Achieving Business Excellence with John Spence

Mastering the Art of Workplace Relationships

This is a guest blog from my friend Jesse Ferrell, a very dynamic and thoughtful professional coach and speaker. I hope you find his article of value!

We have discovered 3 easy ways to build great and sustainable relationships in the workplace.  Our research has uncovered a very simple solution to common reasons people are unhappy on their jobs and ultimately quit and find other places to work.  An employee engagement company out of Salt Lake City confirmed that fully 85% of people will leave their job because of poor on-the-job relationships and lack of engagement.  They site unfriendly bosses, frustrated and passive aggressive co-workers leading to a caustic unproductive environment manifesting into a negative unfulfilled company culture.

When we work with companies in an effort to help them improve the cohesiveness of their staff and teams, plus the quality of their company culture, the most common challenge we find as mentioned above is maintaining respectful and proper communications.  Companies of all sizes often experience major communication breakdowns between management and staff, from department to department and among the staff themselves.  As communications breakdown, the professional relationships are imperative in cultivating a successful workplace culture.

MASTERING THE ART OF WORKPLACE RELATIONSHIPS IN 3 SIMPLE – NOT EASY STEPS

There are 3 simple not easy steps you can adopt in order to take your work environment from good to great.  You may help turnaround a company culture that is negative and divisive in nature to a thriving positive energetic work culture. I highlight them below:

  1. Help your team practice extreme self-knowledge through a good personality assessment like the Color Code
  2. Safe place to tell the truth – this offering will be environment clearing
  3. Diversity and inclusion innovation – use the full range of your company’s talents, backgrounds and perspectives

In almost every case where there is a communication and relationship breakdown, a silo exists.  People tend to work in silos and disregard the value of teamwork.  They forget that not one of a company’s departments is able to stand alone without the support and superior communication from other departments.  Does this sound familiar?  Is this challenge rushing through the veins of a company that you either work with or have worked for in the past?  The top three problem areas that consistently haunt most companies are:

  1. The absence of epic communication (internal and external)
  2. Relationship (understanding self and understanding others)
  3. Value misconceptions of others

Are any or all of these challenges present in your company?  Have you spent sleepless nights stuck in hours of insomnia as you rack your brain thinking about how to resolve and improve your problem areas?

There are times when a company struggles with understanding why their teams don’t communicate effectively and is in need of raising their relationship equity.  So many companies are stuck and unsure of how to foster a company culture that will allow them to retain their top talent, to ensure the fit of diverse individuals, and to realize true sustainable value for those individuals and the organization.

SIMPLE STEP 1 – EXTREME SELF KNOWLEDGE

In highlighting the first of our 3 simple – not easy steps we offer the extreme self-knowledge step. We highly recommend the enrollment of the Color Code personality assessment, as we know that bringing about clarity of one’s own character is a crucial starting point and offers the roadmap to practicing how to use extreme self-knowledge.

As the inventor of the Color Code, Dr. Taylor Harman Ph.D. says, “When you get yourself…you get others”!  This quote is true because when you learn the 4 color distinctions (Red, Blue, White, Yellow) of what motivates your behavior. Why you do what you do, you are simultaneously learning the motives of others and you will be able to speak their language during the communication process.

The best form of internal and external customer care experiences, as well as communication development, starts with self! This is the gateway to improving the communication process and offers sustainability of relationship development. The Color Code personality profile will help you and your teams understand why they do what they do. This strategy will allow for creating better and sustainable relationships, while helping your team learn to speak the language of others.  Mastering the art of relationships is well on its way during this stage.

This will put you on track for creating epic communication.  When an organization becomes aware that epic communication is missing from their environment and chooses to hold themselves accountable for discovering how to develop the basics of creating epic communication, it becomes a positive game changer.  Action must immediately follow the awareness and discovery phases.  The start of this discovery phase begins with asking prudent questions and using the best active listening skills as a precursor to initiate this process.  The other key components of epic communication are nestled in the following sections on Color Code personality assessments and innovating through diversity and inclusion.

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The ultimate goal of mastering the art of workplace relationships lead to high-performing teams while creating a movement whereby your team gains the insight of how to co-create a winning culture. We know that implementing these concepts will raise the level of relationship equity and  leadership growth opportunity.  This is simple, but not easy as it will take discipline and dedication to learning your motives of why you do what you do through your four color distinctions.

