TEN YEARS OF IDEAS AND INSPIRATION. TEN YEARS OF RENOWNED EXPERTS AND LEADING COMPANIES SHARING STRATEGIES FOR SUCCESS. TEN YEARS OF CELEBRATING

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2 TEN YEARS OF IDEAS AND INSPIRATION. TEN YEARS OF RENOWNED EXPERTS AND LEADING COMPANIES SHARING STRATEGIES FOR SUCCESS. TEN YEARS OF CELEBRATING GREAT WORK. WE RE EXCITED TO HIGHLIGHT KEY INSIGHTS FROM TEN YEARS OF O.C. TANNER S EXECUTIVE RECOGNITION SUMMIT.

3 K E Y N OT E S P E A K E R S DAV E U L R I C H PA R K C I T Y 2014 MICHAEL ABRASHOFF N E W YO R K 2011 JEFFREY PFEFFER SAN DIEGO 2008 D O R I S K E A R N S G O O DW I N WA S H I N G TO N D. C BILL GEORGE VA N C O U V E R 2010 DAV E U L R I C H N E W YO R K SIR KEN ROBINSON SAN FR ANCISCO 2012 D R. M I C H A E L WAT K I N S B O S TO N 2009 J I M KO U Z E S SAN FR ANCISCO 2006 B O B J OYC E N E W YO R K 2005 VA N C O U V E R B O STO N N E W YO R K C I T Y PA R K C I T Y WA S H I N G T O N D. C. SAN FRANCISCO SAN DIEGO S U M M IT LO C ATI O N S PA R K C I T Y WA S H I N G TO N D. C SAN FR ANCISCO N E W YO R K VA N C O U V E R B O S TO N 2008 SAN DIEGO N E W YO R K 2006 SAN FR ANCISCO N E W YO R K

4 2014 PARK CITY 2014 Get passionate about how what we do helps our organizations succeed in the marketplace. Continually ask, how do we build a mindset in culture that allows us to be agile and move to new markets? That allows us to be focused more on customers than products? How do we drive collaboration? DAVE ULRICH, BESTSELLING AUTHOR OF OUTSIDE IN

5 TOP FIVE INSIGHTS: 2014 PARK CITY 1 Employees today expect an experience; they expect to be happy. Deliver on this promise by giving them autonomy and control, promoting mastery, and creating a sense of belonging. 2 What s the template for culture change? Define culture through the eyes of your key customers (look outside in). Make it real with the top down agenda, communicate it, share it, and tend to it. Make it real from the bottom up by letting employees act on it, and by letting them know what matters. Weave it into your processes, staffing, training, culture, and compensation. Make sure leaders behave against it. 3 Look at your leadership brand and ask, are we building leaders inside who do what we promise our customers? 4 Play the role as a connector. Use recognition to build connections to your brand, your customers, your leaders, and your team members. 5 Promote a culture of wellbeing with leaders who show people they value getting activity; they value having the right foods around the workplace; they value getting a good night sleep and protect that because they know it s important for everyone else.

6 2013 WASHINGTON D.C By studying the lives of others, we hope that we, the living, can learn from their struggles and their triumphs. DORIS KEARNS GOODWIN, PULITZER PRIZE-WINNING AUTHOR

7 TOP FIVE INSIGHTS: 2013 WASHINGTON D.C. 1 True value lies in connecting people to the story your data reveals. Use metrics as a guide for improving environments, processes, and systems. 2 Ten keys to leadership: find your passion; build your leadership brand; unleash passion in others; be an inspiration; find the fun with a purpose; move the wrong people out quickly; create action plans and measure results; accept mistakes but only once; stay uncomfortable; love your team. 3 Embrace your community and the people you connect with every day as you can t underestimate the ripple effect of these acts of kindness. 4 Lessons learned from two iconic presidents, Abraham Lincoln and Franklin Roosevelt: Acknowledge errors and learn from mistakes; share credit for success; surround yourself with rivals who challenge your assumptions; use the power of story to communicate. 5 Award-winning work begins with the intention of creating a difference people love. Great workers ask the right questions, see for themselves, talk to their outer circles, improve the mix, and measure and fine tune to deliver the difference.

8 2012 SAN FRANCISCO 2012 Recognizing and celebrating human talent is probably the most important strategic step we can take for the health of organizations. Human organizations are like organisms. They grow on feeling and spirit and strength and optimism and hope. If you get the energy right, you can achieve anything. SIR KEN ROBINSON, NEW YORK TIMES BESTSELLING AUTHOR AND CELEBRATED TED TALKS SPEAKER

9 TOP FIVE INSIGHTS: 2012 SAN FRANCISCO 1 Make the time to attend and participate in career achievement celebrations. You ll better understand the challenges and successes experienced by people on your teams. 2 People still want to build a career with a good company, making it critical that you pause and uniquely celebrate key milestones along the way. 3 Find your own element. Then find other people who share your passion and new opportunities will open up. 4 Training is critical in getting people to understand that it s not just about saying thank you. It s about how you say thank you and the effort you put into recognizing people for their accomplishments. 5 When recognition is used to communicate and drive awareness of key initiatives, it has a tangible impact on performance, productivity, and quality.

