Strategy, Team, Execution...and Results:
12 Strengths of Organizational Management
1. Vision, Purpose, & Values
2. Recruiting, Training, & Motivation
3. Team Building
4. Performance Improvement & Execution
5. Leadership and Management
6. Consultative Selling
7. Verbal & Written Communication
8. Effective Group Presentations
9. Customer Delight
10. Sales Force Management
11. Distribution & Supply Chain
12. Safety
I. Vision, Purpose, & Values
A. Organizational Clarity. Clear company vision, purpose, and values
1. Constant Messaging to Employees
2. Silos Give Way To Cross-Functional Teams
3. Every Org Chart Has An Expiration Date
4. Leaders Need Vision & Strategy...
But most don't. They just "whack at the ball."
B. At Least One Major Innovation A Year
1. Benchmark Outside Company
2. Change The Rules
3. In You're Not Playing To Win...You're Playing to Lose
C. One Page Operating Plan
1. Operate with a "Theme"
(Such as Supplier, Employer, and Customer of Choice)
2. Rockefeller Habits
Everyone On the Same Page
II. Recruiting, Training, & Motivation
A. Adults Learn Through Enjoyable Experiences
B. Don't Set A Fire Under People...
...Set One INSIDE People
C. Maslow's Hierarchy
-Personal Growth
-Self-Esteem
-Social
-Security
-Physical
D. WIFM: Always Keep Other's In Mind
E. Who's Job Is it Anyway?
Overheard At Most Companies: "That person didn't get enough or the right training. That's why they made the error."
(Usually shows there's a lack of training and involvement by the manager).
F. Generational Differences
Matures: Born 1920-1950 Age 58-88
Dedication and sacrifice, conformity, blending, unity, team. "We first."
Boomers: Born 1950-1965 Age 43-58
Workaholic & work ethic, competitive, success very visible, optimistic, consumers.
Gen X: Born 1965-1980 Age 28-43
As youths, they were taught to question authorities. Disdainful of boomers ("lots of noise--but what did they do?). Began trend of parents and children as friends. View things on shorter time frames. Carpe diem.
Millenials: Born 1980- Age 28 and youngerOptimistic, but busy and stressed. Coddled. Group oriented. Like "Gen X," they were raised as friends of their parents. Ambitious.
The younger generations are looking to "pay their dues make it to the top." They're looking for a place to "hang out" for a while, since they'll probably have 15-20 jobs in their lifetime. Lot's of freedom, benefits, time off, and individualism.
G. Always Be Recruiting...If the only time you recruit is when you need people--you will always end up with sub-standard people.
H. Employee Incentives for Recruit
III. Team Building
A. The 5 "Functions" of a Team. Solid Teams Focus On and Hold as Valuable:
1. Results
2. Accountability
3. Commitment
4. Conflict
5. Trust
2. Fake Team Worse Than No Team
3. Consensus Can Be a 4-Letter Word
Disagree and Commit. Leader must drag out conflict from the group. Enter the "danger zone."
B. Growth Is Critical For 2 Reasons
1. To Attract and Retain Business Alliances
2. To Provide Opportunities for Employees
C. Candor
There must be candor between all members of the management team.
IV. Performance Improvement & Execution
A. Measurement, Scoreboards, and Accountability
1. Rank Your People
70-20-10Forced RankingsPrioritize Based on 80/20
2. GOALS: Measurable, Observable, Time Specific
3. KPI's
For DistributionSales
Gross Margin Dollars
Credits (as a percentage of sales)
# of Orders
Accuracy
Fill Rate
Manufacturing Efficiency
B. Good To Great
1. Right People On The Bus
2. Confront The Brutal Facts
3. Hedgehog Concept
4. Technology As An Accelerator
5. Level 5 Leadership
C. Execution
1. Velocity in Every Undertaking
2. Focus On Strengths and Accelerate
3. The Discipline of Getting Things Done
The 7 Essential Behaviors.
