1. Carolina AGC Building a Successful Business

2. 300+ in 19 years

3. 100 + per year / 1989

4. “Simplicity is the ultimate sophistication” Leonardo da Vinci

8. (T + C + ECF) x DE = Success

9. Talent

10. Cecil Van Tuyl “It is all about people, people, people.” “ You can kid yourself about a lot of things in your business, but at the end of the day it will always come down to people.”

11. The level of highly satisfied and engaged EMPLOYEES in your business. The number one factor in increasing the level of highly satisfied and engaged CUSTOMERS in your business is…

12. Key Drivers of Customer Satisfaction and Loyalty Financial Performance Quality P&S & Customer Relationship Employee Satisfaction EmpowermentHigh Standards Long-term Orientation Enthusiasm, Commitment, Respect Training & Development Fair Compensation CR= 104.12% increase in profits CR=.404 CR=.334 CR=.277 CR=.275 CR=.249 CR=.280 Coaching CR=.285 CR=.371 CR=.365 CR=.191 CR=.247 T olerate N othing L ess From: Practice What You Preach by Maister Global study: 16 countries 529 companies 15,589 respondents

13. What do engaged employees look like? 1.They give more discretionary effort. 2.They consistently exceed expectations. 3.They take more responsibility and initiative. 4.They receive better customer service ratings. 5.They offer more ideas for improvement. 6.They promote and model teamwork. 7.They volunteer more for extra assignments. 8.They anticipate and adapt better to change. 9.They persist at difficult work over time. 10.They speak well of the organization. 1 - 10

14. E xtreme C ustomer F ocus

15. Web of Value: VOC + MOT = WOM

16. VOC

17. Surveys Focus Groups Customer Panels Comment Cards Industry Research ComplaintsEmployeesCompetitionWebsiteSocial Media How Many of these do you employ?

18. Moments Of Truth

19. 78.9 % / 23.4% WOM

20. TEC / Vistage / EO / YPO = 2,000 CEOs 1.Lack of a well-communicated vision and strategy for growth. 2.Lack of courageous communication. 3.Tolerating mediocrity. 4.Lack of accountability and disciplined execution.

21. Ideas to A CTION 10 – 15 %

22. Vision + Values Strategy CommitmentAlignment Systems Communication Support Adjust / Innovate Reward / Punish Where are we going + how will we behave on the way? Focus Differentiation “No” Stakeholders + guiding collation Vision + Values Strategy Plans Goals / Objectives Tactics / Actions Procedures / Protocols Repeatable Process Clear / consistent / relentless Training + time / money / supplies / people Measure / Track Communicate Transparency Renewal Praise + Celebration and Eliminate Mediocrity

23. Three Biggest Issues

24. The Evergreen Project 10 year study of 160 top companies 40 distinct industries 200 management practices Winners, climbers, tumblers, losers Winners had an average Total Return to Shareholders of 945%... The Losers only averaged a TRS of 62% From: What (really) Works by Joyce, Nohria, Roberson 18

25. The Four Primary Practices: 1.A sharply focused, clearly communicated and well-understood strategy for growth. 2.Flawless operational execution that consistently delivers the value proposition. 3.A performance-oriented culture that does not tolerate mediocrity. 4.A fast, flexible, flat organization that reduces bureaucracy and simplifies work.

26. The Secondary Management Practices: Talent = find and keep the best people. Key leaders show commitment and enthusiasm for the business. Embrace strategic innovation. Master the power of partnerships. From: What (really) Works by Joyce, Nohria, Roberson

28. Thank You If you have any questions at all please do not hesitate to send a note or call. My email address is: john@johnspence.com ** Please connect with me on LinkedIn ** Also, you might find value in the ideas I share in my blog. You can sign up for it at: www.blog.johnspence.com Lastly, these slides have already been uploaded to: www.slideshare.net/johnspence