Why SMP?

Why Strategy Meets Performance?

We help bridge your strategy to the performance of your team by developing solutions that will lead to a strong culture and team, prepared for the future.

Much like humans, organizations experience different stages of the life cycle until they reach their prime, a time of consistency, predictable success and even the birth of new companies. The infancy and childhood stages are a time of rapid growth, excitement and chaos while the adolescence stage has typical “growing pains” as the leaders attempt to create a culture that is systematic, aligned with the vision and has more predictable growth.

Because each stage in the life cycle requires different leadership behaviors and systems, even the best of companies will experience growing pains such as:

  • Conflict and silos among the senior team
  • Apathy and a lack of direction and productivity throughout the company
  • Low employee morale and/or resistance to change
  • Unhappy or marginally satisfied customers
  • Lack of innovation stemming from a “We’ve always done it this way,” thinking
  • Turnover of high performing employees

All these symptoms not only impact profitability and employee engagement, they limit future growth.

We partner with our clients to determine the success-limiting areas as well as areas of strength and achievement. Our work results in shifts in behavior companywide that lead to accountability, energy and a more dynamic environment for employees. Engaged employees have a sense of ownership and produce superior products and services in addition placing a high priority on serving clients – all behaviors that increase profitability and ultimately help guide the company to its prime.

Some of the benefits of our work are:

  • Loyal customers, energetic teams, increased profitability
  • Aligned senior teams, all “walking the talk”
  • Consistency across teams and locations
  • Authentic, open communication
  • Innovation, creativity, calculated risk
  • Clear, measurable goals that are tied to the strategy

Did you Know?

Highly engaged employees are twice as likely to be top performers—and miss 20% fewer days of work. They also exceed expectations in performance reviews and are more supportive of organizational change initiatives (Watson Wyatt).

U.S. businesses lose approximately $11 billion annually due to employee turnover, according to the Bureau of National Affairs.  ”With recruiting costs running approximately 1.5 times annual salary,” the study noted, “the ability to engage and retain valuable employees has a significant impact on an organization’s bottom line.”

Watson Wyatt found that companies with highly engaged employees experienced 26% higher employee productivity, lower turnover risk, greater ability to attract top talent and 13% higher total returns to shareholders over five years.

Engaged employees lead to…

Higher service, quality, and productivity, which leads to…

Higher customer satisfaction, which leads to…
Increased sales (repeat business and referrals), which leads to…

Higher levels of profit, which leads to…

Higher shareholder returns (i.e., stock price)

An employee’s relationship with his or her direct manager is a key driver of employee engagement (MSW Research and Dale Carnegie Training)

The top three drivers for employee engagement are:

  • Relationship with immediate supervisor
  • Belief in senior leadership
  • Pride in working for the company

(MSW Research and Dale Carnegie Training)

Only 29% of employees are fully engaged while 26% are disengaged.
(MSW Research and Dale Carnegie Training)

H. Norman Schwarzkopf, retired U.S. Army General, once remarked: “I have seen competent leaders who stood in front of a platoon and all they saw was a platoon. But great leaders stand in front of a platoon and see it as 44 individuals, each of whom has aspirations, each of whom wants to live, each of whom wants to do good.”

A feeling of being in on things,” and of being given opportunities to participate in decision-making often reduces stress. It also creates trust and a culture where people want to take ownership of problems.

As former Campbell’s Soup CEO, Doug Conant, once said, “To win in the marketplace you must first win in the workplace.”

Why SMP? page image
Seven Actions of High Performing CEOs