 

SIMPLE STEP 2 – SAFE PLACE TO TELL THE TRUTH

You may be amazed by how many companies don’t realize that many of their environments are not encouraging a safe place to tell the truth because of the fear of judgment, shame or blame and feeling like they don’t fit in.  The best way to create a major shift in this area is by taking a top down approach.

 

Insure that senior management fosters a safe place to tell the truth with their direct reports.  Insist that those same direct reports create the exact same environment within the staffs that report to them.  Establish monthly check ups from the neck up where you share the best discoveries within the company as a result of exercising the “safe place to tell the truth” campaign.

Be willing to be vulnerable enough to share the breakdowns and problem areas that are not working.  Lastly, be willing to ask for help from colleagues, mentors, board of directors, bosses and co-workers. This final piece is the part that is not easy for most, because so many people do not like asking for help.  However, this is where the best growth happens when you offer faithful well-intentioned help from a diverse community within the workplace.

SIMPLE STEP 3 – INNOVATE THROUGH DIVERSITY AND INCLUSION

Setting a strategy to innovate through diversity may be the most exciting piece to the equation of mastering the art of workplace relationships!  Choose to hire and maintain top talent and give them the room to grow.  You may ask yourself what is the best way to attract and retain our top talent to insure the fit of diverse individuals in your company?  The answer is simple, innovate through including those diverse individuals.  Capitalize on the strength of their differences!  Help them embrace the first two steps mentioned earlier, which are to promote the effort of practicing extreme self-knowledge and offer your diverse workforce a safe place to tell the truth.

The Salt Lake City based employee engagement company conducted expansive research gathering meaningful statistics and have proven that 70% of college graduates leave their first job within two years of starting it because they don’t feel the job is a goof fit for them.  85% of people fired last year were fired because of relationship problems at work.  Approximately 65% – 85% of mergers and acquisitions fail to deliver the desired results for which the companies come together, largely because of company culture clashes that cause top talent to exit the organization or lose focus and energy.

Being able to attract and retain top talent brings bottom line benefits to any workplace.  Giving these staggering challenges related to workplace culture, the best question is, how do we foster a company culture that will allow us to retain our best talent?  We want to ensure the best fit of diverse individuals and to fully realize real sustainable value for our companies.

The answer lies in our ability to use innovation through diversity and inclusion by understanding and valuing differences in a way that allows each person to contribute his or her best within the organization.  Choosing to master the art of workplace relationships through these 3 simple, not easy steps will bring sustainable value for individuals and companies!

What will you choose today in terms of developing a solid plan for mastering the art of relationships in your company?

** From John: If you enjoyed this blog I strongly encourage you to take a look at Jesse’s website, he is a true professional and always does a superb job for his clients. Here is a link to his site:  http://www.jesstalk.com/


Free eBook Link for Building and Sustaining a Winning Culture by John Spence

Sales Leadership Webinar

On Tuesday, March 31st at 11 AM EDT I will be one of the presenters in a FREE sales leadership webinar with five of the top sales trainers in the world. We did one of these in January on a different sales topic and got more than 3,000 attendees. This is a solid, results-focused webinar that will NOT waste your time with any fluff or up-selling – ONLY solid ideas and tools you can use right away to be a more effective and successful sales leader. If this sounds interesting here is a short video to give you a feel for what we are planning…

I hope you will join us!

Thank you to our sponsor:

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Building a High-Performance Team

shutterstock_46846525I was recently asked to work with a team of 12 mid-level managers in an organization of about 250 people. As individuals they were an incredibly bright, competent, diverse group that are clearly dedicated to the success of the company, as a “team” they were a disaster. Prior to meeting with them I had everyone fill out a “Team Effectiveness Audit” and the scores were…not so good. However, we had a wonderful day together and I thought you might find value in some of the things they developed for turning their workgroup into a high-performance team.

The first workshop we did was to create a model of who they felt would be an “Ideal Team Member” to serve on this team.

