CULTURE IS YOUR ULTIMATE COMPETITIVE ADVANTAGE

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1 INNOVATION FLEXIBILITY SCALE RECRUITMENT ACQUISITIONS CREATIVITY LEADERSHIP BRANDING ALLIANCES CULTURE RETENTION CULTURE IS YOUR ULTIMATE COMPETITIVE ADVANTAGE SUPPLY CHAIN CAPITAL TALENT PROCESS PRICING BOARD STATURE SYSTEMS ADVERTISING CUSTOMERS EXECUTION LOGISTICS DATA LOCATION TECHNOLOGY DISTRIBUTION STRUCTURES

2 4 Think about a great organisation you know What makes them so remarkable?

3 5 They all share the most powerful, hard-to-replicate, and sustainable competitive advantage. WINNING CULTURES

4 Nearly everything about your organisation including your strategy, products, and systems can be replicated, except one thing: the effectiveness of your people. Culture is the ultimate competitive advantage. Bob Whitman Chairman & CEO, FranklinCovey

5 5 Culture is the Spoken and unspoken values, norms and systems Nature of the relationships Collective behaviour of your people

6 5 Too many organisations leave building their culture to chance. GREAT CULTURES are designed intentionally

7 5 WINNING CULTURES Designed intentionally Established framework Common language Leader-led

8 ACHIEVING A WINNING CULTURE GREAT LEADERS EFFECTIVE INDIVIDUALS ORGANISATIONAL FOCUS & EXECUTION WINNING CULTURE DISTINCTIVE CONTRIBUTION ENGAGED EMPLOYEES LOYAL CUSTOMERS SUSTAINED PERFORMANCE 5

9 6 CULTURE IS YOUR ULTIMATE COMPETITIVE ADVANTAGE CREATING A CULTURE OF EFFECTIVENESS

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11 7 Three Constants Change Choice Principles of Effectiveness

12 7 To create a culture of highly effective individuals, people need a framework.

13 8 The 7 Habits Framework

14 8 PARADIGM RESULTS PRACTICE

15 PROACTIVE BEHAVIOUR When people are proactive, they pause to allow themselves the freedom to choose their response based on principles and desired results. 11

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17 CULTURE IS YOUR ULTIMATE COMPETITIVE ADVANTAGE CREATING A CULTURE OF TRUST

18 3 Big Ideas 1. Trust is an economic driver, not merely a social virtue. 2. Trust is the #1 competency of leadership needed today. 3. Trust is a learnable competency. 15

19 1. Trust is Confidence. (The opposite distrust is Suspicion) 2. Trust includes both Character and Competence. 3. Smart Trust is judgment a third alternative from the extreme of Blind Trust (gullibility) and the other extreme of Distrust (suspicion). 16

20 The Trust Tax 16

21 The Trust Dividend 16

22 20 The 5 Waves of Trust

23 21 The 4 Cores of Credibility

24 13 Behaviours of High-Trust Leaders Character 1. Talk Straight 2. Demonstrate Respect 3. Create Transparency 4. Right Wrongs 5. Show Loyalty Competence 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectations 10. Practice Accountability Character & Competence 11. Listen First 12. Keep Commitments 13. Extend Trust 22

25 Trust Taxes: Examples Low employee engagement/ commitment Lack of innovation Decreased collaboration/ teamwork Increased turnover/losing your best people Increased politics Duplication of processes Increased bureaucracy Increased customer churn 16

26 CULTURE IS YOUR ULTIMATE COMPETITIVE ADVANTAGE CREATING A CULTURE OF EXECUTION 25

27 There are two kinds of strategies a leader will have to execute STROKE OF THE PEN Strategy BEHAVIOUR CHANGE Strategy Capital Investment Expansion of Staff Change in Policy or Programs Strategic Acquisition Media Buy Improved Customer Experience Process Adoption Higher Quality Services Faster Responsiveness Operational Consistency 25

28 Executing Behaviour Change Strategy 5 Habits 4 Individual Ownership 3 Team Accountability 2 Leadership Emphasis 1 Drive to Improve 26

29 WHIRLWIND (The Day Job) GOALS (New Activities) URGENT IMPORTANT (IT ACTS ON YOU) (YOU ACT ON IT) 26

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31 Discipline 1: Focus on the Wildly Important NUMBER OF GOALS (in addition to the whirlwind) GOAL ACHIEVED WITH EXCELLENCE

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33 Discipline 2: Act on the Lead Measures LAG MEASURE LEAD MEASURE MEASURES THE GOAL. MEASURES SOMETHING THAT LEADS TO THE GOAL. IS SOMETHING WE CAN INFLUENCE. PREDICTIVE INFLUENCEABLE Decrease total body weight from X to Y by 31/12 LOSE WEIGHT Limit calories to 2,100 or less per day (diet). Run 16kms per week (exercise). 28

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35 Discipline 3: Keep a Compelling Scoreboard People play differently when they are keeping score 29

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37 Discipline 4: Create a Cadence of Accountability Key Question What are the one or two most important things I can do this week to impact the team s performance on the scoreboard? 30

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39 INNOVATION FLEXIBILITY SCALE RECRUITMENT ACQUISITIONS CREATIVITY LEADERSHIP BRANDING ALLIANCES CULTURE RETENTION CULTURE IS YOUR ULTIMATE COMPETITIVE ADVANTAGE SUPPLY CHAIN CAPITAL TALENT PROCESS PRICING BOARD STATURE SYSTEMS ADVERTISING CUSTOMERS EXECUTION LOGISTICS DATA LOCATION TECHNOLOGY DISTRIBUTION STRUCTURES