3 Principles To Achieve And Sustain Extraordinary Performance!!

1.Context 2.Key Message 3.TodayTomorrow 3 Essential PrinciplesEffective Leadership 4.Conclusion Presentation Overview

Successful Businesses and Individuals think and act differently. High Performance is a Personal Choice Success is Cumulative Small changes today lead to BIG changes tomorrow Key Message

If you always do what you have always done………You will always get what you have always got. Anonymous Full Engage- ment Quote

Strong Foundation Message Values & Beliefs Purpose in Life Play to your Strengths Principle #1 – What NOT to Change

Strong Foundation Principle #1 – What TO Change Passionate About Economic Denominator Can Be Best In The World THE THREE CIRCLES of the Hedgehog Concept © Copyright Jim Collins, All Rights Reserved

Slide 10 Questions How clear are your “values & beliefs”? What is your purpose in life? What are your “genetically encoded strengths”? Are you operating at the intersection of your 3 circles? Principle #1

Strong Foundation Right People Message Most Important Choice Right People in Right Roles Wrong People OUT Leadership Principle #2

Slide 10 Questions Do you have the right people in your organization? Are the right people in the right seats? How good are you at moving wrong people out of your company? How close are you to making “hiring the right people” one of your signature qualities? Principle #2

Strong Foundation Right People Full Engagement Principle #3 Performance Oriented Culture Stretch Development Recovery Priorities Manage Energy, Not Time Message

OLD PARADIGM Manage time Avoid stress Life is a marathon Downtime is wasted time Rewards fuel performance Self-discipline rules The power of positive thinking The Power of Full Engagement* NEW PARADIGM Manage energy Seek stress Life is a series of sprints Downtime is productive time Purpose fuels performance Rituals rule The power of full engagement *The Power of Full Engagement….Free Press-2003….Jim Loehr and Tony Schwartz

*The Gallup Organization Committed Consistent High Performance Strong Relationships Clear Focus Passionate. High Energy. High Trust Fully Engaged Low Commitment Meet the Basics Not always committed to Role/Team Show some negativity Make up their own game Not Engaged Uncommitted ‘What Can I take’ versus ‘What Can I give’ Unhappy/Share unhappiness with Others Lots of excuses Resistant Low Trust Disengaged Gallup* Research

Acid Test The majority of the people in our organization can: Explain the organization’s vision and business objectives Support those objectives enthusiastically (i.e. fully engaged!) Demonstrate competence in “What they do” and “How they do it” (i.e. Hire for Fit!) Tell you that line manager/leader is effective and committed to coaching and developing them (i.e. Effective Leadership/Management) Accept responsibility to improve themselves and the organization continuously (i.e. What NOT to Change/What to Change) Deliver the results to drive Top Quartile performance A Full Engagement, Performance-Oriented Culture3

Slide 10 Questions How good are you at managing your energy? –Physical Fitness –Mental –Emotional –Spiritual Are your priorities clear? How good are you at recovery? Are you stressing the system often enough to drive personal growth? How effective are you at delivering results? Principle #3

Strong Foundation Right People Full Engagement High Performance Trajectory

Strong Foundation Business Strategy Right People Full Engagement Extraordinary Results High Performance Teams The Best You Can Possibly Be Strong Relationship Goals in Life Life Perspective Work Perspective Principles Timeless Principles (Work and Life)

Full Engage- ment Strong Foundation Right People Full Engagement Successful Businesses and Individuals think and act differently. High Performance is a Personal Choice Success is Cumulative Small changes today lead to BIG changes tomorrow Key Message

3 Principles to Achieve And Sustain Extraordinary Performance!!

Built to Last, Jim Collins and Jerry Porras, Harper Business, 1994 From Good to Great, Jim Collins, Harper Business, 2001 Leading Change, John Kotter, Harvard Business School Press, 1996 Execution. The Discipline of Getting Things Done, Larry Bossidy and Ron Charan, Crown Business, 2002 Emotional Intelligence, Why It Can Matter More Than IQ, Daniel Goleman, Bantom Books, 1995 High Flyers, Developing the Next Generation of Leaders, Morgan McCall, Harvard Business School Press, 1998 The Power of Full Engagement, Jim Loehr and Tony Schwartz, Free Press, 2003 First, Break all the Rules, Marcus Buckingham and Curt Coffman, Simon and Schuster, 1999 John Kotter on What Leaders Really Do, John Kotter, Harvard Business School Press, 1999 Strategy Focussed Organization, Robert Kaplan and David Norton, Harvard Business School Press, 2001 The Alchemy of Growth, Mehrdad Baghai, Stephen Coley & David White, Perseus Books, 1999 Hidden Value, How Great Companies Achieve Extraordinary Results with Ordinary People, Harvard Business School Press, 2000 Suggested Reading List

A Full Engagement, Performance-Oriented Culture