Shared Values for Optimal Results COPY

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Shared Values for Optimal Results

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Welcome!

STEVE MILLS

DCA PARTNERS

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About DCA Partners

1. Strategic Advisory

_{Strategic Planning}

_{Operational Effectiveness}  Organizational Accountability

_{Effectively Managing Rapid Growth}

2. Buy-Side Mergers and Acquisitions

_{Helping to Develop and Implement an Acquisition-driven Growth Strategy}  Develop Strategy, Identify Targets, Solicit Interest, Get the Deal Closed

3. Sell-Side Mergers and Acquisitions

_{Helping Clients Sell their Business (or portion of a business)}

_{Focus on Maximizing Value and Terms, while Minimizing Future Risk}  Pre-Sale Grooming 2-3 years in anticipation

4. Private Equity Capital

_{Growth and Buyout Capital to Middle-Market ($10mm - $150mm in revenue) Businesses}  Can also Provide Restructuring Capital (Pay off Debt, Buy out Minority Partner, etc.)  Typically Minority (non-control) Investor

_{Add Value During 4-5 Year Investment Term}

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Some of our Clients…..

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Panelists:

 _{Shauna Harrington: Director of Workforce Development, VSP Global}  _{Doug Kirkpatrick: Principal, Redshift3}

 _{Eric Stille: President/CEO, Nugget Market, Inc.}

Moderator:

 Curt Rocca, DCA Partners

Values-based Leadership

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Our Panelists

SHAUNA HARRINGTON DOUG KIRKPATRICK ERIC STILLE

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Our Panelists

SHAUNA HARRINGTON

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Build a

culture

that drives

results

.

1. What are your business goals/priorities?

2. What values/culture would support/lead to the best results? 3. What’s important to employees? 4. What are you willing to support?

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5 Key Employee Engagement Factors

1. Setting clear and compelling direction 2. Open and honest communication 3. Continued focus on career growth

4. Recognizing and rewarding high performance

5. Employee benefits that communicate commitment to the employee

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Our Panelists

DOUG KIRKPATRICK

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Beyond Empowerment

The Age of the Self-Managed

Organization

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“These employees, who have bosses

from hell that make them miserable,

roam the hallways spreading

discontent.”

--Jim Clifton, Chairman and CEO, Gallup, State of the American

Workplace: Employee Engagement Insights for U.S. Business

Leaders

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“Gallup research also shows that these

managers from hell are creating active

disengagement costing the U.S. an

estimated $450 billion to $550 billion

annually.”

--Jim Clifton, Chairman and CEO, Gallup, State of the American

Workplace: Employee

Engagement

Insights for U.S. Business

Leaders

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Our Panelists

ERIC STILLE

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Our Panelists

SHAUNA HARRINGTON DOUG KIRKPATRICK ERIC STILLE

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Networking

OUR KEYNOTE PRESENTATION WILL BEGIN PROMPTLY AT 5:00PM

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Keynote Presentation

DR. KENNETH MAJER

“SHARED VALUES FOR OPTIMAL RESULTS”

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1. How Stories Uncover Personal Values

2. Organizations with Values-Driven Cultures

Outperform the Competition

3. Where Company Values Come From

4. How to Build a Values-Driven Culture

5. What You Need to Know When Changing a Culture

Agenda

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How Stories Uncover Personal Values

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How Many of You are “Dog People?”

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Did You Know?

When someone is telling a story and it's going well (the listeners are

truly engaged), the brain chemistry of the storyteller and listener

match. Neurologically, the same areas of their brains are stimulated

at the same points in the story (measured by magnetic resonance

imaging).

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Organizations with Values-Driven Cultures

Outperform the Competition

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The U.S. Navy: Strength for Freedom in the World

Honor

Courage

Commitment

Aboard the USS Ronald Reagan

Organizations that Outperform

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The Blue Angels: The No. 1 Flight Team on the Planet

Organizations that Outperform

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These shared values build an effective team, establish its culture, conduct, rules, and policies.

Of these values, one of them is most important…

Organizations that Outperform

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Southwest Airlines Nordstrom

Ben & Jerry’s Starbucks Harley-Davidson IKEA Costco New Balance Trader Joe’s

Book:

Firms of Endearment

by Sisodia, Sheth, and Wolfe

Organizations that Outperform

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Remember: It’s easier to ask for forgiveness than to get permission. -Rear Admiral Grace Hopper

“Sorry!”

