View
1.186
Download
1
Category
Preview:
Citation preview
04/18/231
Building the Winning TeamBuilding the Winning Team
04/18/232
Presentation ObjectivesPresentation Objectives
• Develop an understanding of how the investment community assesses business opportunities
• Formulate an understand the common attributes of a winning organization
• Explore a four step methodology for building a successful organization
• Examine alternative approaches to attracting and retaining subject matter expertise to your organization.
04/18/233
Building a Winning Team
A CEO, a football coach, a circus performer, and a naturalist walk into a bar…..
What did they talk about?
©Strategic Advisory Service 2009
04/18/234
• “The fun of leading is that each day is a challenge; a brand-new chance to get better at a job that you can never be perfect at” - Jack Welch.
• “When you get a diverse set of people onto your team who share the same goals and the same passion, and you push them to achieve at the highest level, you’re going to come out on top” – Bill Parcells
• “Do more than commit…engage.” – Charles Blondin
• “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change” – Charles Darwin
The CEO
©Strategic Advisory Service 2009
Building the Winning Team
The Coach
The Circus
Performer
\
The Naturalist
04/18/235
What makes a financeable business
Attributes of a winning team
Building the team
Attracting the right talent
Talent retention
©Strategic Advisory Service 2009
It’s
a Pro
cess
AGENDA
04/18/236©Strategic Advisory Service 2009
Attributes of a Financeable Business
• Technology, patents• Defensible competitive advantage
04/18/237
• Execution is all about confidence
• Confidence is a state of mind
• Your job is to create that state of mind
©Strategic Advisory Service 2009
Winning Teams Are All About Execution
Think about:
•Brad Stevens and Butler U.’s run in the NCAA tournament
•Kelly Johnson and Lockheed’s Skunk Works
•John Coleman and The Weather Channel
04/18/238
“The measure of a team’s success is
achievement.
Achievement comes through
relentless effort and
commitment.”
….Bill Parcells
©Strategic Advisory Service 2009
Building the Winning Team
Lead withPassion
Hire Wisely
ManageEveryday
Know When to Change
Team Build
ing is
a Pro
cess
04/18/239
• Share the vision…. Share your values…. Build trust
• Seek a diversity of skills
• Be driven to achieve
• Demonstrate maturity• Be serious about the job but not too serious about yourself• Work as team• Admit errors and be willing to change • Understand the value of others and share the success
• Passion!, Passion!, Passion!,
©Strategic Advisory Service 2009
Lead with Passion
Lay the
Foundation
“Lead like a
leader.”
…Bill Parcells
04/18/2310
Have a vision…. Communicate it…. Sell it
Establish trust, candor and transparency
Build a culture of success.….Success confidence winning
Achieve the ultimate goal one small goal at a time
Demand excellence….if it isn’t broke, make it better. ….Every situation is a chance to evaluate, coach,
improve and build self-confidence
Celebrate the wins….. Build legends
Lead with Passion
©Strategic Advisory Service 2009
“Be honest
with your team
…brutally
honest.”
…Bill Parcells
04/18/2311
Hire Wisely
©Strategic Advisory Service 2009
“Nothing matters more in winning than getting the right players on the field”
….Jack Welch
The Acid Test
• Integrity
• Intelligence
• Motivate
• Energize
• Lead
• Energy
• Attitude
Winners have:
• Thrive on action• Relish change • Relentlessly competitive.
• Know it’s all about results• Push through resistance,
chaos and obstacles.• Know when to stop
assessing & start acting
Winners:
• Maturity • Passion
04/18/2312
• Engage the organization.
• Make the expectations clear.
• Clear the obstacles. Let the team succeed.
• Provide immediate performance feedback….. Clear, direct, good or bad.
• Face straight into difficult relationships – with stars, resistors, sliders and disrupters
• Don’ t take the middle 70% for granted• They are the heart and soul of the organization.
• Create effective mechanisms to motivate and retain– money, recognition and training
Manage Everyday
©Strategic Advisory Service 2009
“Once you have them, your team needs to work together, steadily improve their performance, be motivated and stay with the company growing as leaders”
….Jack Welch
04/18/2313
• Never ignore bad performance. Address the issue up-front.o Re-define clear expectationso Document performanceo Regular in-person formal and informal performance discussions
• Never let the separation discussion be a surprise to the individual
• The organization should always know why a separation has occurred
Know When to Change
©Strategic Advisory Service 2009
“…work isn’t a perpetual paradise. Sometimes people have to be let go”
….Jack Welch
04/18/2314
The Big Mistakes
Taking too longo Dragging your feet results in team paralysis…. “Dead
Man Walking”
Moving too fasto Those left behind may worry about their jobs, lose trust in
their manager and show disruptive behavior
Lack of candor about performance issueso employees may not know they are failingo fired employee may be shocked leading to bad press
about you and the company
When to Part Ways
©Strategic Advisory Service 2009
“…work isn’t a perpetual paradise. Sometimes people have to be let go”
….Jack Welch
04/18/23
15
Talent Acquisition
• It isn’t all about talent “on staff”. Use the power of your network.
o Board of Directors
o Technical Advisory Boards
o Strategic Alliances
o Industry Associations
o Networking Groups
04/18/23
16
Talent Retention
Engage your leaders everyday
o Communicate clearly and often
o Encourage calculated risk taking
o Recognize success, mentor setbacks
o Reward
04/18/2317
©Strategic Advisory Service 2009
Wrap-up
• Your most basic leadership responsibility…. team building
• Winning is a frame of mind…. that you create
• Winning is measured by achievement… set the right goals
• Remember four things:• A win isn’t final and a loss isn’t fatal
• You gotta wanta
• Imagine
• In the words of every great CEO….”this is the most important quarter in the Company’s history and I am counting on you to do your very best.
04/18/2318©Strategic Advisory Service 2009
Thank You.
Recommended