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Stanley Labovitz [email protected] 1-866-616-5552
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Page 1: Alignment presentation

Stanley [email protected]

1-866-616-5552

Page 2: Alignment presentation

Engagement / Alignment??What is it & Why Should we care……..

Defined:

Employee engagement is a combination of perceptions—including satisfaction, commitment, pride, loyalty, a sense of individual purpose and willingness to be an advocate for the organization — to go beyond normal expectations, displaying personal initiative, effort and persistence, that is directed toward organizational goals.”

Page 3: Alignment presentation

Engagement / Alignment??What is it & Why Should we care……..

Defined:

Employee engagement is a combination of perceptions—including satisfaction, commitment, pride, loyalty, a sense of individual purpose and willingness to be an advocate for the organization — to go beyond normal expectations, displaying personal initiative, effort and persistence, that is directed toward organizational goals.”

Page 4: Alignment presentation

50 % Spread in Performance Companies with high levels of employee

engagement improved 19.2% in operating income while companies with low levels of

employee engagement declined 32.7%. Towers Watson

Engagement / Alignment??Why Should we care……..

Page 5: Alignment presentation

Wealth Creation

Earnings per share (EPS) growth of 89 organizations found that the EPS growth rate of organizations

with engagement scores in the top

quartile was 2.6 times that of organizations with below average

scores. Gallup

Engagement / Alignment??Why Should we care……..

Page 6: Alignment presentation

Productivity

Engaged employees are

consistently more productive,

profitable, safer, healthier, and 87% less likely to leave

their employer.Corporate Leadership Council & Fleming & Apslund

Engagement / Alignment??Why Should we care……..

Page 7: Alignment presentation

Safety

Those with engagement scores

in the bottom quartile averaged

62% more accidents.

Gallup

Engagement / Alignment??Why Should we care……..

Page 8: Alignment presentation

Engagement / Alignment??~ Myths to Debunk

1. The Drivers are the Same across all Organizations

2. Engagement Drivers are the Same as Business Drivers

3. Employee Engagement should be ‘Maximized’

McBassi & Co

Page 9: Alignment presentation

Engagement / Alignment??~ Myths to Debunk

1. The Drivers are the Same across all Organizations ~ They need to be set within the context of your “Main Thing”

2. Engagement Drivers are the Same as Business Drivers ~ They are very different from Business Drivers and need be integrated

3. Employee Engagement should be ‘Maximized’ ~ Engagement bears costs and needs to be targeted & optimized to your needs

McBassi & Co

Page 10: Alignment presentation

Two Types of Engagement Drivers ~ Emotional & Rational

4 EmotionalEngagement

Workforce /Managers

“Extra”Discretionary

Effort

4 RationalEngagement

Intent toStay

HighPerformance

WorkforceRetention

Types ofEngagement

Outputs of EngagementAudience

Canadian Conference Board Research

Page 11: Alignment presentation

Canadian Conference Board Research

Line of SightInspiring Vision

Goal ClarityTask Relevance

Access to InformationPerformance Indicators

Nature of WorkUnderstanding of passions

Sense of AutonomyDecision Making Authority

Sense of SecurityChallenging Work

DevelopmentSpecific Job Knowledge

Ongoing Performance FeedbackRecognition of CapabilityInput into Individual Plan

Defined Career Path

CareerOpportunities

Opportunity for PromotionPerformance/Compensation

AlignmentTools and Resources

Effective On-Boarding

Trustand Integrity

Values/Behavior AlignmentConsistent Communication

Sense of EmpathyOpenness to FeedbackStrong Follow-Through

Co WorkersMutual Trust

Open, Candid CommunicationSupport & Encouragement

Energetic Positive EnvironmentTeamwork & Collaboration

Pride in theOrganization

Organizational SuccessEffective Leadership

Efficient ManagementCommunity Involvement

Relationship withLeaderInspiration

Clear CommunicationCommitment to Diversity

Adaptable to ChangeResourceful

Predominant Engagement Drivers

(& What’s Measured)Emotional Drivers

Rational Drivers

Page 12: Alignment presentation

Engagement / Alignment??So How do we get it……..How do we Measure it?

