How to execute next steps to convert theory into reality.
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Big picture involvement:
Five foundational ownership tracts; 19 total blueprints.
One owner of everything, the CEO.
Up to ten Champions selected from CEO Cabinet; two Champions for each of the five ownership tracts (Leaders, Employees, Customers, Reputation, Improve). Some Cabinet members may be responsible for two ownership tracts.
Ten assistant champions selected from your best, most passionate leaders in Human Resources, Labor Relations, Employee Relations, Compliance, Employment, Marketing, Public Relations, Communications. Assistant Champions should only focus on one ownership tract.
From 15-30 advocate teams selected from every employee, at every level, in every department. This is three to five team advocates per ownership tract.
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Owner
CEO
Champions
C-Level Executive (always have two, to solve for unexpected absences)
Provides vision, inspiration, commitment
Assistant Champions
Cross-functional pair from Human Resources, Labor Relations, Employee Relations, Compliance, Employment, Marketing, Public Relations, Communications.
Always have two, to solve for unexpected absences
Provides involvement, accountability, commitment
For unexpected absences, always be grooming the replacement from the Advocate Team.
Advocate Teams
Created from any employee, at any level, in every department
3-6 total per team recommended
Cross-functional
Provides energy, enthusiasm, effort, commitment
Final blueprint
Create action steps
Review, organize notes
Create plan
Discuss
Summarize
Create final blueprint
Present to CEO and Cabinet
Develop and deliver campaign
Goals/deliverables
Assign roles
Timeline
Accountability
Misc
Manage project scope creep
Prepare contingency plans for project disruptions
Always be grooming replacement/succession
Continuous Improvement
Manage health of all teams
Grow team bench
Measure
Celebrate
Share
Historian documents growth, change, transformation
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This website is about our SPIRIT. To enjoy today’s post about our WORK, click here.
training budgets get cut not because money is tight, but because deep down, no one believes the results are worth the money spent
money would be heavily invested if a link could be proven between what’s spent on training and what’s gained in the customer’s intent to “definitely recommend” and “definitely repurchase”
poor trainers make training even harder
poor trainers are a byproduct of poor leadership
poor leadership is byproduct of lack of a clear, concise, and compelling vision
a clear vision is not enough to motivate discretionary effort, at all
the lack of consistently delivered discretionary effort is the root cause of poor customer service
the percentage of employees not giving discretionary effort is directly proportional to the poor leadership ratings from employees
culture is what employees think and do without thinking
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Be the standard by which all others measure. Make your culture worth defending.
dad
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This website is about our SPIRIT. To enjoy today’s post about our WORK, click here.
Three world-class culture by design opportunities are built into your organizational training structure: Orientation, On-The-Job, and On-Going training.
dad
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This website is about our SPIRIT. To enjoy today’s post about our WORK, click here.