Achieving Business Excellence with John Spence

Incredible Resource for You

QVLKREMarshall-GoldsmithI am sure that you have noticed that I do not put out a blog every day. That is not because I am lazy – or too busy – it is because I want you to know that when I post something it will be good…really, really good… and worth a minute of your time to take a look.  Today is no exception, it actually proves the rule, as today I am sharing with you an incredible FREE resource that can have a dramatic positive impact on your business and career.

My good friend Marshall Goldsmith  is a recipient of the extremely prestigious Thinkers 50 Award for the top 50 management thinkers in the world. As part of the award he has been asked to post a series of videos with some of his best ideas. All of the recipients of the award have also done the same and this site has all of them for FREE. It is like the TED talks of management – the best business thinkers in the world sharing their best ideas. Here is a link – enjoy!!!!

Click HERE to go to the video page

PS — I was nominated for this award last year, if you’d like to keep me on their radar you can send them a note HERE — thanks!!!


 

Ten Business Success Ideas

John in Toronto_edited-1As I sit here in the lobby of the Marriott in downtown Vancouver, I am reflecting on some of the highlights of the past few weeks which have taken me to assignments in Charlotte, Baltimore, Vegas, Toronto, Barbados and now to Vancouver. The clients have ranged from Bank of America to small business owners, to a workshop for 1,000+ CPAs and a speech to 8,000+ of the top financial planners in the world. Also, with so much time on planes I have read 20+ books on various business topics. Here are some big business success ideas I have picked up  (or re-confirmed) along the way…

 

1. Accountability and disciplined execution are the MOST pressing issues in almost all of the companies I have been working for in the last 6 months. This is a HUGE issue and can negatively or positively impact a company’s success in significant ($$$$$$) ways!

2. Lack of clear, specific and well-understood communications is a CLOSE second!

3. The majority of businesses are NOT doing a good enough job of truly listening to their EMPLOYEES and CUSTOMERS. Whoever owns the Voice of the Customer (VOC) owns the marketplace — and if you run a business your employees are actually your customer – and then they go out and serve the final customer – so you have to own the Voice of the Employee (VOE).

4. McDonalds spends more time and money training their employees than the average “high-tech” business. Think about that – and then think about how much you truly invest in high-quality training for your people.

5. See the reading infographic below – it should blow your mind and motivate you to increase your reading. Especially the very last stat… 7 x 1 x 7 = International Expert. Hey, it worked for me!!!!

6. If you have a problem with accountability at lower levels in your organization, then it is the responsibility of the middle managers to hold their people accountable. If they will not, then the senior managers need to hold the middle managers 100% accountable – if they cannot then the CEO must hold the senior managers fully accountable. In other words – creating a culture of accountability ALL starts with the tone and example that the CEO sets. This seems very straight-forward and simple – but it is typically the root of the problem.

7. From the book: Difference – by Bernadette Jiwa. “The truth is people do not fall in love with ideas at all. They fall in love with the ways those ideas, products, services and places make them feel.” This is a really important branding axiom.

8. The reason that most people do not get a ton of high-quality referrals is simply this: They are NOT remarkable. They do not truly add enough value for their customer to want to “remark” about them to others. So the first step in getting referrals is towering competencies (ideas, products, services, experiences, information, suggestions, and innovations) that are exceedingly valuable to your customers.

9. The quality of your life is determined in large part by the quality of the questions you ask… to others and to yourself! Great leaders are expert at asking just the right question at just the right time – to their people and to themselves.

10. Culture = Cash. The number ONE factor in highly engaged, satisfied and loyal CUSTOMERS… is highly engaged, satisfied and loyal EMPLOYEES. Insanely successful companies all share this practice: Higher top talent, engage them through a winning culture, guide them with a sharply focused and well-communicated vision, values and strategy for growth – then empower them to go out and WOW the customer. That is about as Awesomely Simple as I can make it!

I hope you will share this post with your network – thanks – John

READING Facts!!!


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

How to Make 2014 Your BEST Business Year Ever!

If you found this video of value, PLEASE take a moment to share it with your entire network.  My goal is to help as many people as possible have a fantastic 2014 in their business!!  Thanks so much, I wish you every possible happiness and success in the new year!!!!  John


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

Leadership Styles That No Longer Work

Here are my thoughts on the Command and Control Leadership Style and why I feel it no longer works in Business today.

The Cost of Disengaged Employees (and What You Can Do About It)

A guest blog from Sean Conrad

The Human Capital Institute lists some interesting financial consequences of employee engagement/disengagement:

  •  Fully engaged employees return 120% of their salary in value
  • Engaged employees return 100% of their salary in value
  • Somewhat disengaged employees return 80% of their salary in value
  • Disengaged employees return 60% of their salary in value
  • Gallup estimates that a disengaged employee costs an organization approximately $3,400 for every $10,000 of salary.
  • Disengaged employees cost the American economy up to $350 billion a year due to lost productivity.

You can find more about the dollars and sense of employee engagement in this blog post and infographic.

The point is, employee disengagement is costing your business money — every day. And it’s preventing your organization from achieving its potential.

So what can you do about it?

Hire the Right People

On some level, engagement is a character trait. People who are passionate about their work and about life in general, and who take pride in what they do will naturally be more engaged at work. People who can leverage their skills and experience and bring their “best selves” to work are more passionate and engaged. Those are character traits that you can’t “manufacture” or develop in your staff. They have to be there from the start. So make sure your recruiting and hiring processes screen for passion and fit with your organizational culture. You want people on your team who care about the same things you do. Look for a “spark” when candidates talk about their previous roles and the new opportunity.

