Cultural Transformation Next Steps After Executive Engagement: (Two days With 19 Cultural Blueprints)

Traditional blueprint assignments:

Leaders: CEO, Human Resources, Labor Relations, Employee Relations; one of these four owns total responsibility.

Employees: HR & Marketing (Employment, Training & Development, Communications, Recognition)

Customers: CCO (Chief Customer Officer), HR (Orientation, OJT, Ongoing Training)

Reputation: HR (Training), Marketing & PR (Communications)

Improve: CEO, HR, Marketing

Notes:
We started with senior leadership because you are the most connected and experienced with the organization’s strategy. You know things no other levels know.

Recommend creating a corporate Historian (including video/photo library) to work with and assist all other areas to make key links and connections to the founder’s story, heritage & traditions, traits and behaviors, language and symbols, and shared values.

The most natural things to feel about uncharted territory: doubt, fear, anxiety, confusion, excitement, joy, relief, hope, motivation.

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The Why of Chain Of Excellence

The Why of Disney’s Business Chain of Excellence

Why does Disney focus on the positive ripple effect driven by great leadership?

Here’s how easy the answer is, if you could only pick one of these two, which would you pick?

1. A team of good and very good leaders.
2. A team of excellent leaders.

Sometimes, the answer is that obvious.

Why does Disney focus on employee engagement?

Here’s how easy the answer is; if you could only pick one of these two, which would you pick?

1. An employee culture architected by design.
2. An employee culture that happens by default.

Sometimes, the answer is that obvious.

Why does Disney focus on delivering world-class customer service?

Here’s how easy the answer is; if you could only pick one of these two, which would you pick?

1. Consistently exceeding customer expectations at every touchpoint.
2. Focusing on meeting customer expectations and occasionally exceeding expectations.

Sometimes, the answer is that obvious.

Why does Disney focus on creating powerful and lasting emotional connections?

Here’s how easy the answer is; if you could only pick one of these two, which would you pick?

1. A legendary customer service culture reputation every employee believes is worth defending.
2. A customer service culture that can never seem to go from good to world-class.

Sometimes, the answer is that obvious.

Why does Disney focus on continuously improving it’s products and expanding it’s offerings?

Here’s how easy the answer is; if you could only pick one of these three, which would you pick?

1. Stay with the industry pack.
2. Lead the category.
3. Become the category.

Sometimes, the answer is that obvious.

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Five World-Class Business Excellence Basics

Leaders

Employees

Customers

Reputation

Improvement

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The 19 Cultural Blueprints Of Corporate Architecture For Business Excellence

LEADERS (blueprints, site prep, foundation)
1. (Vision) a clear, concise, compelling vision
2. (Involvement) Create your tool box with at least 100 easy to implement developmental ideas
3. (Accountability) Develop your tool kit with your top three priorities for each: Employees, Customers, Business. Also: Technical, Managerial, Behavioral.
4. (Commitment) Short list (7 or less) of internal leadership (and employee) values, with concise definition and sample behaviors.

EMPLOYEES (shell, walls, roof)
5. (History) Full-blown founder’s story capturing the organizational DNA (and an historian identified)
6. (Customs) Long list of company heritage as well as traditions (ongoing historical management)
7. (Icons) Comprehensive guide to corporate language, symbols, phrases, tag lines, etc (ongoing historical mgmt)
8. (Values) Categorize unique traits & behaviors your culture is famous for.
EMPLOYEES: Deep and broad integration with your 4 HR practices: Hire, Train, Inspire, Value.

CUSTOMERS (floor plans, doors, windows, walls, stairs, closets, etc)
9. (Goal-Wow) Identify and define your quintessential service goal. Then embed and enable it in your organization’s DNA
10. (Tools-360 Analysis) Exhaustive lists of Needs, Wants, Stereotypes (+-), Emotions (+-); this will fuel scalable ways to hit your bullseye all day, every day.
11. (Reason-Unifying goal) redress your vision statement in a pair of overalls and march it to the front line. This is your battle-cry, the reason you exist. This one blueprint is the most important tool for harvesting your work force’s discretionary effort.
12. (Consistency-Decision Tree) Create your prioritized corporate decision making matrix based on your non-negotiable, famous for, and business need.

REPUTATION (Exterior style & landscaping)
13. (Your promise) This one’s easy, it’s your unifying goal.
14. (Delivering your promise) process map every customer (and employee) touch point and create exhaustive lists for delivering your quintessential service goal at every touchpoint, all day, every day.
15. (Connecting Emotionally) Create organizationally unique employee (service) framework to allow for initial and ongoing training and development.

IMPROVE (functionality – plumbing, electric, hvac, lighting, etc)
16. (Generate Ideas) Build your corporate box using your vision, mission, brand, and customer – then think inside the box.
17. (Select ideas) Use process mapping, 360 analysis, financials, surveys, etc
18. (Implement ideas) Develop a corporate framework for your Continuous Improvement Process (CIP); a literal six sigma for rookies.
19. (Leader’s Role) Create environment where great ideas have no choice but to flourish. Everyone is creative, your ideas are separate from your identity, “yes, and”.

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Chain Of Excellence Beliefs: L->E->C->R->I

Where do we begin when we are fed up with the past and dissatisfied with our inability to break through the everyday business excellence grind?

Cliche, but what about keeping it simple?

The ultimate sophistication is simplicity.

What’s first?

Three steps.

In prioritized order:

1. rethink
2. reprioritize
3. recommit

Great leaders never underestimate the power of being clear, concise, and compelling.

Life and work are too complex to try to lead without clarity around the most important issues.

Life and work are too complicated to achieve organizational vibrancy without irrefutable priorities.

Life and work are too intense to ever show up without world-class Organizational Vibrancy commitment.

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This website is about our HOME. This is the fifth of five daily, differently-themed blog posts about: (1) mind, (2) body, (3) spirit, (4) work, (5) home. To return to Mid Life Celebration, the site about MIND, click here.