Business Essentials: Creating a business culture

1. Owner Manager Track
Sponsored by:

2. Creating Progressive
Corporate Culture
Part I
Presented by:
Marcel Newell & Jody Culbertson

3. Creating Progressive
Corporate Culture
Progressive = Achieving, Inspired,Future-focused

4. About Your Presenter
Jody Culbertson
• 18 years Visions Electronics
• 10 years installer/sales
• Past Experience with Visions Electronics - 30 stores in
Western Canada, Vice President of Category Development,
along with Home/Car/Install Product Manager
• Experience in Buying, Marketing, Management, Training
• New venture Absolute Training - designed to work with
any aspect of your business to make you better!
• Email jody@absolutetraining.ca or call 1-414-326-7162

5. About Your Presenter
Marcel Newell
• Electronic Technologist
• 21 years old wire-puller at Exciter Sound
• 27 years old vice president & co-owner
• 28 years old created BASSWORX, now $96M
• 29 years old & $20 founded AVIDWORX
• 500 Stores with minimum 20% revenue increase
• Wide perspective
• 18 years building small businesses
“Pracademic” “Simple”

6. Our Vision
Drive Positive Change

7. Our Mission
Transform the independent mobile
electronic retail industry with affordable,
world-class solutions.

8. Let’s get to Know You…
Who is here today?
• Owners
• Managers
• Sales Teams
Year in
• Install Teams Business?
• Sales Reps
• Manufacturers

9. Why are we here today?
• If you hit your Goals, everyone else can
meet theirs
• It starts first with YOU!
• When you win, the industry wins…

10. Session Outline
• Creating Culture (Heart & Soul)
– Create a Vision Statement
– Create a Mission Statement
– Outline corporate Core Values
• Business Plan Made Easy
Tools to Stay On Track:

11. The Right Tools for the Job
How many here have one of these?
Value?
Belongs to the
Technician

12. The Right Tools for the Job
How many here have one of these?
Time for a new
TOOL BOX!
For the:
Entrepreneur
Manager
CEO

13. Tool Box
No Longer the CEO’s Tool Box
Entrepreneur – Manager – Technician

14. Book Reference: E-Myth

15. Book Reference: E-Myth
Entrepreneur – Manager –
Technician
A Business Is Systems Dependent,
NOT People Dependent
People do not Fail, Systems Do
Work ON, not IN your business
ON vs. IN: Building a Quality Team
You cannot do it all yourself!

16. Book reference: E-Myth
Tells a story about us…
How the technician in the
business branched out on her
own and became the
entrepreneur
Entrepreneur - Manager - Technician
Myth about owning your own business

17. Culture
What you need: Helps the
• Vision Board entrepreneur
• Vision Statement chart a course
• Mission Statement
Helps the
• Core Values
Team stay on
track

18. People
So much of our success is about people.
With all of our amazing technological
advances, people still do the work of the
organization and are ultimately
responsible for its success.

19. People
Unfortunately, most organizations large
and small, fail to provide leadership that
engages the hearts of their people!

20. People
Fact – 75% of people feel negatively
towards their work, based on survey of
1.5 million employees

21. Pay or Recognition?
• Study in 1970 on…
• What employees wanted…
• What employers thought employees
wanted…

22. People
Fact – Out of the 75%, 72% of employees
in the US are either emotionally
disconnected from their work or actively
undermining their organizations

23. Pay or Recognition?
• What do you think employees wanted?
• What do you think employers thought
they wanted?
Pay or Recognition?

24. Pay or Recognition?
The same study was done again in 2000
30 Years later do you think the results were
the same or different?
Same Results!

25. People want Recognition!
Employees wanted Recognition
Employers thought they wanted +money
Bottom line:
Employees want to be thanked when they do a good job!
More than they want a raise!
This costs you nothing!

26. Top 3 Motivators
Herzberg
Study

27. People want Recognition!
Lead by Example
Treat Employees well, and they will treat your
customers well.
This works both ways….
Nordstrom example
This costs you nothing!

28. Vision
How many here know where they are going?
?

29. Vision
“You will never know if you got there, if you
do not know where you are going.”
So where are you going?
Exercise…

30. Vision
Future Destination
• 3 years? • Revenue ($)
• 5 years? • # of Staff
• 10 years? • # of locations
• 15 years? • Hours worked
• Profit ($)
• Products/Services
• Markets

31. Vision
Future Destination
• 3 years? Can your staff answer the
• 5 years? same questions?
• 10 years?
And give the same
• 15 years?
answers?

32. Vision
We need a clearly defined
Destination/Future
We need to create Alignment

33. Building Progressive Culture
Everyone wants to WIN!
Needs to know what GAME they are playing
Needs to know the RULES of the game
Needs to make it EASY to win the game
All on the same PAGE
TEAMWORK!

