ISPI 2015 David C Hartt EdD CPT PMP Assistant Professor Human and Organizational Learning The George Washington University Hampton Roads Center dharttgwuedu 757 634 5019 1 2015 Hartt Performance Group LLC ID: 367425
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From Platitudes to Performance: The Role of Vision, Mission and Values
ISPI 2015David C. Hartt, EdD, CPT, PMPAssistant Professor, Human and Organizational LearningThe George Washington University, Hampton Roads Centerdhartt@gwu.edu 757 634 5019
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Objectives
All participants will be able to…Discuss the strategic purpose of VMVDefine: Vision, Mission & Values (VMV)Review VMV from recognized organizationsExamine your own VMV2© 2015 Hartt Performance Group, LLCSlide3
Why Is Your Business…In Business?
Profit is not the wrong answer, but it is not entirely the right answer.Profit is the byproduct of a well thought out and executed purpose…aka Vision, Mission & Values (VMV)© 2015 Hartt Performance Group, LLC3Slide4
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Leadership Levels of Impact
(tactical)
: Your work team, your office(operational)
: Your division, your company
(strategic)
: Your community, state, society© 2015 Hartt Performance Group, LLCMicroMacroMegaSlide5
Stand and Remain Standing if…
Your company has…A Vision Statement?A Mission Statement?A Values Statement?If yes to any, can you state them?Can your employees state them?Do your refer to your VMV in making important/strategic decisions?
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Are You a High Performing Organization (HPO)?
The modern managerial ideal: An organization that is so excellent in so many areas that it consistently outperforms most of its competitors for extended periods of time. © 2015 Hartt Performance Group, LLC6Slide7
5 Elements of HPOs
Strategic ApproachCustomer ApproachLeadership ApproachProcess and StructureValues and BeliefsDrucker & Van de Ven emphasize the need to align behavior to strategy (walk the talk)
All elements directly or indirectly tie back to an organization’s alignment with Vision, Mission & Values
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Aligned to VMVSlide8
Peter DruckerEncourages managers to continually ask the right questions such as…
What is our business?What is our value to the customer?…the important decisions are strategic decisions© 2015 Hartt Performance Group, LLC8Slide9
Quadruple Bottom
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Social
Financial
Environmental
System
Alignment of elements w/in the organizationSlide10
The Data75%-95% of all errors (variance) in an organization are attributed to management
(Deming, Rummler, Dean)Only 14% of a firms performance is dependent on the leader (Nitin Nohria, Harvard Business School)86% of performance dependent on othersDo they know where to align their behaviors?© 2015 Hartt Performance Group, LLC10Slide11
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Value of VisionThree brick masons where busy at their trade, working side by side, when along cam a curious tourist. “What are you doing?” the traveler asked the first mason. “Laying bricks,” the first man shot back. “What does it look like?” Undaunted, the traveler repeated his question to the second mason. “What are you doing?” he asked. “Building a wall,” the dutiful worker replied. “And what about you?” the traveler asked the third mason. “What are you doing?” “Me?” The third mason looked up, and a slight smile crossed his face. "I’m building a cathedral.”
(chicken soup for the soul)© 2015 Hartt Performance Group, LLC12Slide13
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Vision, Mission, Values (VMV)
Vision
: A desired outcome yet to be achieved (a compelling vision of the future)Mission: The purpose of your efforts and means to reaching the visionValues
: The key characteristics that define the standards of conduct and a framework in which decisions are made
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Current Examples
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Vision: Aligned individual, team and organizational performanceMission: To solve ill-defined problems by providing:
The right performance solutions
To the right
people At the right time In the right location At the right costCore Values: Integrity, Objectivity and Service (IOS) Integrity in word and deed Objectivity to provide data driven solutions Service to our clients, our partners and our communitySlide16
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“Land on the moon and return safely to earth.”Slide17
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VMV & HPOs
How do you make VMV more than platitudes?
Starts at top. Walk the Talk, but….You can’t talk yourself out of something you behaved your way into.
