When working with companies and organizations, the focus of Excellence-In’s
Strategic Asset Value Enhancement™ (SAVE) Program
centers around the creation of what I call “Excellence Teams.” In brief, Excellence Teams are comprised of a select group of employees who meet on a regular basis to accomplish the seven critical elements of business growth and enhanced success:
Master the 12 essential components of leadership – each of which is critical to developing high-performance teams (especially in the area of effective communication)
Develop a culture of full engagement focused on continual improvement
Creation of vision and mission statements, and establishing common goals
Examination and analysis of critical challenges currently slowing your organization’s growth and success
Design of results-driven solutions (development and implementation)
Conduct follow through – i.e., accountability and performance measurements
Initiate and execute systems to increase employee engagement in becoming peak performers
Consider what Dr. Jim Loehr, Chairman and Co-Founder of the Human Performance Institute, said about employee engagement in the workplace:
“To be fully engaged [in our work] we must be physically energized, emotionally connected, mentally focused and spiritually aligned with a purpose beyond our immediate self-interest. Full engagement begins with feeling eager to get to work in the morning, [and concludes with being] equally happy to return home in the evening . . . It means being able to immerse yourself in the mission you are on, whether that is grappling with a creative challenge at work, managing a group of people on a project, spending time with loved ones, or simply having fun.”
“Less than 30 percent of American workers are fully engaged at work, according to data collected by the Gallup organization in early 2001. Some 55 percent are ‘not engaged.’ Another 19 percent are ‘actively disengaged,’ meaning not just that they are unhappy at work, but that they regularly share those feelings with colleagues. The costs of a disengaged workforce run into the trillions of dollars. Worse yet, the longer employees stay with organizations, the less engaged they become. Gallup found that after six months on the job, only 38 percent of employees remain engaged. After three years, the figure drops to 22 percent.” (Adapted from “The Power of Full Engagement” by J. Loehr & T. Schwartz)
To facilitate full engagement among all employees, and develop a solid corps of strong leaders, Excellence Teams are usually comprised of managers, supervisors, owners, etc. who, ideally, meet on a weekly basis (although this may vary depending on a company’s operational requirements).