state of the business owner people webinar

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Key #3: People

State of the Business Owner 2012

Owners & Employees:

Create a Culture of Ownership

People Webinar

August 1, 2012

Presented by:

Cameron Madill, President and Founder, Synotac

Tricia Huebner, VP, Business Development, EMyth



Key #3: People Key #3: People

Presenters

Cameron Madill Tricia Huebner

President

Synotac VP, Business Development

EMyth




Webinar Questions & Comments

Twitter Hashtag: #sobo2012

GoToWebinar Chat Window




Origins and Motivation of SOBO

What are the success factors helping

small and midsize businesses

succeed in 2012?




The Planner

o Believes they control their

destiny

o Has a coherent vision of the

future

o Regularly tracks business

metrics

o Has concrete plans to move

towards their business

vision

o Are innovative with

technology

The Pessimist

o Believes the future is dictated

by external events beyond

their control

o Does not have a vision for

their company in the future

o Has few or no formal plans for

making progress towards this

vision

o Does not regularly consult

metrics to track business

progress




Why should I care?

Businesses owned by Planners:

Grew faster in 2011

Had higher annual revenues

Were more optimistic about 2012

The owners took home more compensation




Fundamentals People Accelerators




KEY #3

People




The Business of People

In a recent Gallup survey it was reported that 70% of workers are

underperforming or actively undermining the work of their company.

The voluntary “quit” rate is on the rise again as worker mobility increases as

the economy comes out of recession. Employees trapped in unfulfilling jobs

will begin to pursue their search for passion and meaning in their work.

Raises were minimal in 2011, showing the effect of the ongoing global

recession. As worker mobility increases, keeping good people will require

fair compensation and opportunities for growth combined.

Businesses that had results-oriented role descriptions with ALL of their

employees outgrew their peers by 50%.

Clear expectations and creating a culture of ownership is the key.

Key #3: People



Key #3: People

If your employees are not

thinking and acting like

owners, they are thinking

and acting like renters.




Ownership

KEY #1 - FUNDAMENTALS Key #3: People




Collective

Culture

Individual

Action

Balance




A Culture of Ownership


You gain…

Faster Growth

Innovation at every level

Adaptability to change

Aliveness

Risk-taking

Being able to “let go”

Must be willing to…

Start with your own Primary Aim

Trust others

Recruit/hire for values first

Delegate both responsibility and

authority

Give up control/micromanagement




EMyth Foundations of Ownership:

Self Interest

Caring

Choice




Owners and Renters

• Self Interest vs. Self Preservation

• Caring vs. Compliant

• Choice vs. Victimhood




Passion & Meaning (Self Interest)




Key #3: People

Generations in the Workplace*

Generation

Work

Perspective

Interactive

Style

Communication

Style

Attitude About

Authority

Veterans

(the silent

generation)

1922- 1945

Work First! Individual Formal Accepting and

trusting

Baby Boomers

1946-1964

Live to Work! Team Player Semi-formal Accept the rules

created by

Veterans

Generation X

(1965-1980)

Work to Live! Entrepreneur Not serious,

irreverent

Openly

questions

authority

Generation Y

(1981-2000)

Live, then Work. Participative Informal

Eye-catching

Fun

Okay with

authority that

earns respect

* Source: Neil How and William Strauss, Generations:

The History of America’s Future. 1584 to 2069



Key #3: People

Your Primary Aim

A brief statement that

describes your highest values

and expresses how your want

to live your life.



Key #3: People

Primary Aim Process

Step1. What Don’t You Want?

Step 2. What Do You Want?

Step 3. What Gets in Your Way?

Step 4. Write Your Eulogy.

Step 5. The essence of my Primary Aim is to live a life that is…

Step 6. Create a list of Personal Objectives




Ownership

Self Interest = Innovation

Caring = Commitment

Choice = Accountability




Engagement (Caring)




Key #3: People

In a recent Gallup survey it

was reported that 70% of

workers are underperforming

or actively undermining the

work of their company.



Key #3: People

Engagement Drivers:

1. Recognition

2. Professional Growth and Development

3. Clear Expectations

4. Trust and Autonomy

5. Fair Compensation




People Development

Vision: A clearly written Strategic Objective (vision document)

describing a picture of the company that has been shared with all.

Structure: Organizational chart, results statements, policies,

position agreements, employee development meetings.

Training: Orientation, job-specific, and ongoing tied to

professional development goals and performance plans.

Tools: Systems, best practices, brand promise.




Research Findings




Owning the Results (Choice)




Key #3: People

Businesses that had

results-oriented position

agreements with their

employees outgrew their

peers by 50%.




Research Findings



Key #3: People

Position Agreements are a

powerful management tool

that communicates the

results an employee is hired

to achieve and transfers

ownership to them.

Committed vs. Compliant



Key #3: People

Position Agreements vs. Job Descriptions

A written agreement between a manger and an

employee that makes explicit the result the employee is

accountable for in that position and the standards

necessary to produce that result.

VS.

A job description – the unsatisfactory but common

alternative – that is often just a glorified “to do” list that

is an organizational formality than a document which

service a greater purpose.



Key #3: People

Elements of a Position Agreement

Position Identification

Results Statement

Work Listing: Strategic & Tactical

Standards (position specific & company-wide)

Signatures Page



Key #3: People

Results Statements (Why)

Tells an employee

why that position

exists in the

company and

connects it to the

Strategic Objective.



Key #3: People

The Work Listing (What)

Tactical Work:

Producing the results

Strategic Work:

Defining the results



Key #3: People

Standards (How)

Standards indicate

how the work

should be done…

behavior, attitude,

brand promise.



Key #3: People

Two Types of Position Agreements

Managerial: Includes the result

statements for all direct reports and a

greater percentage of strategic work.

Non-Managerial: Format used for

employees that are not supervising others

and has a greater percentage of tactical

work.



Key #3: People

Strategic and Tactical Breakout



Key #3: People

Position Identification and Result Statement

Managerial Position Agreement



Key #3: People

Even the

CEO/President

needs a Position

Agreement



Key #3: People

Sample Work

Listing for

Managerial

Agreement



Key #3: People



Key #3: People

“Truly delegating a project/task is hard –

because it’s emotional. You can say the

right words but your employees are

holding out for the moment when they

feel you let go, because only then can

the project actually be theirs to own.”

- Jonathan Raymond, EMyth CEO



Key #3: People

Implementation Checklist

Review vision, values, and brand promise.

Review organizational chart and create clear result

statements from the top down for each position in the

company.

Review existing job descriptions as reference and redraft

as Position Agreements.

Meet as a management team to discuss possible

questions/concerns and responses.

Make announcement at a company or division meeting.

Meet with employees during weekly development

meetings to discuss and sign their Position Agreements.

Review and revise Position Agreements periodically.



Key #3: People

Business Development




State of the Business Owner 2012

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