1. Creating a High Performance Culture

2. Company Performance Teamwork Teamwork can be analyzed by the balance of (relationships) people tension and (task) productivity tension. Profitability, Productivity, Customer Satisfaction, Employee Retention What Drives Performance

3. Task/People Tension Task TensionPeople Tension 50%

4. Task/People Tension Task TensionPeople Tension 95%

5. Company Performance Teamwork Teamwork can be analyzed by the balance of (relationships) people tension and (task) productivity tension. Workplace culture is defined by the combination of the artifacts, values, and the underlying perceptions in an organization. Profitability, Productivity, Customer Satisfaction, Employee Retention What Drives Performance Leadership Practices Workplace Culture Relationship based leadership practices have the greatest long term impact on workplace culture and performance.

6. Provide clear work expectations Leadership Practices

7. Southwest Airlines Vision The vision of Southwest Airlines …is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. To Our Employees We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.

8. Provide clear work expectations Focus on Strengths Leadership Practices

9. 90 wpm 300 wpm 6 week speed reading course 130 wpm 1500 wpm “Soar with your Strengths” By Don Clifton $$

10. Provide a compelling Vision Focus on strengths Build relational coordination Leadership Practices

11. Building Productive Relationships What you show the outside world, your talents, gifts and preferences. What‘s underneath, the skills that are less developed that you do not feel comfortable showing the outside world.

12. Different or Difficult External Just Do It “Whatever” Routine “Gut” Reaction Do it Right Internal ENERGY WORK STYLE GATHER & DECIDE DETAILS Analyze

13. Provide a compelling vision Focus on strengths Build relational coordination Give frequent recognition and praise Leadership Practices

14. 20% 60% Who Gets More Attention?

15. Provide a compelling vision Focus on strengths Build relational coordination Give frequent recognition and praise Be a positive role model Encourage continuous learning & development Leadership Practices

16. Artifacts Values Perceptions Visible Organizational Structures Strategies, Goals, Philosophies Thoughts, Feelings and Beliefs Components of Culture

17. CEO Manager Director Vice President Executive CEO CUSTOMER BOD A Culture of Care Supervisor

18. 0%100% 0% Responsibility Victim Power/Influence A Culture of Accountability

19. Victim Mentality at Work

20. 0%100% 0% Responsibility Victim Power/Influence A Culture of Accountability Owner Freedom/Success

21. Perceptions Behaviors Beliefs “values” “Influence: the art of getting someone else to do something you want done because they want to do it.” --Dwight D. Eisenhower Influencing Behavior Behaviors Perceptions

22. What People Notice “The 4 Minute Sell” Research by Jane Elsa Skin Color Gender Age Appearance Facial Expression Eye Contact Body Movement Personal Space

23. The Basics of Communication Gestures ______% Tone ______% Words ______% 55 38 7

24. 1. T 2. E 3. A 4. M ( Rely on ) ( Skills & Abilities) ( Commitment ) ( Accountability ) easurement rust xpertise lignment “TEAM” Model

25. Team Motivation Task People Expertise Trust Alignment Commitment Measurement Accountability Team Motivation Relationship Buy-in Motivation

26. Team Alignment

27. Values Perception Behavior Intentions The Relationship Trap

28. Leadership Principles: Pfeffer, J. (1998). Building Profits By Putting People First. Boston: Harvard Business School Press. Performance Culture- Team Collaboration: Kotter, J. & Heskett, J. (1992). Corporate culture and performance. New York: The Free Press; and Schein, E. (1999), Corporate Culture Survival Guide, 2nd Ed. San Francisco: Jossey-Bass Manager Practices: Marcus Buckingham and Curt Coffman. First, Break All The Rules: What the World’s Greatest Managers Do Differently. Simon and Schuster, 1999 (aka: “The Gallup Research”); and Quinn, R.E & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Toward a competing values approach to organizational analysis. Management Science, 29(3), 363-377. Leadership Principles: Pfeffer, J. (1998). Building Profits By Putting People First. Boston: Harvard Business School Press. Performance Culture- Team Collaboration: Kotter, J. & Heskett, J. (1992). Corporate culture and performance. New York: The Free Press; and Schein, E. (1999), Corporate Culture Survival Guide, 2nd Ed. San Francisco: Jossey-Bass Manager Practices: Marcus Buckingham and Curt Coffman. First, Break All The Rules: What the World’s Greatest Managers Do Differently. Simon and Schuster, 1999 (aka: “The Gallup Research”); and Quinn, R.E & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Toward a competing values approach to organizational analysis. Management Science, 29(3), 363-377. Research Basis

29. Thank You! Jason Young LeadSmart, Inc. 6757 Arapaho Road Suite 711-132 Dallas, Texas 75248 877-995-2273 toll free Email: jyoung@leadsmart.com LeadSmart, Inc. 6757 Arapaho Road Suite 711-132 Dallas, Texas 75248 877-995-2273 toll free Email: jyoung@leadsmart.com