Decision Making
Communicate VMV often
Touchstone for decision makingThinking long-termIntentionalSustainable (fiscally, socially, environmentally, systemically)© 2015 Hartt Performance Group, LLCSlide18
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Web Search
Use your laptops, iPads or mobile devices to find the VMVs for your company or your favorite stock.
Was it easy to find?Clearly stated (pithy and memorable)?
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“We build good ships here, at a profit when we can, at a loss if we must but always good ships.”
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Current Examples
T
o organize the world‘s information and make it universally accessible and useful.
Mission Statement
Committed
to building a more just, verdant, and peaceful world. Mission Statement© 2015 Hartt Performance Group, LLCCIASlide21
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#1 2012 On Bloomberg Top 50
#10 2013
Vision: A World Beyond Cash
Mission: Making Payments
Safe,
Simple and Smart Values: Trust, Partnership, AgilityInitiative© 2015 Hartt Performance Group, LLCSlide22
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#
1
2 On Bloomberg Top 50 Mission: To be our customers' favorite place and way to eat
Values:
Customer experience
Commitment to our peopleThe systemOur communitiesBusiness profitablyContinuous Improvement© 2015 Hartt Performance Group, LLCSlide23
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#1 On 2015 Fortune 500
Mission
: Saving people money so they can live better.Beliefs:
Respect for the Individual
Service to our Customers
Striving for ExcellenceAct with Integrity© 2015 Hartt Performance Group, LLCSlide24
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Framing Alignment
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Strategic
D
irection
VisionMissionValuesOperationsTechnologyBD/SalesAccountingHR PolicySlide25
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Framing Alignment
© 2015 Hartt Performance Group, LLC
Strategic
D
irection
VisionMissionValuesOperationsTechnologyBD/SalesAccountingHR PolicySlide26
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Framing Alignment
© 2015 Hartt Performance Group, LLC
Strategic
D
irection
VisionMissionValuesSlide27
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Framing Alignment
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Strategic
D
irection
VisionMissionValuesworkworkplaceworkerSlide28
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© 2015 Hartt Performance Group, LLC
Dr. David Hartt
Assistant Professor, Organizational Leadership and LearningGeorge Washington Universitydhartt@gwu.edu
Contact InformationSlide29
Speaker Bio
Dr. David Hartt is an Assistant Professor and the Director of Organizational Leadership and Learning (OLL) graduate programs at the George Washington University Hampton Roads Center. In addition, David is the Managing Principal of Hartt Performance Group, LLC where he is responsible for the analysis, design, development, implementation and evaluation of performance and learning initiatives for public and private sector clients. David holds a doctorate in Organizational Leadership, is a Certified Performance Technologist (CPT), a certified Project Management Professional (PMP), a Past President of the Federal Government Distance Learning Association (FGDLA) and a past board member for the International Society for Performance Improvement. David can be reached at dhartt@gwu.edu or 757 634 5019.© 2015 Hartt Performance Group, LLC
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References
American Management Association & Institute for Corporate Productivity (2007). ‘A global study of current trends and future possibilities.” How to build a high-performance organization (2007-2017) Bloomberg Businessweek’s Ranking of the Top-performing companies (2012). http://www.businessweek.com/magazine/bloomberg-businessweeks-ranking-of-topperforming-companies-01192012-gfx.htmlFortune 500 2014 Rankings http://fortune.com/fortune500/ Kaufman, R. (2006). Change, Choices, and Consequences: A Guide to Mega Thinking and Planning. Amherst, MA. HRD Press Inc. Kaufman, R. (2000, 2006). Mega Planning: Practical Tools for Organizational Success. Thousand Oaks, CA. Sage Publications.
Van de Ven, A. (1999). “The buzzing, blooming, confusing world of organization and management theory: A view from lake wobegon university.” Journal of management inquiry, 8,p.119. Gilbert, T.F. (1978). Human competence: Engineering worthy performance. New York, NY: McGraw-Hill.
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