3M Tolerance for honest mistakes

Organizations that Outperform

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“91% of the 1200 senior executives at global companies surveyed agreed that culture is as important as strategy for business success.”

~Paul Meehan, Darrell Ribgy, Paul Rogers, Creating & Sustaining a Winning Culture, Harvard Management Update January 2008

“If executives fail, they don’t fail because of business skills, but soft skills and cultural skills.”

~Scott Kingdom, Global Managing Director, Korn/Ferry International

“We believe your company culture and your company brand are just two sides of the same coin…Your culture is your brand.”

~Tony Hsieh, CEO, Zappos, now owned by Amazon

Organizations that Outperform

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“Here’s an extra $40 million for your culture.”

~Jeff Bezos, CEO, Amazon

Organizations that Outperform

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University researchers Kotter, Heskett, Ulrich, Zenger, Smallwood have concluded (Google “Corporate Culture and Performance”):

•Almost one-half of earnings are attributable to how much employees “buy into” the company’s corporate culture and companies that align and manage their cultures increase revenue by four times and

increase stock prices by twelve times over those companies that don’t manage their cultures.

A study of Fortune 500 companies co-sponsored by Crawford International and HR.com found:

•Companies that create adaptive corporate cultures outperform companies with non-adaptive cultures by a factor of 900 to 1 as measured by long term net income and stock price growth.

http://www.hrmguide.com/culture/leadership-culture.htm

Organizations that Outperform

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Where Company Values Come From

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Pop Quiz

Where Do Corporate Values Come From?

A

. The owners

B. Management and supervisors

C. The rank and file employees

D. All of the above

Values are personal and they come from

everyone in the company!

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Values are Personal!

We found Walden

at the Animal Shelter

Values Drive Culture

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So we took him home and gave him a bath…

Values Drive Culture

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Values are Personal!

Now, what do you think I love to do when I’m not working?

From my little story, can you list some of my core values?

Right! I take Walden to the

Dog Park!

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The Character of People and Companies

You Are What You Do

You Evaluate Others by What They Do Values-Driven Companies Do Better—

(They Outperform the Competition)

“It’s All About the

Doing

!”

(I didn’t make all this up…)

Values Drive Culture

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I Am What I Repeatedly Do.

-Aristotle

My Values Form My Beliefs

My Beliefs Determine My Attitudes

My Attitudes Drive My Actions

Therefore,

My Values Define Who I Am.

Values Drive Culture

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Complete the following sentences:

1. Our values drive our ________________________ 2. Corporate values come from __________________ 3. Values-driven companies ____________________ Answers

1. actions or behaviors.

2. personal values of everyone in the company. 3. do better! (They outperform the competition.)

Pop Quiz

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How to Build a Values-Driven Culture

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Values Align High Performance Organizations

I. Core Values are the Foundation of a Company

“Who We Are”

II. The Culture of a Company “The Way We Do Things Here” III. Vision, Mission “Where We Are Going” IV. Strategic Action Plans “How We Will Get There”

How to Build a Values-Based Culture

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Step 1: Create a set of core values.

Step 2: Define each value for your company

Step 3: Translate the values into appropriate expected behaviors (actions) and create a behavior (culture) matrix.

Step 4: Build an ongoing communications campaign as a constant reminder of how our values drive “how we do things around here.” Step 5: Embed values-based decision making into the screening, hiring,

reward & recognition, and performance review processes of the company.

How to Build a Values-Based Culture

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Step 1: Create a Set of Core Values— A Chance to Tell Your Story

Ask the question:

“What do you love to do when you’re not working?”

And then question the answers:

“What do you like most about doing that? “How do you feel when you are doing it?” “Why do you think that’s important to you?” “Do you do it by yourself or with others?”

“What key principle, belief, or value drives you?”

How to Build a Values-Based Culture

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Step 2: Defining Core Values Integrity Do what we say.

Respect We listen. We put ourselves in the customers’ shoes; we treat everyone (and every thing) with dignity and

courtesy. We treat others as we would like to be treated.

Innovation Novel technology.

Honesty Searching openly for the truth.

How to Build a Values-Based Culture

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The key is to get your values “Off the Walls and

Into the Halls” …

…and get everyone in the company to live the

values of the company every day.

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Integrity The executive group abides by the same procedures and regulations that apply to the rest of the organization. We use only licensed software and ensure all

licenses are tracked and kept up to date.

Respect We reply to voicemails and emails within

24 hours to both internal and external customers. We take care of company tools as if they were our own.

Step 3: Translate your values into behaviors.