Know Your People and Your Business
Insist on Realism
Set Clear Goals and Priorities
Follow Through
Reward The Doers
Expand People's Capabilities
Know Yourself
4. Management Execution/Development Plans
5. The 4 Disciplines of Execution
Focus on The Wildly Important
Create A Compelling Scoreboard
Translate Lofty Goals Into Specific Actions
Hold Each Other Accountable--All of the Time
D. Financial
1. Open Book Management
2. Share Financials w/ Extended Mgmnt. Team
E. Problem Solving Formula
1. Identify "what is the problem?"
2. Identify the possible causes
3. List out possible solutions
4. Weigh consequences and cost of solutions
5. Implement the appropriate mix of solutions
6. Follow Up/Inspect
F. Lean Manufacturing
1. Eliminate NVA
2. Five S
* Sort - the first step in making things cleaned up and organized
* Set In Order - organize, identify and arrange everything in a work area
* Shine - regular cleaning and maintenance* Standardize - make it easy to maintain - simplify and standardize
* Sustain -maintaining what has been accomplished
3. Don't Overlook Starting at the Front Office
G. Benchmarking Trips
V. Leadership and Management
A. Three Key Roles of Top Leader
1. Strategy Keeper
2. Attract and Develop Managers
3. Cheerleader
B. Leadership
1. Manager Must "Make The Rounds"
2. Thematic vs. Hands-On Leadership
A manager can provide thematic leadership while on the command deck, while subordinates man the battle stations. However, that same manager must never hesitate to roll up his sleeves and do the work himself when needed.
3. Actions Speak Louder Than Words
4. More Can Be Done Through Praise and Recognition
...than can be done with criticism. Catch people doing things right
5. Leader's Can't Motivate Anyone...
...But--he or she can create a motivating environment where people wish to excel, contribute, work as a team, and succeed. This is done by uncovering what motivates various individuals and teams, making that their reward, providing clear but general direction, providing tools, solving problems, and then getting out of the employee's way to allow them to get it done their way.
C. Managing People
1. People Must Feel They Make A Difference
...that they have voices, and that they have choices.
Put a "10" On Everyone's Head
2. Communicate, Demonstrate, Orchestrate
3. Don't Manage People; Manage Agreements
4. Be A Resource and Coach
While coaching--you must also provide clear leadership and direction
5. Set Clear Expectations
6. Meet Qtrly w/ Extended Mgmnt Team
VI. Consultative Selling
A. Understand and Solve Needs of Ultimate User
See things from the customer's point of view
B. The Art of Questioning
1. Two Ears / One Mouth
C. Long Term Goals
D. You Must Achieve "Win-Win"
E. Role Of The Advisor
F. Helps Instead of "Closes"
G. Roundtables/Focus Groups
H. Inside Sales Rep
Stronger Part
The Inside Team becomes a more powerful force in customer service, knowledge, and information.
VII. Verbal & Written Communication
A. Verbal
1. Clear Expectations
2. Staging
3. Active Listening
4. "Hear"
5. Time Of Day Communication
B. Written
1. Headline Your Main Point at the Start
2. Never Send an E-mail When You Should Call
VIII. Effective Group Presentations
A. Prep
Interact MoreAvoid The MonologueAsk Questions/Get Feedback
1. Plan Early-Prepare Thoroughly
2. Use Audio Visuals
3. Rehearse
4. Get Set Up Well Before Starting Time
B. Go
Interact MoreAvoid The MonologueAsk Questions/Get Feedback
1. Greet Your Early Arrivals
2. Open With Your Name and Attention Grabber
3. Get Comfortable and Make Your Audience Feel Comfortable
C. Show
Interact MoreAvoid The MonologueAsk Questions/Get Feedback
1. Move Around; Use Gestures and Animation
2. Vary Your Speech Pitch and Pace
3. Interact With Your Audience
4. Keep Track of Time
5. Close with a Lasting Impression or Call To Action
IX. Customer Delight
A. Customer Delight
1. ID and Overcome Critical Constraints (Bottlenecks)
Learn what these are from employees. What's hassles them is probably what's hassling your customers. What do employees complain about most?
