We Can’t Just Work In It We Have To Work On It

How To Really Deliver Sustainable Results From Our People & Processes

WHAT’S YOUR RED VALVE?

Driving The True Value, Impact & Results They Need Through The Right Development Of Their Strategy, Capability & People

Our Markets

RESULTS

TOP OBJECTIVE(S),

RMI GOALS, METRICS

CAPABILITY

PEOPLE, PROCESS

& APPROACH

Our Members

COLLABORATION

TRUST, LEVERAGE &

OPPORTUNITY

TRANSFORM

BREAKTHROUGH

PERFORMANCE

EXPERIENCE

PACKAGING, DELIVERY

& CONSISTENCY

The CORE

Purpose & Values Needs To Solve Value To Offer

True Clarity

RESULTS

How Do Know If What We Are Doing Is Driving Real Value To Our

Top Objectives While Communicating With Greater Impact?

Real Success Starts By Truly

& Then

Powerfully Telling

Core Principle #1- Relevant

The CORE Mission, Values Business Goals Financial Goals

The 5 Levels Of Change

2. Creates Uncertainty

3. Leads To Perceptions

4. Drives A Shift In Behavior

5. Which Will Erode Performance

1. Lack Of Understanding

TO-DO LIST IMPORTANT MOST

1. SUPERBOWL

2. LEGACY/STANDARD

3. $$$

4. OPPORTUNITY

What Is REALLY Most Important? Step 1: What Does It All Boil Down To?

vs.

Mission

To organize the world’s information and make it universally accessible and useful.

What We Do

Larry Page, our co-founder and CEO, once described the “perfect search engine” as something that “understands exactly what you mean and gives you back exactly what you want.” Since he spoke those words Google has grown to offer products beyond search, but the spirit of what he said remains. With all our technologies—from search to Chrome to Gmail—our goal is to make it as easy as possible for you to find the information you need and get the things you need to do done.

This means making search smarter and faster, so it can understand that when you type [jaguar] you’re looking for the car, not photos of the animal. It means making our products work intuitively. Above all, it means making our products work better so that people can spend time on the stuff they’re good at—like enjoying time with family, camping in the wilderness, painting a picture or throwing a party. We’re not there yet, but we’re working on it.

What They Believe

1. Focus on the user and all else will follow

2. It’s best to do one thing really, really well

3. Democracy on the web works

20% FOCUS

80% RESULTS

What Is REALLY Most Important? Part 2: What Are The Critical Areas Of Focus

What They Are- A World Class Hotel Chain

Mission- 100% Customer Loyalty Where If You Have A Choice Between The Ritz Carlton And Any Other Chain You Will Choose The Ritz Carlton

Driving Force/Context- Fulfill The Unexpressed Wishes Of Others

Team- Personalized Service- Housekeeping

RMI Goal #1- Greet each customer warm and welcoming

RMI Goal #2- Give a warm and welcoming good-bye

RMI Goal #3- Look at the database if a previous customer for their preferences

KPI- Consistently deliver 3 steps of service daily to each customer at every opportunity you have

Day To Day Focus- Still clean the rooms and do what is expected

80% OF ORG

STRATEGIES FAIL

What Is REALLY Most Important Part 3: What Does It Really Mean & Look Like?

Power Of Clarity

1998

6 GB Of Storage Capacity

2001

Take Up To 1000 Songs With You

What Did You Take Away From That?

How Will You Apply That?

Application #3

True Clarity

How do we gain greater capability in how you build and develop

people within your organization to drive breakthroughs in their

performance and in that of the organization?

CAPABILITY

Core Principle #2- Sustainable

If Our Business Does Not Provide A

Game We Can Win At Or Worth

Playing Then Invent A New One

1. Competency-(Capability)- Based on the expectations we are committed to what kind of competencies do we need to have overall and what does that look like at all levels of the organization?

2. Skill- (Improvement)- Where is each person at in their skill level and what is needed for them to get to where they need to (their role for the team) and want to be (their career)

3. Talent (Strengths)- What other talents do they bring beyond the job role that can best add value to what we need as a team/org?

4. Knowledge (Understanding)- What do they need to know to be successful about the industry, business, job to pull all that together?

5. Emotion/Behavior (Mindset)- What do we need their temperament to be with the job, team and responsibilities to truly be successful?

Results=1+1+1=Capability

The Skills We Need To Improve

1. Strategic thinking

2. Ability to work across many functional areas

3. Ability to drive results

4. General leadership

5. Core financial understanding

September 30th 2008

1. Strategic Thinking- Will clearly evaluate the long-term and short-term goals of the client, our organization and our people when taking action

2. Influence- Will create buy in through a powerful balance of listening fully first, communicating clearly second

3. Negotiating- Be sure to foster commitment that does not compromise the position for us or the value the clients really wants.

Consultant Competency Map

What Did You Take Away From That?

How Will You Apply That?

Application #2

Aligned Accountability

How do we foster consistency and ownership in how you

implement any change based initiative over any timeline

EXPERIENCE

People Do Not Fail First,

Systems Do

Core Principle #3- Replicable

It Starts With Asking The Right

Step 1: What Do We

Have To Eliminate Or Simplify?

RECRUITMENT

TRAINING

RETENTION

TEAMWORK

COMMUNICATION

MENTORS

CONFLICT

TRANSITION

MOTIVATION

PRODUCT

INNOVATION

TRAINING

ENGAGEMENT

TECHNOLOGY

MARKETING/PR

SALES

ORG SYSTEMS STRUCTURE

ENVIRONMENT

REPORTING

MEETINGS

LEGAL

NEGOTIATION

ACCOUNTABILITY

CASH FLOW

VISION/VALUES

STRATEGY

PERFORMANCE

DECISIONS

TIME

ENERGY

TALENT

REWARDS

Step 2: What Do We Have To Fully

Connect & Immerse Them In?

Org. Dashboard The What- Clear Focus

Client Dashboard The Results- Impact

Team Dashboard The How- Ensuring Success

CASCADED UP AND BACK

THE Leadership Dashboard

1. Focus- What Problems Do We As A Business/Team Really Solve And What Impact Does That Create For Our Customers Beyond Just Our Services?

2. Opportunity- What Opportunity Will This Provide For Our Employees To Fully Take Ownership Of So That They Gain The Same Fulfillment We Want Our Customers To Have?

3. Planning- What Is The Capability We Need, KPI’s To Track & What Does Our Calendar Look Like?

Step 3: Where Do We Need To

Collaborate To Optimize Our Strengths?

The Difference That Makes THE Difference

CHANGE

OR

Annually Monthly

Quarterly Weekly

Real ROI Throughout

REFLECT IMPROVE PLAN EMPOWER

Approach

Frequency

Focus Business Results- Growth, Cost Savings, Tethered Impact

Team Performance- Processes, Initiatives, Individually

What Did You Take Away From That?

How Will You Apply That?

Application #3

Connect

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Had One Of The Top 10% Most Viewed Profiles For 2012

Full Launch- December 2013- Regular Value, Interviews

Pre Conference Session- October 27th

It's About The RESULTS We Want, Not The Initiatives We Do How to Strategically Think, Plan & Execute Your Way Toward

Sustainable Results That Are Most Critical For Your Organization

Breakout Sessions- October 28th & 29th

We Are Hired To Do A Job, But Paid To Achieve A RESULT

November 13th & November 14th 2013 2 Day Results Based & Action Focused

8:45 am-4:00 pm Each Day, 600 Arch Street, Philadelphia, PA