Jay Gentry

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Building a Performance Culturein Your Company

• Jay Gentry
• President, CCT Inc.

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Todays Session

• Successful professionals trying to get better
• Responsible for results at your respective
  businesses
• In a competitive landscape that is getting more
  difficult
• Where Customer expectations andsophistication
  are increasing
• We have an hour to work together
• Define Performance Culture
• Explore the Elements of Company Culture
• Share good ideas and war stories
• Objectives
• AHAs about company culture... and your companys
  culture
• Concepts/Ideas you might choose to apply when you
  back home from the session and from each other

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What do you think?

• What is meant by Company Culture?
• How would you describe the culture at
• Disneyland or Disney World
• Fed Ex
• HP, IBM, Apple, Oracle
• What is aPerformance Culture?
• What are some potentialareas of Performance

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Culture is a combination of

• Top Down... Image and Identity
• What we say or publish
• What gets measured and rewarded
• The examples that we set and stories that get
  told
• Bottom up Tribal Knowledge the Truth
• What is really valued and what is not
• Things you absolutely mustor must not do
• How do avoid getting into trouble
• What gets noticed, appreciated,rewarded
• Perceived reasons for the aboveand stories that
  get told

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Why is Culture Important?

• Policies and procedures are necessary but
• At some point they get in the way of performance
• They cant cover everything anyway
• Empowered or not your people are
• Making decisions
• Choosing among priorities
• Dealing with time sensitive situations
• Representing you the way they thinkyou want them
  to
• All of the above based on your Company Culture

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Element 1 Direction (Stake in the Sand)

• Define and Publish some combination of
• Vision or Vision Statement
• A condition to strive for
• What you want to be or have happen ultimately
• Mission or Mission Statement
• What you do how you do it how well you do it
• Can relate Customers, Employees, Owners, and
  Community
• Impact Statement (Value Proposition)
• What you do and who you do it for
• How your Customer is impacted by your
  involvement
• Values
• What you value as a company in individuals and
  their performance
• How you and your employees behave toward
  Customers and one another

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Vision Examples

• The Happiest Place on Earth(Disneyland)
• Put a Man on the Moon thisDecade (US Space
  Program)
• I have a Dream(Martin Luther King)
• That no person on the Central Coastwill have to
  die alone or in pain(Hospice Foundation)
• To be the Difference in Distribution(Tech Data)

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Mission Example

• Promote and support end-of-life care and services
  for Monterey and San Benito counties through
• Community Education
• Fund raising
• Prudent managementof assets
• Conscientious disbursementof grants to quality,
  non-profitorganizations that providethese
  services.
• (Hospice Foundation)

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Vision/Mission Combination

• To become the Pre-Eminent U.S. law firm serving
  the business and intellectual property needs of
  the private and public emerging growth company
  legal marketplace
• To provide total client satisfaction by exceeding
  expectations of value, quality, expertise,
  responsiveness, innovation, and personal service
• To be the employer of choice in the emerging
  growth company legal marketplace(Gunderson
  Dettmer)

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Impact Statement

• The IT Support Group will provide a competitive
  advantage in the marketplace for our Solutions
  Consultants
• Initial Technology and Communications
• Accessibility and Responsiveness (IT Support
  group for a Network Consulting Co.)
• Improve our Customers Market Performance(Just
  an idea)

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Shared Values

• Integrity and Respect
• The foundation of our business is integrity. All
  interactions with customers, business partners,
  suppliers, shareholders and team members must be
  conducted with integrity, ethics, and mutual
  respect.
• Teamwork
• We invest in our team members and provide a
  professional, challenging and rewarding
  environment where we work together as one
  cohesive team to share ideas and resources.
• Partnership
• Strategic business relationships with customers
  and business partners produce mutual benefits.
  We value those relationships and invest in their
  long term development.
• Passion for Winning
• We aspire to be the best at everything we do,
  always striving to be the first choice for our
  customers and business partners.
• Ownership
• We promote an environment of personal
  accountability that delivers consistent results
  against commitments. We own each team decision as
  if it were our own.
• (Tech Data)

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Table Group Discussion

• What do you do at your company to set the
  Direction put a Stake in the Sand so that your
  employees know
• Where the company is going
• How you are going to get there
• What is important top priorities
• How to to behave towardcustomers and each other?
• What works and whatneeds improvement?

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Building Blocks of Culture
Direction
Vision Mission
Impact Values
Performance Drivers
Measurement and Tracking
Roles and Responsibilities
Recognition and Rewards
Standards and Objectives
Performance Enablers/Feedback
Coaching and Training
Communication
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Driver Roles and Responsibilities

• Are the roles clearly defined at your company?
• Job descriptions up to date and consistent
• Performance review process matches job
  descriptions
• What about the touch points and hand-offs?
• Cross training or exposure to other jobs
• Each person knows what their customer needs
• If I am responsible do I have the authority to
  act?
• Accountability matches authority
• Empowerment requires roots and wings

Everyone wants to succeed They need to know
what success is and have the power to achieve it
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Driver Measurement and Tracking

• What do you measure at your company?
• Sales performance revenue margins
• Technical performance efficiency speed oops
• Administrative performance efficiency error
  rate
• Customer satisfaction quality value referrals
• How do you track and use what you measure?
• By individual by group
• Daily monthly quarterly
• Do employees know how they, and others, are doing

Everyone wants to succeed They will focus on
what you measure and it will drive their
priorities
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Driver Standards and Objectives

• Do you have well defined performance standards?
• Sales revenues margins customer counts
• Efficiency error rates throughput
• Responsiveness acknowledge action resolution
• Do individuals have specific performance
  objectives?
• Safe objectives and stretch objectives

Everyone wants to succeed They need to know
what is expected and what is Wow personally
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Driver Recognition and Reward

• Does your incentive compensation(commissions,
  overrides, bonuses, etc.)drive the behavior you
  want?
• The appropriate percentage of totalcompensation
• Connected to the right measurements
• Matched to personal objectives
• Perceived as fair objective/subjective
  components
• What and how often do you celebrate?
• Individual and team performance
• Doing things right doing the right things
• Innovation and ideas that make a difference

Everyone wants to succeed Recognition drives
personal performance and sends a message to all
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Enabler Communication

• Everyone needs to know the Direction
• The Big Picture context
• How the Direction applies to their jobsand to
  them personally
• Everyone needs to understandthe Drivers
• Roles and Responsibilities
• Measurement and Tracking
• Standards and Objectives
• Recognition and Rewards
• Open communication on how we, and they, are doing
• Up, down, and across the organization
• Timely, accurate, complete

Everyone wants to succeed The more people know
the better decisions they make
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Enabler Coaching and Training

• Causes of Performance Gaps
• Dont know what to do
• Dont have know how or skills to do it
• Not motivated to do it

Performance Continuum
Train Capabilitiesand Expectations
CoachBehaviors
Monitor Results
ManageActivities
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Table Group Discussion

• Share success stories what your company does
  right in any of the following elements
• Defining Roles and Responsibilities
• Deciding what to measure and doing it
• Setting performance standardsand individual
  objectives
• Recognizing and rewardingthe right things
• Clear and opencommunication process
• Training and coaching

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Comments and Preferences

• How did you like the Table Group Discussions
• What would have made them better
• Prioritize possible topics for future workshops
• The Management Continuum
• Value Analysis for Competitive Purchasing
• Selling Service Value vs. Preference Value
• Strategic Questioning Client Differentiation
• Consultative or Value Based Selling Process
• Aligning your Positioning, Lead Generation, and
  Presentation

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ThankYou!