10 2011 NEW YORK What we tried to create was a sense of teamwork, a sense of camaraderie, a sense of esprit de corp. This all led to unity of purpose, where we stopped focusing on our divisions, and started focusing on the things that united us. MIKE ABRASHOFF, BESTSELLING AUTHOR OF IT S YOUR SHIP

11 TOP FIVE INSIGHTS: 2011 NEW YORK 1 To effectively motivate and engage employees, leaders should understand their employees generational make-up and the ways they view work in the world. 2 Excellence only comes about when leaders create and lead engaged associates so that they take just as much ownership for the organization as you do Create sustainable change. Ask your executive team and your leaders, are we creating something that can be around for the long term? Get to know your people, listen to their ideas, and call out great work. 4 In bringing companies together, it s important to take the best from both and make it into one culture. 5 Find out what your people are thinking, even if it s not going to be great news, so you can improve. Be sincere. When you do surveys don t ignore the feedback but do something about it.

12 2010 VANCOUVER, B.C. Authentic leadership starts with knowing what your most deeply held beliefs, values, and principles are. What do you really believe about people? What has motivated you? What is your true north the internal compass that guides you through all your decisions? 2010 BILL GEORGE, BESTSELLING AUTHOR OF TRUE NORTH

13 TOP FIVE INSIGHTS: 2010 VANCOUVER 1 Management is the most noble of professions, if practiced well. No other occupation offers as many ways to help others learn and grow, take responsibility, be recognized for achievement, and contribute to the success of a bigger purpose. 2 Five steps to achieving authentic leadership: be self-aware; practice your values every day; balance your intrinsic and extrinsic motivators; develop support teams and good mentorships; be the same person at work, at home, and in your personal life. 3 People are motivated by security, the need to feel safe and bond with others, recognition of their peers, and the desire to find meaning in their work. 4 To build a brand, you need to start with building your team. This means you cheer for each other, share everything (information, credit, and even bad news), and be the best. 5 Traits of world-class teams: work towards a common goal; develop high levels of trust; practice open and honest dialogue; have strong accountability; and practice purpose-based recognition (especially peer-to-peer).

14 2009 BOSTON Understanding and mapping your culture is at the core of successful onboarding. If you do not understand your culture, you will not know how to make the right tradeoffs between raw ability and cultural fit DR. MICHAEL WATKINS, BESTSELLING AUTHOR OF THE FIRST 90 DAYS

15 TOP FIVE INSIGHTS: 2009 BOSTON 1 Research findings from a Towers Watson Global study revealed the top three drivers of engagement: opportunity and well-being (driven by recognition); trust (driven by communication); pride in the corporate symbol (driven by alignment). 2 Ask yourself: How do you help people adapt to the culture? How do you make sure expectations are aligned up, down and sideways? 3 Creating a successful recognition culture begins with winning the hearts of mid-level managers. If you get their buy-in pre-launch, through training and communication, you ll better ensure success. 4 Treat your people well. Recognize them when they do something. Put a program in place. Manage it. Lead it. Hold your managers accountable for using the tool. 5 Key elements of successful transitions: organize to learn; establish A-list priorities; define strategic intent; build the leadership team; lay the organizational foundation; secure early wins; create supportive alliances.

16 2008 SAN DIEGO Commitment is reciprocal. If you want your employees to be engaged and committed, you have to be engaged and committed with them. JEFFREY PFEFFER, BESTSELLING AUTHOR AND PROFESSOR AT STANFORD GRADUATE SCHOOL OF BUSINESS

17 TOP FIVE INSIGHTS: 2008 SAN DIEGO 1 How do you demonstrate commitment and get commitment back in return? Provide training and skill development. Reward team performance. Promote from within. Create an egalitarian culture. Recruite for cultural fit as well as skill. Recognize and show appreciation. 2 Your job as a leader is to make others successful. Admit mistakes. Build a culture of evidence-based, fact-based decision making. Reduce power differentials so that people will tell you the truth Write a list of the most important things you should be doing in your organization. Compare that list with the lists of other company leaders until there is a consensus of the organization s most critical goals. 4 Recognition is most effective when the behaviors that are recognized and rewarded support and meet corporate objectives. 5 Holding managers accountable to recognize effectively delivers the greatest results.

18 2007 NEW YORK An organization s primary goal should be to build leadership, not leaders. The ultimate test of a leader is whether they can build a culture that outlasts even them. DAVE ULRICH, BESTSELLING AUTHOR OF THE WHY OF WORK 2007 Build talent, culture, and brand. It s the difference between generic leaders and branded leadership. Do you recognize individual performance? Are your recognition practices consistent with your culture?

19 2006 SAN FRANCISCO 2006 As leaders, the first task that we have is to find our voice, to make sure that we are clear about what it is that we stand for and believe in. JIM KOUZES, BESTSELLING AUTHOR OF THE LEADERSHIP CHALLENGE Recognition that accelerates business results and motivates employee performance requires engaged managers. It requires top leaders of an organization to understand the value of recognition and to implement initiatives within the company that utilize it effectively.

20 TOP FIVE INSIGHTS: 2005 NEW YORK 1 The best leaders are those who get their employees to the point where they want to help the company be successful. Employees under these managers want to do the kind of work that could be the difference between winning and losing for the company The most effective way to have an organization full of employees who are both satisfied and engaged is to hire the right people for the right positions. 3 Potential employees should be selected based on behaviors and values that are important to the company. 4 Companies that did a poor job of recognizing excellence realized a return on equity of just 2.4 percent compared with an 8.7 percent return for companies in the top quartile of recognizing excellence. 5 Leadership transformation comes from creating a relationship between supervisor and employees that helps them understand how the jobs they do every day delivers on a promise.

21 From founding the renowned Tanner Lecture series to the work being done today by the O.C. Tanner Institute, we re committed to research and insights that help organizations inspire and appreciate great work. DISCOVER MORE AT OCTANNER.COM/INSTITUTE.

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