2. How Do You Want To Innovate?
3. Must ID What Customers Need......that they don't know they need.Customers Want More For Less
4. Give An "Employee Alignment Quiz"
What is Our #1 Cust. Niche?Who Are the 5 Most Profitable Cust?What is Our Unique Service/Value Advantage?
5. Ensure Customers "Fall In Love" With Your Company
6. 360-Degree Customer Experience
Switch From Customers to Members/GuestsThe 360-Degree Customer Experience
(Adopted from material by Mark Stevens, MSCO)
Concept: Build a 360-Degree Customer Experience so that your business revolves around your customers. Do it in such a way—that they are no longer customers—but rather members and guests.The customer must be at the core of what everyone in the organization does on a daily basis. And if we are to speak it—we must mean it. And therefore—the focus must be to:
| Anticipate their needs |
Vs. |
Respond to their needs |
| Exceed their expectations |
Vs. |
Meet their expectations |
| Thrill them |
Vs. |
Satisfy them |
| Surprise them with gestures of thoughtfulness |
Vs. |
Give them everything they expect |
| Wrap them in a cocoon of products and care |
Vs. |
Give them access to services |
| Make certain they fall in love with your company |
Vs. |
Be satisfied if they like you |
| Offer them a lifetime of unique experiences and values |
Vs. |
Close a sale/make the transaction |
| Commit to them |
Vs. |
Be willing to take their next order |
X. Sales Force Management
A. Territory Management
1. Assessment
Top 3 Current Cust.
Top 3 Opportunities
Top 3 RoadblocksCompetitor's
Top 3 Cust.Key Upcoming Events
Current % Time Spent on...
2. Three Goals
Increase Sales
Improve Profits
Reduce Costs
3. Customer Management
Rationalization is Critical
Provides Right Services
Saves Costs
Triage to Allocate Resources
Create "Prime Account Programs
"Definition of Loyalty......is the absence of a better alternative
Rank Customers
All Customers Are Equal......its just that some customers are more equal than others
.Everyone In Org. Must Know the List
Person Who Meets The Problem Owns The Problem
B. Sales Force Effectiveness
1. At the Heart is Accountability
PlanningExecutingMeasurementCoaching & FeedbackCan't blow smoke at non-performing reps
2. Compensation
Amount at risk has little to do with a company's market share growth.Margin,, ROA, & Cust. Sat
3. Focus
Do Reps Prioritize?10 Largest Cust. Make Up 80% of Vol.5 Largest Cust. Make Up 95% of Vol
4. Use A Formal Planning
Goal SettingTargetingFollow UpAccountability
XI. Distribution & Supply Chain
Paul Dodge, V.P. Strategic Sourcing, Centex Homes*They identify the highest cost area and seek to own or leverage best method for sourcing. The three areas are:
1. Product
2. Distribution
3. Installation
*Paul moved to Pro-Build in 2007 as VP of Supply Chain
A. Going Vertical
1. Strategic Importance
2. Number of Suppliers
3. Complexity
4. UncertaintyAsk: "Where are the costs?"
B. Distribution
1. Must "Create" Their Future
2. Own Relationship w/ Customer
3. Positioned as #1 or #2...
positioned as #2 in as many places as possible--so that when #1 falls-- distributor is there to pick up the business
4. Four Reasons Mfgs. Use Dist.
-Knowledge of the market, customers, trends, and opportunities.
-Access to customers
-Execution of plans, strategies, value-added services, and coverage
-Volume increases that meet growth goals of the manufacturer
XII. Safety
A. Incident Tracking
B. Safety Awareness
C. Health & Safety Training
D. Housekeeping Plan
E. Training/Best Practices/Procedures
F. Incentive Program
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