Whatever your organization is designed to deliver, whether it’s a product or a service, you will win or lose based on how well your people are able to work and perform as a team. If you have have the best processes in the world, but your people don’t really care, you can be good, but you will never be awesome. And if you aren’t after awesome, what are you after? With extensive experience in the manufacturing biz, Beau Groover, the former Director of Lean Supply Chain with Serta Simmons Bedding and Founder and President of The Effective Syndicate, will share what he’s learned from two decades in the service industry that will help you align your people, processes and products ... and make your business thrive. Check out our joint presentation, ‘Being a Cultural Warrior,’ with TalentStream and Beau Groover to: -- Define clearly what the vision, mission and values are that represent your brand and motivate your team -- Uncover how to effectively evaluate your team … and yourself -- Understand what being a Cultural Warrior looks like, the strategy to get there, and how it'll improve customer service from the ground up -- Get tips on how to improve process efficiency and produce highly predictable results -- Learn how to develop a successful organizational structure, including succession planning, leadership development and teamwork coaching

2. Since 2013, we’ve been on a mission to
help organizations find the best technical
talent available in the fields of:
Information Technology
Engineering
Supply Chain
Learn more at www.talentstreamstaffing.
com
678.296.5268
Easy-to-use workforce
management software
One system to make your
people and operations thrive
Learn more at www.peoplematter.
com/results
843.300.3400

3. Today’s Presenter
Beau Groover
Advisory Board Member, TalentStream
● 20 years of experience in MFG & Operations
● Worked with companies like The Coca-Cola Company, Nordson
Corporation, Westrock (formerly RockTenn), Serta Simmons Bedding
● Founded and launched The Effective Syndicate in 2015.
The Creds
● MBA
● Certified Master Black Belt
● Lean Certified from Association of Manufacturing Excellence
● Certified Practitioner for Milliken Performance Solutions

4. 1
Session Agenda
Introduction
2 Why are we here?
3
Introduce the three
components of every business
(based on Manufacturing (MFG) thinking)
4 Describe what that means
outside of manufacturing
5
Introduce how to apply this
thinking to your organization
6
Offer next steps for what to
do after this awesome
webinar is complete

5. Poll Question #1
Does your organization have a formal “continuous
improvement” system in place?

7. Acceptable practicesBehaviors Norms
Culture
Rituals
ValuesHuman Management
Systems
Accountability/
Tolerance

8. The 3 Main
Ingredients of
Every Company
COMPANY
People
Processes
Products
Regardless of what your company is or
does, there are three things at the core:
people, processes and products.
If either of these three is weak or out of
balance, the stool (the company) will
become weak and wobbly.

9. ● Who is the team?
● How do they interact?
● How are they
treated/led/managed?
People
Your company will win or lose based on the people who work there,
and how they do the work.

10. Culture question:
Which comes first, customers or employees?
Old Adage: The customer is always right.
● Ever heard an employer or manager refer to
people as “hands,” or “I just need a warm body?”
● How effective would your company be if none of
your employees showed up tomorrow?

11. Aristotle
4 needs of Human Motivation
To love and be loved
To be heard and understood
To be challenged
To be a part of something bigger
How many of these can we provide and support from our workplace?
Which ones are most commonly missed?

12. McGregor’s Theory X and Theory Y:
Theory X Theory Y
We dislike work, find it boring, and will avoid it if
we can.
We need to work and want to take an interest in it.
Under the right conditions, we can enjoy it.
We must be forced or coerced to make the right
effort.
We will direct ourselves towards a target that we
accept.
We would rather be directed than accept
responsibility, which we avoid.
We will seek and accept responsibility, under the
right conditions.
We are motivated mainly by money and fears
about their job security.
Under the right conditions, we are motivated by
the desire to realize our own potential.
Most of us have little creativity - except when it
comes to getting around rules.
We are highly creative creatures - but are rarely
recognized as such or given the opportunity to be.
Attitude
Direction
Responsibility
Motivation
Creativity
Reflection moment:
How do you view your co-workers?
How do your co-workers view you?
How does your direct supervisor view the
workforce?
How does the leadership team view the workforce?
Can you
change your
perspective?

13. People Section:
What do you do first?
● How well are the people in your area/organization
treated?
● Does your management operate in Theory X or Y?
● So, the first suggestion is to look in the mirror:
○ Do you operate in theory X or theory Y?
● Spend some time thinking about yourself first, and
get clear on how you behave.
● Gut check: Do your words match your actions?