Engagement, Sustained Growth & Profit are delivered by creating alignment between “engaged” people, customers, strategy and process…….to Execute with Excellence.

Sustained Excellence emerges when all the key elements of a business are connected to each other & are linked to the marketplace.

George Labovitz ~ The Power of Alignment

How do I Align the Execution of my entire Organization with the Coherence of a Laser

Beam?

Page 13: Alignment presentation

Key Business Elements Relation to Alignment & Creation of

Engagement

Strategy

People

Processes Customers(Members / Chairs)

LeadershipCulture

13

Page 14: Alignment presentation

Align culture to StrategicVision

Communication Strategy

Training in response to arapidly changing operating

environment

Strategy

People

Processes Customers(Members / Chairs)

LeadershipCulture

14

Key Business Elements Relation to Alignment & Creation of

Engagement

Page 15: Alignment presentation

Identify strategic initiatives

Align all work with strategic vision

Design of metric systems

Create a shared strategic vision

Deploy Strategy to enhance execution

Identify critical success factors

Identify competencies necessaryto achieve the strategic vision

Identify current competency levels

Design and deploy plans to “close the gaps”

Design and align reward and recognition systemsWith organizational goals and desired competencies

Design of metric systems

Core process identification

Process improvement

Design of metric systems

Identify critical “strategic”customers

Identify customer ‘delight’ factors

Gather “actionable” customer data and use it to deliver value

Design of metric systems

Align culture to StrategicVision

Communication Strategy

Training in response to arapidly changing operating

environment

Strategy

People

Processes Customers(Members / Chairs)

LeadershipCulture

15

Key Business Elements Relation to Alignment & Creation of

Engagement

Page 16: Alignment presentation

Identify strategic initiatives

Align all work with strategic vision

Design of metric systems

Create a shared strategic vision for TEC-Canada

Deploy Strategy to enhance execution

Identify critical success factors

Identify competencies necessaryto achieve the strategic vision

Identify current competency levels

Design and deploy plans to “close the gaps”

Design and align reward and recognition systemsWith organizational goals and desired competencies

Design of metric systems

Core process identification

Process improvement

Design of metric systems

Identify critical “strategic”customers

Identify customer ‘delight’ factors

Gather “actionable” customer data and use it to deliver value

Design of metric systems

Align culture to StrategicVision

Communication Strategy

Training in response to arapidly changing operating

environment

Strategy

People

Processes Customers(Members / Chairs)

LeadershipCulture

16

Key Business Elements Relation to Alignment & Creation of

Engagement

Page 17: Alignment presentation

Identify strategic initiatives

Align all work with strategic vision

Design of metric systems

Create a shared strategic vision for TEC-Canada

Deploy Strategy to enhance execution

Identify critical success factors

Identify competencies necessaryto achieve the strategic vision

Identify current competency levels

Design and deploy plans to “close the gaps”

Design and align reward and recognition systemsWith organizational goals and desired competencies

Design of metric systems

Core process identification

Process improvement

Design of metric systems

Identify critical “strategic”customers

Identify customer ‘delight’ factors

Gather “actionable” customer data and use it to deliver value

Design of metric systems

Align culture to StrategicVision

Communication Strategy

Training in response to arapidly changing operating

environment

Strategy

People

Processes Customers(Members / Chairs)

LeadershipCulture

17

Key Business Elements Relation to Alignment & Creation of

Engagement

Page 18: Alignment presentation

Identify strategic initiatives

Align all work with strategic vision

Design of metric systems

Create a shared strategic vision for TEC-Canada

Deploy Strategy to enhance execution

Identify critical success factors

Identify competencies necessaryto achieve the strategic vision

Identify current competency levels

Design and deploy plans to “close the gaps”

Design and align reward and recognition systemsWith organizational goals and desired competencies

Design of metric systems

Core process identification

Process improvement

Design of metric systems

Identify critical “strategic”customers

Identify customer ‘delight’ factors

Gather “actionable” customer data and use it to deliver value

Design of metric systems

Align culture to StrategicVision

Communication Strategy

Training in response to arapidly changing operatingenvironment

Strategy

People

Processes Customers(Members / Chairs)

