John Spence: Business Advisor, Management, Strategy & Performance Expert, Keynote Speaker

http://www.bigspeak.com/john-spence.html
"Making the very complex, awesomely simple" is no mere catch phrase, it is truly John Spence's mission in life. Driven by an insatiable curiosity to understand the fundamental aspects of what it takes to achieve and sustain excellence in business and life, John Spence has earned a reputation as a leading authority in the areas of Strategic Thinking, High-Performance Teams, Advanced Leadership Development, and delivering consistently superior Customer Service, making him one of the most highly sought after executive educators and professional speakers in America.

At the age of just 26, John was named CEO of an international Rockefeller foundation, overseeing projects in 20 countries and reporting directly to the Chairman of the Board, Winthrop P. Rockefeller III. Two years later, John was nominated as one of the top CEOs under the age of 40 in Florida and Inc. Magazine's "Zinc Online" recognized him as one of America's up and coming young business leaders. John is Director of Best Practice Innovation at the Best Practice Institute, has twice been named one of the "Top 100 Business Thought Leaders in America" and has also received honorable mention as one of the top 100 Small Business Influencers (along with Seth Godin and Malcolm Gladwell).

For the past 17 years, John Spence has presented workshops, speeches and executive coaching to more than 300 organizations worldwide including; Microsoft, IBM, GE, Abbott, Merrill Lynch, AT&T, Verizon, Qualcomm, State Farm, and dozens of private companies, government offices and not-for-profits. John is also the author of Excellence by Design - The Six Key Characteristics of Outstanding Leaders and Awesomely Simple - Essential Business Strategies for Turning Ideas into Action and has been a guest lecturer at over 90 colleges and universities across the United States including Harvard, Rutgers, Brown, Stanford, the Wharton School of Business at the University of Pennsylvania and is an instructor of the Entrepreneurial Masters' Program at MIT.

Affectionately referred to as the "Human Cliffs Notes" by many of his clients, John Spence is known for taking massive amounts of research combined with his personal hands-on experience to deliver timely, focused, results-driven programs. For example, to create carefully customized workshops and presentations that reflect the newest research and most current thinking, John reads a minimum of 100 business-related books each year and listens to an additional 30-50 audio books, giving him an incredible depth and breadth of knowledge which to draw from.

More About Keynote Speaker, John Spence . . .
John Spence has served as "Executive in Residence" for the University of Central Florida's Technology Incubator; as a Special Advisor to the Rawls College of Business at Texas Tech University; as a lead instructor for the University of North Florida's Executive Education division; on the Board of Directors for the University of Florida's Center for Entrepreneurship & Innovation; as an advisor to the University of Florida's Leadership Development Institute and as a senior instructor at the Cornell University Leadership Development School.

His work as a business advisor and executive educator has taken him on assignments to Hong Kong, Japan, Germany, Austria, Mexico, Latin America, New Zealand the Bahamas and Canada.

To book John Spence to speak to your organization, contact BigSpeak Speakers Bureau. 805-965-1400 http://www.bigspeak.com/john-spence.html

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Closed Caption:

