The Leaders Role in Driving Execution. Rich Cordivari Vice President, Learning & Development. May 17, 2011

Transcription

1 The Leaders Role in Driving Execution Rich Cordivari Vice President, Learning & Development May 17, 2011

2 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

3 AlliedBarton At-a-Glance 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: Commercial Real Estate Government Defense & Aerospace Higher Education Healthcare Petroleum & Chemical Shopping Malls Financial Institutions

4 HRPlus At-a-Glance Leading Provider of Background Screening Services - Background screening - Drug testing - Fingerprinting Over 2,000 clients More than 40 years in business Over one million tasks completed yearly Backed by AlliedBarton Security Services Workforce Management Hot List Recognition - Founding member of NAPBS (National Association of Professional Background Screeners)

5 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 Allied Security is founded in Pittsburgh, PA. Allied opens its second office in Cleveland, OH. Allied is operating on a national scale, with over 30 offices coast to coast. SpectaGuard retires from event security to focus on corporate clients.

6 Brief Company History (cont.) Allied purchases PSB and SSI MAFCO purchases Allied Security SpectaGuard acquires Allied Security and names itself Allied Security becoming the 3 rd largest security firm in the US Allied and Barton merge and become AlliedBarton Security AlliedBarton purchase Initial Security AlliedBarton purchases Fox Security AlliedBarton purchase HR Plus AlliedBarton is purchased by The Blackstone Group

7 Our Culture Core Purpose & Values Begins during initial training Integrated into communications Modeled by managers Supported by programs

8 Leadership Stakeholder Leverage Customer Service Wants filled Net Promoter Score Employee Value / Attitude Wants filled Investor Return DTBG Culture Surveys Strong leadership increases employee attitude by 10% and customer service by 4%. Leadership Leading the Brand 360 Reviews Leadership Quality

9 Leadership Creates Value: What Value Does Leadership Provide? Customer Wants Investor Intangibles Partner Relationship Quality of Leadership Community Reputation Employee Competence: Commitment Contribution Delivering Behaviors Company/Supervisor Wants

10 Leadership is Good Business

11 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.

12 Communicating Organizational Priorities Strategic Focus Areas: Leadership Brand Branding Enhanced Growth and Profitability Vertical Markets Quality Control and Assurance

13 Leadership Model LEAD PEOPLE GROW BUSINESS engage to high performance DRIVE EXECUTION profitably MANAGE SELF with discipline with passion

14 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.

15 Drive Execution - Competencies 4 Leadership Drivers 16Competencies Lead People Engage to high performance Promote our Culture and Values Recruit & Hire Great Talent Inspire Commitment through Trust & Credibility Coach and Develop People Grow Business profitably Think Strategically Demonstrate Broad Business & Technical Expertise Optimize Balance of Fiduciary Risk / Reward Build Customer- Focused Environment Drive Execution with discipline Own issues and find solutions Communicate and Influence with Skill Lead Change with Sound Judgment and Speed Instill focus on both short & long term impact Manage Self with passion Demonstrate Ownership & Accountability Project Energy and Enthusiasm Exhibit Creativity & Innovation Display Composure & Personal Courage 1 Set of Values LIVE OUR VALUES Growth Responsibility Empowerment Achievement Trust Failing to deliver results Betraying trust Resisting change While NOT exhibiting Derailing Behaviors Being exclusive vs. inclusive Failing to take a stand 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.

16 Driving Execution Does our strategy match our 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

17 Support Processes

18 Assessing Leaders HOW Leadership Model 360 Performance Review 360 Succession Plan WHAT Profitability Customer Retention Employee Turnover Year-over-year Growth Net Promoter

19 Our Next Generation of Leaders Skills Experiences Internal (continuity) and External (diversity) candidates Succession Planning Training & Development Mentoring Coaching

20 Thank You! Rich Cordivari AlliedBarton Security Services