34. Teamwork
Need to know the RULES of the game
People will make
up their own rules

35. Vision
Start Destination
Quickest Way
Save Time & Money

36. Vision
What you need:
• Vision Board
• Vision Statement
• Mission Statement
• Core Values
Heart & Soul

37. Vision
What you need:
• Vision Board 1st
• Vision Statement
• Mission Statement
• Core Values
Heart & Soul

38. Vision
What you need:
• Vision Board
• Vision Statement 2nd
• Mission Statement
• Core Values
Heart & Soul

39. Vision
What is a Vision Board?
Blank Canvas
Your Dream
Painted Picture

40. Vision
Blank Canvas
Everyone has one…
…blank for some time now

41. Vision
What is a Vision Board? Painted Picture
Inspirational

42. Vision
What you need to start:
=

43. Vision
What you need to start: Bonus:
Facilitator
Time: One Day (6-8 hrs)
Location: Off site (No interruptions)
Tools: Scissors
Glue Sticks Each bring 4-10 (anything
Magazines important to them)
Poster Board
Core Value Sheet

44. Vision
Starts with vision from each team member

45. Vision
Starts with Team Vision

46. Vision
Ask your team: How does your Vision
address…
People
Products
Customers
Global Market

47. Vision
A picture is worth……
What story is your team telling you?

48. Vision
A picture is worth……
What does your team see you do not?

49. Vision
Buy in
Team Building
Vision Statement
Insights Right People
on your BUS
“Drive Positive Change”

50. Vision
A picture is worth……
What is
YOUR TEAM
telling you?
Do you have the right people on the bus?

51. Vision
Real Examples
3M – To solve unsolved problems innovatively
Wal-Mart – To give ordinary folks the chance to
buy the same things as rich people
AVIDWORX – Drive Positive Change
Walt Disney – To make people happy
Examples in the Room?

52. Vision
Things to think about:
Why you get up in the morning?
When have you been fully fulfilled?
Why are you in this business?
Why do you like most about the industry?

53. Vision
Bus?
Right people on your bus?

54. Book Reference: Good to GREAT

55. Culture
Right people on your bus
In the Right Seats
Then decide where you are going...
Fire fast and hire slow……. (my experience)

56. Culture
What you need:
• Vision Board
• Vision Statement
• Mission Statement 3rd
• Core Values

57. Culture
Mission Statement
What is it?

58. Mission
What is a Mission Statement?
• An organization’s reason for existence
• Vision is what it wants to be
• Mission should guide the actions of the
business
• Makes it clear what the overall goals are
• Provides a sense of direction which will help
guide decision making

59. Mission
How Specific Should You Be?
• This statement should represent the broadest
perspective of your business’s mission
• Here are some examples from real
enterprises:

60. Mission
Real Examples:
3M – 3M is committed to actively contributing to
sustainable development through environmental
protection, social responsibility and economic progress."
AVIDWORX – Transform the independent mobile
electronic retail industry with affordable,
world-class solutions.

61. Mission
Real Examples:
Walt Disney – “The mission of The Walt Disney Company
is to be one of the world's leading producers and
providers of entertainment and information. Using our
portfolio of brands to differentiate our content, services
and consumer products, we seek to develop the most
creative, innovative and profitable entertainment
experiences and related products in the world.”

62. Mission
Final facts to consider in Mission Statement
• Moral/ethical position of the business
• A desired public image
• Vision of growth and profitability
• What is your target market?
• Description of products and services
• Key important influence for the business

63. Mission
You can’t create a statement overnight!
This will take time, so when you are constructing
your mission statement remember to make it
clear and concise. Incorporate socially
meaningful and measurable criteria and
consider approaching it from a grand scale.

64. Mission
Examples in the Room?
Shiny Object Test!
Transparent to the Entire Team (alignment)

65. Culture
What you need:
• Vision Board
• Vision Statement
• Mission Statement
• Core Values 4th

66. Culture
Core Values:
1) Handful of rules that remain constant
over time
2) Fire someone for violating
3) Take significant financial hit
Examples:

67. Culture
Sample Core Values:
Find a Better Way, Admire our People,
Wow our Customers, Passionate
about Making a Difference
P.I.P.E – Passion, Integrity,
Professionalism, Empathy
Open & Honest, Loyalty, Efficiency, Accuracy,
AVIDWORX Reputation, Growth, Communication

68. Values
Core Values:
Where to start?

69. Values
Core Values: Sheet/List – 15 – 20 mins
Discuss as a Group,
choose top 5 to 10,
narrow to less than 5
One sheet for each team member, circle top 5 to 10.