all this is one of my favorites like to
have fun with this one
arm this comes from years and years and
years of teaching high performance teams
workshops
from small companies to become is all
the way up the United States Navy SEALs
I had a buncha seals
and one of my classes several years ago
talking about and that's a fairly high
performance team
so when I look at it I look for the
pattern so I'm a share with you now is
about 10 years of working on these
boil down to a patter you wanna build a
truly world-class team a truly high
performance teams
I believe the six elements will get you
there the first D
is direction what have a great team to
get have a very clear
vivid compelling well communicated
direction or vision arm in the key word
up their share
because if the team doesn't have the put
a saying if they don't get their thumb
print on it and they have no by an
have a commitment so the way to get a
high performance team there may be
you know someone up on high that says
we're a I wanted to see back into the
corner
that's fine but how we get to see as
long as it's prudent
ethical legal and in the best interest
of our customers let the team figure
that out let them have some ownership
has
if they get to put their say if they get
to work on it then I'll get some
personal commitment personal ships at
number one share direction vivid
Clearwell communicate share direction
XTM is measurable goals
and there's a word here I want to use
that's very important the goals need to
be what I call
binary yes or no black or white 1r0
no guessing this is very very hard time
explaining why it's so critical
this is a another focal area another
place we go from a pretty good team
dropped or workgroup talk
to a high performance team is clear
specific measurable
binary goals no guessing black or white
one or zero
the next to a pretty easy competent
people good communication wanna get
really good talented people on my team
know what have lotsa open honest robust
the key word I uses
transparent communication transfer
communication it when my favorite
business axioms
people without access to information do
not have to take accountability for
their actions
if you can look at somebody in your
company and your Bafana I don't know you
can tell me how to get the memo nobody
said anything to me
if they can say that strict you can hold
them accountable but if you say hey I
sent you the memo you got the email
you're in the meeting
I sent to the plan you look to tack you
had tons of information we've been
totally transparent then you can hold
them accountable a very high level
let me reverse that around I heard a
phrase the other day that I absolutely
love
and it fits your perfectly ambiguity
breeds mediocrity
ambiguity breach mediocrity that a
powerful idea to me tell you why two
seconds so up to you we have like a
blinding flash the audience
you know what you do I wanna share
direction measurable goals competent
people good communication every team has
this
this is where it all changes the next
game is mutual accountability
this is where everybody in the team
holds everybody else
100 percent both personally and mutually
accountable for achieving
the specific goals now you see why it's
so critical to make the call specific
because that means it's me and you
versus the goals
not me verses you you don't say I don't
think you're trying hard enough
I don't feel like they didn't do a good
job he said you said you can increase a
sales by 83 percent even increased by
63% I love you man
where's the other 20 percent I've
noticed in the last couple months this
is not in your workbook one of the areas
where i've seen a pattern
and businesses just recently where
they're struggling as three areas
first area is failing to set clear
expectations of performance for their
employees
very clear specific aggressive
standards are excellence the people be
held accountable to you go to most
employees and say
describe clearly for me what the
standards of excellence around your job
are
very few can do that so not setting
clear expectations with employs about
what world-class performance looks like
the other areas not setting expectations
for the employees
of what they can do is with you should
expect from management if they beat
those goals
if I truly have more class what will I
get back driver managed to have a pastor
management here will I get a raise will
I get a promotion
well I get extra benefits what's in it
for me if I take on that ownership
mentality I live those standards every
day
watson also what will happen if I tell
what will
but with the expectations P what are the
ramifications very clearly
because they're guessing and if you're
if you're gassing here's what happens
arm they do they do as little as they
possibly can
I'm gonna stop there and they told us to
really try to come back to that one
I for him I once asked me would you like
to learn how to drive a child insane
and I said no this is not really useful
skill for me I don't you know typically
go around driving children crazy drive
other people basically no children
and a he said tonight each other how to
drive a child and say
I said okay great by teaching style
psychology seekers with you
on Monday you praise them lavishly for
behavior a whenever the
haha I love you you're also be the best
good border good you know let's not
forget this is also your great
then on Tuesday you punish them severely
for doing the same thing
there are ways to you throw a party for
them doing the same thing given cake and
ice cream to present in everything on
Thursday beat the hell out of him
for doing the same thing by Friday their
schizophrenic
wears a hat where's my friend in Austria
says should surf reddit
I it's the same thing with your
employees
if they don't know what the standards
are if they don't know what the
expectations are
they don't know whether the critical
praise to punish for the same behavior
and when that happens what rushes into
that void is fear
and people are fearful that he was the
minimum they do as little as they
possibly can to keep their head down the
don't do anything
so one of those things about setting the
correct vacations for them in you
is allowing to take away that fear and
allow them to be risk-takers and bball
and about do stuff on behalf of your
business not to be shit suffering to
consider their
in their cue and keep your head down
hoping because if you look at it
getting punished or getting rewarded
unfortunately punishment is five times
stronger people were five times harder
to avoid punishment and it will be a
brace
so if they're afraid to get yelled at
they do nothing which varies with the
last and I think the most important
three areas are expectations
the expectations up what world-class
performances for the employees
the expectations of what their reward or
punishment will be for meeting or not
meeting those expectations
and the third most important thing is
setting poor expectations for your
customers
not clearly tell your customers what to
expect what you deliver
where you go and thereby setting
yourself up for failure because our
expectations are higher that you plan to
deliver
I give you a great piece a research
around this are several years ago they
went to a bank in the running two groups
of people
this is your gonna come in at 9 a.m. in
the morning apply for low the first trip
they said we will give you your loan
decision
by 3 p.m. today guaranteed 3 p.m.
the second group he said we will give it
to you by end of business today 5 p.m.
guarantee they delivered the lone
results to both groups have 4 p.m.
how do you think the first trip that was
promised 3 p.m. fell
I hate you people you lied to me you
people stick
I will never do business with you I hate
this bank
the second group that said 5 together
for what they say
we love you guys are awesome you buy now
or never do business with anybody else
you're the best you have great service
here's an interesting thing both groups
got
exactly the same level of service
courage this is an interesting one when
you look at courage
you think about leaders everybody thinks
will be your PIN haven't been eating a
big bowl packs in
a non the company were gonna move to
China and we're gonna per billion
dollars you're going to risk everything
ur
here have tried this new product yeah
that's exciting I
understand that some leaders need to do
that in all leaders at times the to take
big bold bets and the visionary
out there but I think going forward this
is my opinion
that the real courage that leaders need
is cursed to be vulnerable
to purchase a I don't know I'm I'm
confused I need some help
I the courage to say I i'm not the best
at that when we get someone else in the
company to do it
the courage to say I'm confused or I
don't think you're right or
are the courage to to hold other people
accountable but also the kurds hold
themselves accountable an inmate
when they can't do it because the days
of the lone ranger leader
who can run the whole company juggle all
the balls run everything sees the vision
does it all closes all the sales that's
over
me you can't do it one of the things
that are leader today needs figure out
is
from a jog a lot lot of balls which one
to Robert which ones are classed
what are the ones that I absolutely
cannot drop
hold on to those and let go every other
volume in the kennel the rest of your
team halfback
and part of that is having the courage
which it takes a lot of courage to say
I'm in over my head I need some help I
don't now I confused I don't have that
information let's figure this out
together as a team