How to Build a Values-Based Culture

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Innovation We solicit employee suggestions for how to improve our administrative processes.

Honesty We provide complete inspection reports on all random sampling of incoming product.

How to Build a Values-Based Culture

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The Culture Matrix

How We Do Things Around Here

INTEGRITY RESPECT INNOVATION Etc.

Definition… Definition… Definition…

Executive Management

Sales & Marketing Accounting Cellar Production Vineyard Expected Behaviors Expected Behaviors Expected Behaviors Expected Behaviors Expected Behaviors Expected Behaviors Expected Behaviors Expected Behaviors Expected Behaviors Expected Behaviors Expected

Behaviors Expected _Behaviors Expected

Behaviors

Expected

Behaviors Expected _Behaviors

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Step 4: A Communications Campaign!

•Consistent messages •Stakeholder audiences •Multiple channels ~visuals ~media ~intranet ~website ~email ~newsletter ~social events •Over communicate

•Public recognition (LOV Awards) •Walking the talk

How to Build a Values-Based Culture

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Be Brite!

E

xcellence in Everything We Do

B

etter Ways of Doing Things

R

elationships Are the Core to Our Business

I

ntegrity Always

T

eam Spirit

E

ducate Yourself and Others

___

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\\Great Groups_k majer_01.ppt

Accountability-Dedication-Flexibility-Integrity-Teamwork

Worldwide Campaign Logo and Slogan

Every employee at Worldwide Supply is hand picked to be “A Dedicated FIT”

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Gienow Campaign Logo

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Gienow

Campaign

_{Logo and Slogan}

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Gienow Values Display

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Graphic Elements of a Campaign

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Graphic Elements of a Campaign

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Graphic Elements of a Campaign

It goes without saying that we

live these values every day!

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Graphic Elements of a Campaign

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How to Build a Values-Driven Culture

Step 5: Embedding your values into your business processes

• Recruitment • Hiring

• Performance Review

• Promotion, Reward & Recognition • Customer Service • Vendor/Supplier Relationships • Procurement • Sales • Marketing • Manufacturing • Warehousing • Engineering • Etc.

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Step 1: Create a set of core values.

Step 2: Define each value for your company

Step 3: Translate the values into appropriate expected behaviors (actions) and create a behavior (culture) matrix.

Step 4: Build an ongoing communications campaign as a constant reminder of how our values drive “how we do things around here.” Step 5: Embed values-based decision making into the screening, hiring,

reward & recognition, and performance review processes of the company.

Review: Five Step Process

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What You Need to Know When Building

a New Culture

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Organizational Reaction Change

Adaptation, Performance, Effectiveness, Market Growth “Valley of Despair” Intervention Initial Enthusiasm Realization Begin

End On Board for Success

Time

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How People React to Change

People feel awkward with change.

People differ in their readiness to accept change.

People often are concerned about not having enough readiness.

More information (purpose) helps!

There is a limit to how much change people will tolerate.

People tend to go back to what they know (comfort zone)

once the pressure is off.

What Did You Learn?

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The Real Benefits

Jay VanOrden, CEO, Worldwide Supply

"I know of nothing more important than the daily attitudes, behavior and work ethic of my employees. Our culture program is a primary reason for the positive changes in our company. WW Supply realized double digit revenue growth in the

quarters immediately following the culture initiative.”

Cathy Choi, President, Bulbrite

“Our sales every month since your [culture work] have been up double digits.”

Ethan Plotkin, CEO, GDCA

“The first quarter after the culture initiative GDCA experienced dramatic

operational and financial improvements, 25% YOY growth, 2 times the backlog

compared to prior year, processes are defined and there is an agreed upon plan for change [that will ensure customer ship dates are met]…”

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The Real Benefits

If your workforce bought into the same values, and lived those values every day, what benefits could you expect?

Enjoy Work More Employee Satisfaction

Better Communication Higher Productivity

More Cooperation Greater Teamwork

Greater Focus Clear Goals

Keep Best and Brightest Higher Retention

Better Customer Relationships Customer Satisfaction

Higher Spirit and Morale More Competitive

The Bottom-Line is Shared Values for Optimal Results/Increased Profitability

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Remember to live your values every day and

never forget the value of Teamwork!

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AE

Culture Integration International

Generosity Humility Collaboration Authenticity Fun

cii

Kenneth Majer, PhD Principal [email protected] www.cultureii.com http://www.linkedin.com/in/kenmajer 2856 Scott St. Suite 1 San Francisco, CA 94123 858.395.2850

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