Articulate and Communicate Your Organization’s Mission, Vision and Values

Of course, you can’t hire like-minded, passionate people if you haven’t yet figured out your organization’s mission, vision and values. And you can’t impassion your current staff if there’s nothing for them to rally to. So think about mission vision and values, agree on them, articulate them, and then communicate them to your employees over and over again. Make sure they’re reflected in your organization’s core competencies and strategic goals. Make your mission, vision and values part of your everyday work conversations. Make them visible and accessible to employees. And hold all employees accountable for supporting them.

Give Employees What They Need to be Engaged

Gallup and others give us fairly consistent lists of what employees need from their employers in order to be engaged in their work.

In essence, they need:

  • Clear expectations and direction for their work
  • Regular feedback on their performance
  •  The opportunity to use their knowledge, skills and experience, and “be their best”
  • The opportunity to develop further and advance their careers
  • Recognition and rewards for their contributions

These seem like such simple things, yet they can be hard for leaders and managers to provide. We often think we’re doing them, then find out that from our employees’ perspective, we’re not.

That’s why having a formalized performance management process that regularly prompts managers and employees to have conversations about goals, performance and development is so important. And doing employee reviews once a year certainly isn’t enough. Most experts now agree that quarterly reviews, especially for progress on goals are critical.

But you need to really build a management and workplace culture where discussions about expectations and performance are a weekly or even daily practice. And employee development needs to be actively encouraged and supported, both through informal, on-the-job training along with ongoing coaching and feedback, and through more formal development activities.

You also need to ensure that employees are recognized and rewarded for the contributions. Recognition can take many forms, from praise to public “thank yous” to company wide communication about team or group accomplishments, and even regular communication about organizational accomplishments that acknowledge team and individual contributions. It should also take the form of appropriate monetary rewards. It’s important to make a clear link between compensation and performance, whether that’s in the form of base pay increases, bonuses, stock options, profit sharing or some other scheme.

Make Engagement a Leadership Priority

Leaders need to not only endorse these management practices, they need to lead by example and charge HR and their management teams with engraining them in the organization’s culture, using formal and informal means.

While you can’t make your staff be engaged in their work – only they can do that — as a leader you can create a work environment and management culture that encourages and supports employee engagement. The research indicates that that is just good business.

 

Sean Conrad has helped countless organizations improve their employee engagement and talent management practices. He writes and speaks regularly on the topics and is a regular contributor to Halogen Software‘s Exploring talent management blog.


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

The Ten Biggest Issues in Business Today

During the past 45 days I have presented workshops to more than 1,000 CEOs, business owners and senior executives in several states in the US and across New Zealand and Australia and have been amazed to see an extremely clear pattern emerge about what this widely diverse group of businesses all agree are key areas they must focus on more intently in their organizations. 

Read this list carefully and consider whether these might also be areas that you need to spend more time, effort and resources on in your business.

 

  1. Lack of a vivid, compelling and well-communicated a vision and strategy for growth.
  2. Lack of specific, measurable, binary metrics that support the vision and strategy.  
  3. Lack of disciplined execution / culture of high accountability.
  4. Do not truly listen to, and deeply understand, the voice of the customer (VOC).
  5. Do not understand our “Moments Of Truth” and therefore do not have processes in place to execute them flawlessly every single time, with every single customer.
  6. Do not do a superb job in talent development.
  7. Do not deal decisively with mediocrity and poor accountability.
  8. Have not invested enough time and energy in building a high-performance/winning culture. 
  9. Not focused enough on innovation.
  10. Lack of trust and true teamwork across the entire organization.

I would say that in the last year, talking to literally thousands of business owners and CEOs that nearly every one of them struggled with at least a few of the things on this list.  It would be my suggestion that you sit down with your top people and score the above items on this scale:

1 = Strongly Agree that this describes our organization.

3 = Agree Somewhat that this describes our organization.

5 = Not Sure if this describes our organization.

 7= Disagree Somewhat that this describes our organization.

10 = Strongly Disagree that this describes our organization.

Anyplace you score a 7 or less should be an area of concern and any score below a 5 should get you very worried.

As you look at this list you might think the items I’ve listed are fairly mundane –just fundamental business practices that you know are important, however there is a big difference between knowing something – and actually doing it every single day.  Most business people I talk to clearly understand that on a scale of 1 to 10 they should be a 9 or 10 on all of the items I’ve listed above, yet very few truly are.  While having lunch with a client yesterday in Auckland, he asked me why this was and I replied that from my experience is because most people are too busy putting out fires and taking care of emergencies to focus on these critical fundamentals, or they do not have the will to enforce them as non-negotiable standards of performance across every part of their business.

Look for more blogs on these topics in the coming months as I will be building several new training classes to address these issues and adding them as chapters in the new book I’m writing.  If you have any specific questions on these issues please send me a note or post it here on the blog and I will do my best to address them.

Hope you are doing fantastic — John

 

PS – all work and no play makes Johnny a dull boy, so I did make sure to take a few days off to go fly fishing while on the south island of NZ!! (And yes, I released it – I release ALL of the trout I catch)

John Spence

Key Elements of a Winning Culture

Some Advice on Hiring

Advice on Hiring from John Spence on Vimeo.

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The Five Keys to Accountability

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