May 17 Dinner Meeting

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May 17 Dinner Meeting
The Leaders Role in Driving
Execution
Rich Cordivari
Vice President, Learning & Development
May 17, 2011
Discussion
 The Leader’s role at ABSS
 How our leadership group identifies and communicates goals and
priorities
 Ensuring that our work supports our goals
 Do our people support our work (in support of our goals?)
 Processes that support our people
 Leaders Role in driving execution
 What’s expected of an AlliedBarton Leader?
 Choosing, assessing and supporting our Leaders
AlliedBarton At-a-Glance
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Headquarters in Conshohocken, PA
Largest American-owned security company (#2 worldwide)
55,000 employees & growing!
Over 100 offices nationwide
Over 3,200 clients
Over 8,000 individual sites
200 Fortune 500 companies
Sectors served include:
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Commercial Real Estate
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Government
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Defense & Aerospace
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Higher Education
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Healthcare
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Petroleum & Chemical
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Shopping Malls
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Financial Institutions
HRPlus At-a-Glance
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Leading Provider of Background Screening
Services
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Background screening
Drug testing
Fingerprinting
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Over 2,000 clients
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More than 40 years in business
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Over one million tasks completed yearly
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Backed by AlliedBarton Security Services
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Workforce Management Hot List Recognition
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Founding member of NAPBS (National
Association of Professional Background
Screeners)
Brief Company History
Allied is the largest uniformed
security provider in Western, PA.
SpectaGuard is founded
in Philadelphia, PA.
SpectaGuard establishes a corporate
headquarters, and achieves a record
$10 million in sales.
SpectaGuard is purchased by
Gryphon Partners of San Francisco
and acquires Effective Security
Systems, a New York firm.
1957
Allied Security is founded
in Pittsburgh, PA.
1969
Allied opens its second office
in Cleveland, OH.
1986
Allied is operating on a
national scale, with over 30
offices coast to coast.
1996
SpectaGuard retires from
event security to focus on
corporate clients.
1967
1980
1987
1998
Brief Company History (cont.)
Allied purchases PSB and SSI
MAFCO purchases Allied Security
2003
Allied and Barton merge and
become AlliedBarton Security
2004
AlliedBarton purchases Fox
Security
2000
SpectaGuard acquires Allied
Security and names itself Allied
Security becoming the 3rd largest
security firm in the US
2006
AlliedBarton purchase Initial
Security
2007
AlliedBarton purchase HR
Plus
2008
AlliedBarton is purchased by
The Blackstone Group
Our Culture
Core Purpose & Values
 Begins during initial training
 Integrated into communications
 Modeled by managers
 Supported by programs
Leadership – Stakeholder Leverage
Net Promoter
Score
Customer Service
“Wants filled”
Employee Value /
Attitude
“Wants filled”
DTBG Culture
Surveys
Strong leadership
increases employee
attitude by 10% and
customer service by 4%.
Investor Return
Leadership
“Leading the Brand”
360 Reviews
Leadership Quality
Leadership Creates Value:
What Value Does Leadership Provide?
Investor
Intangibles
Customer Wants
Partner
Relationship
Quality of
Leadership
Employee Competence:
Commitment Contribution
“Delivering Behaviors”
Community
Reputation
Company/Supervisor
Wants
Leadership is Good Business
The Leader’s Role at AlliedBarton
“Leadership Non-Negotiables”
AlliedBarton Leaders are always expected to:
 Lead by example.
 Promote and embody our culture, values and beliefs with passion.
 Assume ownership for our company’s success.
 Develop your employees.
 Take ownership of issues and proactively find solutions.
 Take responsibility and do the right thing.
 Project energy and enthusiasm.
 You are part of a team and have a responsibility to everyone on it.
Communicating Organizational Priorities
2010-2013
Strategic Focus Areas:
Leadership Brand
Branding
Enhanced Growth and Profitability
Vertical Markets
Quality Control and Assurance
Leadership Model
LEAD
PEOPLE
GROW
BUSINESS
engage to high performance
profitably
DRIVE
EXECUTION
MANAGE
SELF
with discipline
with passion
Driving Execution
One of AlliedBarton’s Leadership Drivers is Drive Execution.
Successful execution primarily depends upon
how well each team member understands the
goal and his/her roles.
Clear and direct communication helps to create
alignment, commitment, and focus on the right
goals.
All stakeholders must hold themselves
accountable for fulfilling their role in order to
implement change successfully.
Change leaders proactively solve problems by
effectively collaborating with others.
Drive Execution - Competencies
4 Leadership
Drivers
16Competencies
Lead People
Engage to high
performance
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Promote our Culture and
Values
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Recruit & Hire Great
Talent
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Inspire Commitment
through Trust &
Credibility
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Coach and Develop
People
1 Set of Values
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Failing to deliver results
Betraying trust
Resisting change
Grow Business
profitably
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Think Strategically
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Demonstrate Broad
Business & Technical
Expertise
 Optimize Balance of
Fiduciary Risk /
Reward
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Build CustomerFocused Environment
Drive Execution
with discipline
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Own issues and find
solutions
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Communicate and
Influence with Skill
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Lead Change with
Sound Judgment
and Speed
 Instill focus on both
short & long term
impact
Manage Self
with passion
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Demonstrate
Ownership &
Accountability
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Project Energy and
Enthusiasm
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Exhibit Creativity &
Innovation
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Display Composure
& Personal
Courage
LIVE OUR VALUES…
Growth – Responsibility – Empowerment – Achievement – Trust
While NOT exhibiting Derailing Behaviors…
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Being exclusive vs. inclusive
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Failing to take a stand
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Over leading and under managing
 The Competencies come directly from the Dare to Be Great Blue Print for Success which outlines our cultural, management and
leadership philosophies and beliefs that deliver the AlliedBarton brand experience.
 The competencies describe the “expected” performance in “key” areas and are the same for all management level employees.
 Each competency has two overall behaviors that are “Management Level Specific that establish key performance standards.
Driving Execution
 Does our strategy match our 2010 – 2010 SFA Plan?
 Senior Leaders
 Has the SFA plan and strategy been properly communicated?
 Operational Leaders
 Division
 Regional
 District
 Vertical
 Sales Leaders
 Support Leaders
 Does the work we do support the our goals?
 Are the right people in the right place?
 Do they have the support they need:
 To execute at a high level in their current role
 Take on additional authority / responsibility
Support Processes
Assessing Leaders
 HOW
– Leadership Model
– 360
– Performance Review
– 360
– Succession Plan
 WHAT
– Profitability
– Customer Retention
– Employee Turnover
– Year-over-year Growth
– Net Promoter
Our Next Generation of Leaders
 Skills
 Experiences
 Internal (continuity) and External (diversity) candidates
 Succession Planning
 Training & Development
 Mentoring
 Coaching
Thank You!
Rich Cordivari
AlliedBarton Security Services
484-351-1876
[email protected]
www.alliedbartonedge.com