State of the Business Owner People Webinar

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

For Guides & Additional Resources
www.stateoftheowner.com

Presenters
Cameron Madill Tricia Huebner

President VP, Business Development
Synotac EMyth

Key #3: People


Webinar Questions & Comments

Twitter Hashtag: #sobo2012

GoToWebinar Chat Window

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Origins and Motivation of SOBO

What are the success factors helping
small and midsize businesses
succeed in 2012?

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The Planner The Pessimist

o Believes they control their
o Believes the future is dictated
destiny by external events beyond
o Has a coherent vision of the their control
future o Does not have a vision for
their company in the future
o Regularly tracks business
o Has few or no formal plans for
metrics making progress towards this
o Has concrete plans to move vision
towards their business o Does not regularly consult
vision metrics to track business
o Are innovative with progress
technology

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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

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Fundamentals Accelerators People

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KEY #3
People

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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


If your employees are not
thinking and acting like
owners, they are thinking
and acting like renters.

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Ownership

KEY #1 - FUNDAMENTALS
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Balance

Individual Collective
Action Culture

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A Culture of Ownership
You gain… Must be willing to…
 Faster Growth
 Start with your own Primary Aim
 Innovation at every level
 Trust others
 Adaptability to change
 Recruit/hire for values first
 Aliveness
 Delegate both responsibility and
 Risk-taking authority

 Being able to “let go”  Give up control/micromanagement

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EMyth Foundations of Ownership:

Choice

Caring
Self Interest

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Owners and Renters
• Self Interest vs. Self Preservation
• Caring vs. Compliant
• Choice vs. Victimhood

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Passion & Meaning
(Self Interest)

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Generations in the Workplace*
Work Interactive Communication Attitude About
Generation Perspective Style Style Authority

Veterans Work First! Individual Formal Accepting and
(the silent trusting
generation)
1922- 1945
Baby Boomers Live to Work! Team Player Semi-formal Accept the rules
1946-1964 created by
Veterans
Generation X Work to Live! Entrepreneur Not serious, Openly
(1965-1980) irreverent questions
authority
Generation Y Live, then Work. Participative Informal Okay with
(1981-2000) Eye-catching authority that
Fun earns respect

* Source: Neil How and William Strauss, Generations:
The History of America’s Future. 1584 to 2069

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Your Primary Aim

A brief statement that
describes your highest values
and expresses how your want
to live your life.

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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

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Ownership

Self Interest = Innovation
Caring = Commitment
Choice = Accountability

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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.

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Engagement Drivers:

1. Recognition
2. Professional Growth and Development
3. Clear Expectations
4. Trust and Autonomy
5. Fair Compensation

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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.

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Research Findings

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Owning the Results
(Choice)

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Businesses that had
results-oriented position
agreements with their
employees outgrew their
peers by 50%.

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Committed vs. Compliant

Position Agreements are a
powerful management tool
that communicates the
results an employee is hired
to achieve and transfers
ownership to them.

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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.

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Elements of a Position Agreement

Position Identification
Results Statement
Work Listing: Strategic & Tactical
Standards (position specific & company-wide)
Signatures Page

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Results Statements (Why)

Tells an employee
why that position
exists in the
company and
connects it to the
Strategic Objective.

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The Work Listing (What)

Strategic Work: Tactical Work:
Defining Producing
the results the results

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Standards (How)

Standards indicate
how the work
should be done…
behavior, attitude,
brand promise.

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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.
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Strategic and Tactical Breakout

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Position Identification and Result Statement

Managerial Position Agreement

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Even the
CEO/President
needs a Position
Agreement

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Sample Work
Listing for
Managerial
Agreement

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“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

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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.

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Business Development

Key #3: People


State of the Business Owner 2012
For additional research, guides and community:


Facebook.com/StateOfTheOwner

@StateOfTheOwner

Key #3: People


State of the Business Owner People Webinar

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