14. People Section: Bonus Round
Get your management team together.
● Brainstorm the things that you want to see in your culture.
● Have people rank their top 5 items.
Tell the team they are each going to start a business that is driven by the
culture they just defined.
● Tell them not to think about technical skills (manager, sales, cooks, hostess), only
culture.
● Have them pick the employees they want on their team.
● Once a person is picked, he/she cannot be picked again.
Watch for when it gets hard to select and the stress that comes with picking a team. Then,
have a conversation and rank the employees in terms of A-players, B-players, C-players…

16. The process is all of the
steps necessary to execute a
transaction or task to make
your customer happy.

17. Process
● Do you have a process?
● How would you define a good process?
● Why is having a good process so important?
● Is 99.9% good enough?
● How do you go about developing and
implementing a good process?

18. Poll Question #2
Do you think having a process that works 99.9% of the time
is good enough?

19. Do you have a process?
● What do we mean by having a process?
● How would you know if you have one?
● How do you know if it is a good one?
● What do you do if you don’t have a process?

20. Is 99.9% good enough?
In the U.S. alone, there are
~87,000 flights per day. At
99.9%, there could be 87
airline crashes per day.
There are approximately 234M
major surgeries performed around
the world in a given year. At
99.9%, 234,000 of them could be
wrong each year, or 641/day.

21. What makes a good process?
Is it documented?
Is it measurable with data
and not opinions?
Can you audit the process?
Is it easy to execute
successfully?
Is it executed consistently?
Does it produce the desired
outcomes?
Does it meet your
customers’ expectations?
If a new person started tomorrow,
can you train them on it?

22. The 8 Wastes in Every Process
Transportation
Inventory
Motion
Waiting
Over-processing
Over-producing
Defects
Skills

23. What do you do if you don’t
have a process?
People are
valuable,
processes
are wasteful!

24. 1
Process – what can you do now?
Pick a process in your area that you
know isn’t working well.
2
Get the “What makes a good
process?” slide, and answer the
questions on that slide about your
process.
3
Refer to the 8 Wastes, and ask
yourself how many wastes do you see
in the process.
4
Form a team (for small processes, you
can do this over a lunch meeting), and
document the process.
5
Check yourself against those two
process slides.
6 High five each other!

25. Product
In manufacturing, it is the product the customer pays for.
What about retail?
What about a hotel or other
hospitality business?
What about a call center?
What about a consulting business?
You have to get clear on what you deliver in order to
build the culture and the process!

26. Cornerstone Lean Principle
Poll Question #3
If you map out your processes, what percentage of the time do
most of them add value?
Value Add (VA)
Changing the form, fit or function of an item.
What the customer actually pays you for…
Non-Value Add (NVA)
EVERYTHING else…

27. How to use VA/NVA Thinking
Ask yourself:
● How easy is it for your customers to get what they
want from you?
● How easy is it for your employees to be awesome?
Look at the product you are trying to
deliver.
● How can you make the process have fewer NVA
steps?
● How can you maximize the VA steps for delivering
the product?
Too many
companies solve
problems to
make them easy
for the company,
not for the
customers.

28. If you keep doing what
you’ve been doing, you will
keep getting the same
results.

30. Like what you heard today?
Join us in Atlanta in July for a two-day Cultural Warrior Boot Camp as we tackle the following items:
Roundtable
Problem Solving
Each participant will bring and
discuss one organizational
challenge.
Management vs
Leadership
World Class
Manager 101
Time Management, Measures &
Metrics, Working in the Process
and much, much more!
World Class
Leader 101
Clarity, Communication,
Coaching, Culture, Role-
Playing and much, much more!
Scheduled for July 28th
and 29th
(8:30am - 4:30pm) | Registration limited to 30 attendees
Free webinar overview of the Cultural Warrior Boot Camp in May
Contact Beau Groover for more information

31. Q&A
Beau Groover
The Effective Syndicate
beau@theeffectivesyndicate.com
www.theeffectivesyndicate.com
404-915-8020

32. WHEN
May 4-6, 2016
WHERE
Francis Marion Hotel
Charleston, SC
ATTENDANCE
250+ of today’s top HR,
technology, business executives
and thought leaders
AGENDA TOPICS
● Mobile Strategies
● Applicant Flow and Quality
● Workforce Management
● 2016 Trends
● Competition for Talent
● Compliance
● Turnover and Retention
● Culture and Engagement

33. HRCI & SHRM
Today’s Webinar
I-9/E-Verify Best Practices
Date: Tues., June 14 at 1pm ET/10am PT
Next Webinar
HRCI Activity ID: 278085
Recertification Credit Hours Awarded: 1
Specified Credit Hours: HR (General)
SHRM Activity ID: 16-SHRHH
Professional Development Credits (PDCs): 1