LeadershipCulture

18

Key Business Elements Relation to Alignment & Creation of

Engagement

Page 19: Alignment presentation

Identify strategic initiatives

Align all work with strategic vision

Design of metric systems

Create a shared strategic vision for TEC-Canada

Deploy Strategy to enhance execution

Identify critical success factors

Identify competencies necessaryto achieve the strategic vision

Identify current competency levels

Design and deploy plans to “close the gaps”

Design and align reward and recognition systemsWith organizational goals and desired competencies

Design of metric systems

Core process identification

Process improvement

Design of metric systems

Identify critical “strategic”customers

Identify customer ‘delight’ factors

Gather “actionable” customer data and use it to deliver value

Design of metric systems

Align culture to StrategicVision

Communication Strategy

Training for Leadership & Chairs in rapidly changing operating

environment

r•

Strategy

People

Processes Customers(Members / Chairs)

LeadershipCulture

19

Key Business Elements Relation to Alignment & Creation of

Engagement

Page 20: Alignment presentation

Alignment ~ It’s all about Measurement

How do you know if your aligned:

•Is the Strategy Clear, Well Communicated & Priorities Understood?•Are Leaders, Managers and Workers aligned to deliver ‘Exceptional’ Experiences?•Are Customers being delighted?•Do the processes work efficiently enough to be cost effective?•Do the people have training needs – individually or in aggregate?•Does engagement exist at every level, with “commitment, pride, loyalty, a sense of individual purpose and willingness to be an advocate for the organization — to go beyond normal expectations, displaying personal initiative, effort and persistence, that is directed toward organizational goals.” •Do I have a clear understanding of “engagement” and “business drivers” by each demographic?

Page 21: Alignment presentation

How Can I Burn Through the Complexity?

DIAGNOSTICS SIMPLIFY COMPLEXITY

We need to see to align each of the organizational body parts

Page 22: Alignment presentation

The 4 Steps to Align & Engage Organizations for greater profitability 

 

Page 23: Alignment presentation

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Emotional Drivers ~ to identify areas for performance improvement

Operational Excellence ~ to identify operational improvements

Engagement Index ~ Overall Rating to measure Continuous Improvement

Rational Drivers ~ to identify the potential for turnover

Survey Construction[Based on ‘Your’ Main Thing]

Page 24: Alignment presentation

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Extraordinary Diagnostic AbilitiesThe Tools that Align!

Extraordinary Diagnostic AbilitiesThe Tools that Align!

Stakeholder Perceptions Learning Gaps Strengths & Development Needs

High Impact Priorities Most important

Needs by Country-Manager

Manager’s Needs

Detailed Analysis Comparisons

Page 25: Alignment presentation

Live Demo

Page 26: Alignment presentation

Alignment ~ What is it & Why is it critical

How well are you aligned:

•Is the Strategy Clear, Well Communicated & Priorities Understood?•Are Leaders, Staff & Chairs aligned to deliver ‘Exceptional’ Experiences?•Who are the Customers ~ Chairs…..Members…Prospective Members?•Do the processes work ~ Are they balanced between too light & too heavy?•How do I identify and plan for Chair training needs – individually or in aggregate?•Do I have a clear understanding of the needs – by demographics – of chairs and members?•Most importantly ~ what would the Customers [Chairs & Members] say and how does it impact attraction, retention and overall profitability and sustainability of TEC-Canada?

Page 27: Alignment presentation

TEC – Canada ~ Our Value Proposition

1. Exceptional Leaders Focus on Professional & Personal Leadership Goals Trusted Peers & Exceptional Chairs Experience, Wisdom & Mutual Accountability

2. Exceptional Decisions Business Experts & New Learning Technologies to

hone CI & Intellectual Capital Clarity of Vision through knowledge & Best Practices Regional, National & International Opportunities

through Vistage’s community

3. Exceptional Results Sharpened competitive spirit, broadened network &

focus on measurable results

Page 28: Alignment presentation

Stanley Labovitz

“Ultimately, if you want sustained growth & profit ~ you must create alignment between people, customers,

strategy and process.”

Questions & Next Steps

Page 29: Alignment presentation