Miami Dade Leading Winning Culture Ed.9.1.08

74% 88% 23,000,000 Trust & Respect

Sustainable Competitive Advantages: Culture of… Continuous Innovation Extreme Customer Focus High Performance Teams

What is the most important driver of innovation and success? ,[object Object],[object Object],[object Object],[object Object],1,500 Senior executives from the Fortune 500

Top High-Potential VPs from GE, Microsoft, Verizon, Qualcomm, State Farm, and Merrill Lynch… ,[object Object],[object Object],[object Object],[object Object],[object Object]

Credibility ,[object Object],[object Object],[object Object],[object Object],[object Object]

Respectful ,[object Object],[object Object],[object Object]

“ A Great Place to Work” From the 100 Best Companies to Work For Study ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

When you boil it all down… ,[object Object],[object Object],[object Object]

Approachable ,[object Object],[object Object],[object Object],[object Object],[object Object]

Highly Professional ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Ground Rules for a Professional Organization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Let’s take a look at an example of a company that has taken these standards of professionalism and codified them into a set of values that drives their business: As you read the following GE leadership values…

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],GE leaders, always with unyielding integrity:

What Inhibits Execution? National Survey of 4,000 Senior Executives ,[object Object],[object Object],[object Object],[object Object]

Execution = ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

“ Do I really have to get along with these idiots?”

Why you need to be an expert at collaboration and teamwork: ,[object Object],[object Object],[object Object],[object Object],[object Object]

Anne Mulcahy CEO of Xerox and the third most powerful woman in the world! ,[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object]

What it takes to be a valued member of a team: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

John Spence Team Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],irection – vivid, clear, inspiring --- shared easurements – specific, observable, focused ompetence – very good at what they do ommunication – open, honest, courageous utual Accountability – all team members iscipline – do this every day

11 Key Team Competencies: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Typical ways that team leaders violate subordinates expectations: ,[object Object],[object Object],[object Object],[object Object],[object Object]

Typical ways that subordinates violate the team leader’s expectations: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

A major component of successful collaboration is building trusting relationships, so here are my thoughts on trust…

Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern

The mantra of excellent leaders: I am good at what I do… and I do it because I care about you! (High IQ + High EQ)

HUGE Responsibility ,[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object]

Personal Philosophy of Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Demonstrate Personal Character (habits, integrity, trust, honesty, credibility) S ET D IRECTION (Vision – Goals - Future) Mobilize Commitment (engage others, share power) Enhance Capability (build teams, manage change) What do successful leaders do… Leadership Attribute Framework

5 Year Study of 100 Top Leaders ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Self-Aware Bennis

Study of most important leadership skills 7,000+ managers from 1,600 companies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],From: Getting Results by Longenecker and Simoneti

Individual Workshop ,[object Object],[object Object],[object Object]

Team Workshop: Page 29 ,[object Object],[object Object],[object Object]

T HANK Y OU ! If you’d like to learn more, I have some great articles on my blog at: www.johnspence.com

Miami Dade Leading Winning Culture Ed.9.1.08

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Miami Dade Leading Winning Culture Ed.9.1.08