Ideal Team Member

·         Excellent Communicator – superb listener

·         Highly competent

·         Action oriented – proactive – sense of urgency

·         People/relationship focused

·         Balanced view: strategic & tactical

·         Team-first attitude

·         Strong, self-aware leader

·         High integrity

·         Personal and mutual accountability

·         Delivers business results

After we created the above list I pointed out to them that in order to attract a team member like this, they would first have to be like this themselves. It’s one of the key ideas for effective teams; A-players only want to be on a team with other A-players.

We then worked on creating a set of rules, or a charter, for how the team would treat each other. I think they developed a pretty good list…

Team Rules for Behavior

NO games

Be fully present – no technology/be engaged

Be flexible/consider

Hold each other 100% accountable

Use retrospect and focus on the effectiveness of this team and adherence to the rules

Offer inspiration

Be constructive/solution focused

Treat each other with respect

Focus on the success of the company – not your individual departmental team

Over-communicate with honesty and transparency

Prioritize each other and this team

ONE voice

Deal with facts

Effective / valuable meetings

Have FUN!!!

Lastly, we developed a few action steps that they could begin taking immediately to start the slow and steady process of shaping them into a more effective team and hopefully, eventually, a high-performance team.

Action Steps:

Create team vision/purpose (in progress)

Define key goals that align with the team purpose and that strategy / guiding principles of the organization

Define key metrics for those goals

Define how to hold each other accountable to those goals / metrics

Create ways to force collaboration

Evaluate team effectiveness quarterly

Once they finalize the vision/purpose of the team, and define their goals and metrics I will be creating a survey to measure their effectiveness in implementing their goals and continuing to adhere to the team rules of behavior. I will be administering the survey every three months so that we can constantly adjust as they develop as a team. Based on the quality of the people on this team I have a lot of confidence that things are going to go well.

I welcome your thoughts on what this team created; do you feel that there’s something missing?


Free eBook Link for Building and Sustaining a Winning Culture by John Spence

Three Fantastic Business Books

In this video I share with you three fantastic business books that I have read and used in my businesses. Two are very focused, detail-oriented books that will give you superb step-by-step instruction and lots of tools to help grow your business and improve your culture. The third book is one that I consider a true classic that focuses on how to make your business one of the best in the world in your category. I hope you find this video of great value!

 

Scaling Up: How a Few Companies Make It…and Why the Rest Don’t (Rockefeller Habits 2.0)

The Culture Engine: A Framework for Driving Results, Inspiring Your Employees, and Transforming Your Workplace

Lessons in Excellence from Charlie Trotter


Free eBook Link for Building and Sustaining a Winning Culture by John Spence

The Three Archetypes of Business Culture

shutterstock_75020941Recently a colleague sent me a copy of The HOW Report: A Global, Empirical Analysis of How Governance, Culture, and Leadership Impact Performance,” by the LRN Corporation. As I read through the report I was delighted to see that their findings business culture were highly correlated with similar research I’ve been doing for the last 10 years, and also dismayed to see that so few companies were embracing these critical ideas.

Although I still do a fair amount of Fortune 500 work, for the last five years or so I have focused intensely on bringing the best ideas, tools and strategies to small and medium-size businesses in an effort to help them build and sustain success. What I have learned in working with literally thousands of businesses around the world is that: Culture = Cash. Organizations that can find, grow and keep top talent and then engage that talent to go out and take fantastic care of their customers will be the winners in the future. Here’s how they stated it in the report…

“CEOs increasingly are coming to believe that the traditional ingredients of success, such as a supportive board of directors, a strong executive team, clearly articulated corporate strategies, thoughtful resource allocations, differentiated product or service portfolios, elaborate control processes, and highly refined incentive structures, are no longer sufficient.

Of particular importance is the role of trust, company purpose, and core values as they harmonize with leadership and governance systems to help define unique corporate cultures.

In short, culture as a conscious, deliberate, long-term strategy can be the key to sustainable differentiation and success for companies in the 21st century. Companies and leaders who pioneer and forge ahead on a genuine journey of governance, culture, and leadership are the ones who will be around in the 22nd century.”

This research report postulates that an organization builds the foundation for sustainable success on a system of governance, culture, and leadership based on a clear set of fundamental values, fostering trust both inside and outside the organization, and embracing and pursuing a corporate mission that is rooted in a higher, enduring purpose, not simply here-and-now success.