70. Culture
WHAT? • Vision Statement
HOW? • Mission Statement
WHY? • Core Values

71. Culture
YOUR
WHAT? LOGO
VISION
Drive Positive Change
HOW? MISSION
Transform the independent
WHY? mobile
retail industry with affordable,
world-class solutions.
CORE VALUES
Open & Honest, Loyalty, Efficiency,
Accuracy, Reputation, Growth
Post everywhere!

72. Culture
Out of Sight, Out of Mind
Takes 17-27 times to build a habit…
When is the best time to start?

73. Culture
A business is systems dependant,
not people dependent
Making Accountability Easy…

74. Culture
A business is systems dependant,
not people dependent
Making Accountability Easy…
What to do when mistakes happen?

75. Culture
Type of Mistake?
Process Mistake?
Culture Mistake?

77. Process
Take the people out of
it.
Focus on Process
Examples?
Do not play the blame
game?

78. Process
Leadership, shared
responsibility
What did I do to lead
to this outcome?
Working ON your
business
Be a Leader, be a
Coach

79. Follow
Mission?

80. Follow
Vision?

81. Follow
Core Values?

82. FIRE Follow
Core Values?
SLOW
FAST! HIRE!

83. FIRE Follow
Core Values?
SLOW
FAST! HIRE!

84. FIRE Follow
Core Values?
SLOW
FAST! HIRE!

85. FIRE Follow
Do on
FAST!
Core Values?
Your
Terms

86. Business Plan
What is a business?
“Makes commitments and fulfills them.”

87. Business Plan
What is your job in your business?
“Makes commitments and fulfills them.”

88. Business Plan
Your Job?
Answer:
Guess???

89. Business Plan
S: Scientific
Guess??? S.W.A.G it! W: Wild
A: Ass
G: Guess
3 to 10 year journey
Start Destination

90. Business Plan
Set a course…
Guess: where will we end up?
Measure: where we are
Adjust: adjust/stay course to stay on track
Sound Familiar?

91. Business Plan
How can you stay on course without...
Map/Plan?

92. Business Plan
How can you stay on course without…
Map & Instruments?

93. Business Plan
Vision of…
Start Destination

94. Business Plan
How many would set sail?

95. Business Plan
How many would set sail?
Knew 60mins would be like this?

96. Business Plan
How many would set sail?
Knew 120mins would be like this?

97. Business Plan
How many would set sail?
Small Business

98. Business Plan
In a small ship/business, it does not take
much to take you out

99. Business Plan
Need a map/plan & instruments for tracking
Vision of this… Started here… Finished here…
How many would have done things differently?
Failing to Plan is planning to FAIL!

100. Business Plan
• Business Plan
• Budget
• Financial Statements
How often in business do we set out without a
destination, map and instruments?
Failing to Plan is planning to FAIL!

101. Business Plan
• Business Plan
Map
• Budget
• Financial Statements
Instruments
Right tools prevent this
outcome

102. Business Plan
Today we have…
…Technology has made it easier

103. Business Plan
We will discover the GPS for business…
…Technology has made it easier

104. Business Plan
How many people here have a business plan?

105. Business Plan
How often do you look at it?
When was the last time you looked at it?
How long ago was it written?

106. Business Plan
Who here has never written one?

107. Business Plan
Can be overwhelming.

108. Business Plan
100+ Pages
1,000+ Pages < 20 pages
Many forms

109. Business Plan
Most look like this….
Failing to Plan is planning to FAIL!

110. Business Plan
Thought of it…

111. Business Plan
Without it…
Failing to Plan is planning to FAIL!

112. Business Plan
Very busy…
Work very hard
Where is the
money?
Without it…

113. Business Plan
Should be as simple as this…

114. Book Reference: Mastering the
Rockefeller Habits

115. Business Plan
Verne gave us: 1 Page Business Plan

116. Business Plan
1 Page Business Plan
Traditional Plan

117. Business Plan
Tradition Business Plan Need for…
Start up
• Think it all through
• Prove Model
Funding
< 20 pages • Bank loans
• Raising money

118. Business Plan
Tradition Business Plan
Ends up here…

119. Business Plan
Where to get it:
http://www.gazelles.com/gazellesGrowthTools.html

120. Business Plan
1Year Quarterly Plan

121. Business Plan
How to use it:
http://www.mygazelles.com/1page/
Everyone can see it!
Look at it Daily
Hint: It helps if
you read the book

122. Good News
Words of encouragement…
You are NOT going to get this RIGHT the first time!
It takes years to get it RIGHT
It takes years of getting it WRONG

123. Good News…
A PLAN will always CHANGE, but a
business with a future-focused plan
will GO THE DISTANCE.

124. Session Outline
Creating Culture
•Vision, Mission, Core Values
–It is a guide if you doing it the right way
–All rowing in the same direction
–Know who belongs on the BUS
–Spot mistakes, cultural misfits
•Business Plan
–Chart a course

125. Remember

126. Please Remember to Thank our
Owner Manager Track Sponsors: