganizationDr. Shayne G. Tracy

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Ten Steps to Building a High Performance OrganizationTen Steps to Building a High Performance Organization

10. Communicate, Communicate, Communicate9. Harness the Power of Technology8. Develop a Succession Plan7. Recognize and Reward Top Performance6. Create a “Learning” Culture5. Create an “Earning” Culture4. Get the Right People in the Right Positions Doing the

Right Thing3. Define Your “System” and Develop Metrics 2. Know and SERVE Your Customer 1. Define Your Business and Develop Your Strategy

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Building an Asset...NOT Just a Business!Building an Asset...NOT Just a Business!

“What choice can I make and action can I take in this moment to create the greatest net value?”

—Peter Demarest, Answering the Central Question

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Define Your Business and Develop Your StrategyDefine Your Business and Develop Your Strategy

What business are you really in? What value do you create and deliver? “The value of any currency is defined by the

receiver, not by the holder...”—Dr. Donald M. Carmont

Is your “currency” current? How often to you re-visit your strategic plan? Do you have a third pair of eyes?

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Know and SERVE Your CustomerKnow and SERVE Your Customer

“One who knows the customer best has no competition!”

Who is your customer? Who do you WANT to be your customers? Have you applied the 80/20 rule to determine

which customers drive value and margins? What customers should you “fire”! Are you creating a unique customer experience Loyal customers build your brand and asset

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Define Your “System” and Develop MetricsDefine Your “System” and Develop Metrics

Map your business processes from the customer’s experience

Inspect your system of processes for impediments to delivering the ultimate customer experience

MAP (measure, assess, plan) your metrics for each process

Develop scorecards for the four dimensions People, operations, finance, and customer

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Get the Right People in the Right Positions Doing the Right ThingGet the Right People in the Right Positions Doing the Right Thing

Which positions create the greatest value? Are you properly recruiting, selecting, hiring and

compensating appropriate to value creation? Are you investing “value” in positions that don’t

generate “value”? Are you valuing people who create value?

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Create an “Earning” CultureCreate an “Earning” Culture

Choose to develop an earning culture: not a culture of entitlement or fear

In an earning culture, job security is possible but not promised

An earning culture is a culture where value is rewarded, not perfunctory performance

An earning culture differentiates between poor performers and top performers

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Recognize and Reward Top PerformanceRecognize and Reward Top Performance

Recognition begins with compensation commensurate with contribution (value for value)

Recognition doesn’t have to be financial Don’t overlook the “power of appreciation” The best reward systems are those where workers

are involved in determining what will be rewarded and how

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Create a “Learning” CultureCreate a “Learning” Culture

A “learning” culture is first and foremost a culture that views the workplace as the classroom

All mistakes, successes, and everything that occurs is embraced as “lessons learned”

Learning organizations link their training and development to: Strategic intent Employee development: developing leaders from the

shop floor to the top floor Career development and succession

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Develop a Succession PlanDevelop a Succession Plan

Don’t wait for retirement to overtake you before you develop your exit strategy and succession plan

Employees that are coached, mentored, valued and engaged remain loyal and are your best pool of candidates for future leadership

Do you have a replacement that you are mentoring and grooming to take over?

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Harness the Power of TechnologyHarness the Power of Technology

Recognize that technology is a “support” system and shold not “supplant” your core business model

Technology is an enabler to accelerate the achievement of your strategy

Don’t sacrifice “high touch” at the altar of “high tech”

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Communicate, Communicate, CommunicateCommunicate, Communicate, Communicate

Communication is the lubricant that makes the machinery of your organization function

Communicate is more than “telling” Communication is ultimately “understanding” Effective leaders achieve this by being among

their people, listening to their people, engaging their people, and keeping everyone informed

Operate on a “first-to-know” basis Openness builds the trust that builds your value

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Thank you

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