The researchers labeled the management style of companies that met the above criteria as high in “Self-Governance.” These were businesses where the employees were proactive, with high levels of both personal and mutual accountability and were engaged and satisfied…exactly what I have been focused on when working with my clients. However the number of companies that actually met these criteria in this research study were shockingly low, which unfortunately mirrors what I see in the marketplace all too often.

Directly from the report…
Sample size = 36,280 employees / 18 countries

Blind Obedience = 43% of respondents

Organizations characterized by command and control, top-down leadership, and coercion. Blind Obedience organizations rely on rules and policing, are transactional, and focus on short-term objectives — there is little focus on building enduring relationships in the workplace, the marketplace, or society.

Informed Acquiescence = 54% of respondents

Organizations that reflect 20th century good management practices like hierarchy, structure, and control processes. Employees follow the rules, policies, and procedures established by what they believe to be a skilled management team. Managers rely on performance-based rewards and punishments to motivate people. Long-term goals are important but often give way to considerations of short-term success.

Self-Governance = only 3% of respondents

Organizations that are primarily values-based. The organization’s purpose and values inform decision making and guide all employee and company behavior. In short, people act on the basis of a set of core principles and values that inspires everyone to align around a company’s mission, purpose, and definition of significance. Employees at all levels strive to be leaders, and the company is focused on its long-term legacy and endurance.

On the other hand, highly engaged employees deliver…

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There were four major findings from the study that rose to the top:

1. Self-Governance is rare across the world. Only 3% of the 36,280 employees in this study observe high levels of self-governing behavior within their organizations — the extremely low rate of Self-Governance is consistent across every demographic category, including country, industry, economic environment, language, and ethnic culture.

2. Self-governing organizations in all 18 countries in this study outperform other types of organizations across every important performance outcome, including: higher levels of innovation, employee loyalty, and customer satisfaction; lower levels of misconduct; and superior overall financial performance.

3. There is a marked disconnect between the C-suite and the employees they lead. On average, the C-suite is three times — and in some countries up to eight times — more likely to observe their organizations as self-governing, more inspiring, and less coercive as compared to the overall employee population.

4. Trust, shared values, and a deep understanding of and commitment to a purpose-inspired mission are the three fundamental enablers of the self-governing behaviors that produce competitive advantage and superior business performance.

 

So why is this important to your organization? Here is what I’ve been jumping up and down about for years in trying to help organizations understand that there is a ton of money on the table around creating a winning culture…

“Statistically, our research shows that employees who experience a high trust environment are 22 times more likely to be willing to take risks that could benefit the company. Employees functioning in an organization of high trust are 8 times more likely to report higher levels of innovation relative to their competition. And finally, employees functioning in a culture of high trust, risk-taking, and innovation are 6 times more likely to report elevated levels of financial performance compared to the competition.”

For more than a decade I have been deploying my “Organizational Effectiveness Audit,” a 28-question survey I use to assess the health of an organization and here is what I can tell you with 100% confidence:

Most businesses, as reflected in HOW Report, have a massive opportunity to improve the culture of their organization and thereby significantly impact their financial success.

 

Here is a quick checklist of what I have developed as the key elements of winning culture, take a minute to score your organization on a scale of 1 to 10 – with 10 being “this describes our company perfectly.”

 

Elements of a Winning Culture

1. People enjoy the work they do and the people they work with.

2. People take pride in the work they do and the company they work for.

3. There are high levels of engagement, connection, camaraderie and a community of caring.

4. There is a culture of fairness, respect, trust, inclusiveness and teamwork.

5. The leaders live the values and communicate a clear vision and strategy for growth.

6. Lots of open, honest, robust and transparent communication across the entire organization.

7. The company invests back in employees; there is a commitment to learning & development.

8. There is a bias for action, employees have an ownership mentality and strive to give their personal best.

9. There is high accountability and a strong focus on delivering the desired results.

10. There is ample recognition and rewards and mediocrity is not tolerated.

 

** It would be my advice that anyplace you score a 7 or below would be an area to focus on for improvement, any score below a five should be considered an area of concern, and where you score a 3 or below should be considered an emergency.

