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Troubleshooting High Performance – Is Your Organization’s Performance Warning Light Flashing?

Great companies consistently drive high performance. If your organization is feeling rough, lacks power and energy, or is using more resources than necessary – this session is for you. During this session, we will discuss the most common traits of high performing organizations, a new performance model and six key questions you’ll be able to use to assess your organization. You will learn how to quickly detect performance issues, minimize wear and tear on critical “people” processes, and diagnose workgroups that are “misfiring”.

‘Lean’ On Business Culture To Sustain Your Transformation Gains

Does your organization have a solid “Lean” strategy that is based on sound best practices and benchmarking? Are expectations high that this strategy will eliminate waste – improve effectiveness and efficiency – and most importantly maximize customer value? And – have you planned for the cultural change needed to sustain the gains and create new behavioral norms? If not, then old behaviors will return and waste will soon follow. Alas, business culture eats strategy for lunch! New physical layout, processes, organization structure, technology, and collaboration opportunities must be effectively integrated with key cultural and people processes as well as individual accountability to maximize high performance and results. Simply replicating Toyota’s lean tools and techniques won’t make your organization lean. Changing culture is a key to sustainable lean transformation.

Business Culture – Creating a Competitive Edge

Competition is tough! Everyone is constantly looking for a “new” market, product/service, process, physical layout, design, delivery model, or technology that will differentiate them from everyone else. And, if they are fortunate enough to find “an edge” – how do they sustain it? According to Harvard Business School, “business culture can have a significant impact on a firm’s long-term economic performance.” So why do so few companies “master” their business culture’s competitive edge?

The Sustainable Fuel for High Performance – Employee Engagement

Many businesses today struggle with “people issues” including: the ability to attract and retain the best talent – employee resistance to change – absenteeism – and individual accountability. All these “people issues” create frustration, waste and lost performance. Ultimately, how employees think and feel impacts how they act. Their actions and behaviors then impact your organization’s brand, performance, and work culture. So how do you unleash the engagement “fuel/energy” (commitment, effort, loyalty) of your employees? How do you effectively integrate engagement into other key business processes instead of having it stand alone as something else to do? What role must leaders play? What’s in it for employees?

Everyone Has A Critical Role To Play In Employee Engagement

Read and listen to experts on employee engagement and you will undoubted hear the critical role leaders and the organization have in order to maximize employees’ commitment, effort, and loyalty. They are absolutely right. But don’t forget each individual can choose to be passively or actively engaged. Each individual can choose to be a player or spectator. Ultimately, he/she will decide if they will do the right thing – the right way – at the right time – for the right reason. Your organization will succeed and/or fail based on the collective choices everyone makes.

The Accidental Boss

Effective leaders, now more than ever must wear multiple hats to be successful and sustain organizational performance. Three key leadership “hats” desperately needed today are “business”, “company advocate”, and “employee advocate” hats. And, they all must be mastered. Explore tactical and practical leadership reminders on ‘blind spots’, ‘the signs all around us’, and ‘hazards’ to sustainable high performance. Rediscover how some basic techniques can significantly improve the commitment, effort, and loyalty of your workforce. Remember – people are the only asset an organization has that can appreciate over time … if we truly appreciate them.

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