 

If you were not particularly happy with scores you just got on my winning culture audit, let me recommend a few superb books that are the best I have ever read on how to build a great culture.

The Orange Revolution: How One Great Team Can Transform an Entire Organization

All In: How the Best Managers Create a Culture of Belief and Drive Big Results

The Great Workplace: How to Build It, How to Keep It, and Why It Matters

Here is a link to where you can download the HOW Report:  http://pages.lrn.com/how-report

Although it is about 50 pages long it does have some truly interesting and important findings and is definitely worth taking a few minutes to read. Also, if you know of any organization that might need some assistance in improving their culture please do not hesitate to send them my name and contact information, this is an area that my firm is strongly focused on and we are dedicated to helping businesses of every size become great places to work with highly engaged employees that deliver strong financial returns.

I hope you found this information helpful, I wish you every possible happiness and success.

 

Take good care – John


Free eBook Link for Building and Sustaining a Winning Culture by John Spence

How to Attract Top Talent to Your Company

 

It has long been one of my core themes:

The success of your business is directly tied to the quality of the talent you can get, grow and keep on your team.

Think about this carefully, it’s a simple but extremely important business idea. If you agree with me, then you should be approaching talent acquisition, talent developemtn and talent retention as a key strategic objective in your company. Here is a video that outlines the six most important things that top talent looks for in the company where they work. I hope you find this helpful and that you share with your network – thanks so much – John


Free eBook Link for Building and Sustaining a Winning Culture by John Spence

You MUST Learn to Delegate!

DelegateI was recently delivering a speech in Des Moines (great city – incredibly nice people) and one of the attendees approached me after my talk to ask for some advice. It seems that he had an employee that was very, very talented… except she could not (would not) delegate.

I had encountered a similar problem with a senior executive I was coaching at a Fortune 100 financial firm, he was a superstar, but was also doing everyone else’s job and working 100-hour weeks. Not only had it completely destroyed his personal life, but I was brought in because, in the words of his manager, “If he cannot learn to delegate this is the end-of-the-line for his career, he is totally maxed-out and I cannot give him any more work – or promotions.” I told the attendee in Iowa that I would be happy to put together a brief video that focused on: Superstar Who Cannot Delegate = End of Career. I hope you find this of value and share it with your network!

Three GREAT Business Success Books!

Three superb business books that will help you have more success.

 

Hope you enjoy these books!!!


Free eBook Link for Building and Sustaining a Winning Culture by John Spence

Business Success: Four Key Ideas

defining-it-project-successMore than a year ago I ran a two-day “business excellence” retreat with the owners of 21 small to medium-sized businesses. Over the course of the workshop I helped them take a very hard, honest and realistic look at their businesses to discover their true strengths and weaknesses. As a takeaway from the workshop, each of them left with a list of three or four key areas to focus on in their business and a list of action steps that they planned to implement in the coming year.

We recently got the group back together to look at what they accomplished in the past year and set new goals and objectives for 2014. When I asked the participants what some of the most impactful things they did during last year were, almost the entire group said the same handful of key things:

  1. I upgraded my talent.  After the workshop I went back to my business and realized I had some mediocre employees that were not truly delivering value to the organization. I let them go and took my time to replace them with top talent, which has made a world of difference in the success of my business.
  2. I figured out what to focus on. Before the workshop I had a hard time understanding the real priorities of my business, where the leverage was…but in the last year I figured out exactly where my business adds the most value, where I can get the most profit, and have the most fun – and that is where I’m focused now.
  3. I figured out what to stop. In the workshop I realized that I was doing an awful lot of work in areas that were not in my zone of expertise. I figured out the places where I add the most value to the organization, the things that ONLY I could do, and delegated away everything else – or simply stopped doing it altogether.
  4. We got much, much, much closer to the customer. After all of the audits and workshops, I realized that we had a done a pathetic job of “owning the voice of the customer.” In the last year we have used surveys, focus groups, meetings, client councils…everything we could think of to get closer to our customers, build strong relationships and understand them at a deep level. It has been a game changer!

So there you have it, a great list of four absolutely critical ideas to help you run a more successful business!


Free eBook Link for Building and Sustaining a Winning Culture by John Spence