• Financial Services
• Information Technology
Today we will:
Talk about the results-only culture of work as a
basis for contemporary reward structures
Outline the things about work that are outdated
and undermine productivity and motivation.
Review the amazing results that organizations
are experiencing after adopting a Results-Only
HEY! What about
• Administrative Assistants?
• Assembly line workers?
• Government workers?
Surely you don’t mean EVERONE!
Are there some jobs ROWE
wouldn’t work for?
Are there some jobs that
shouldn’t focus on results?
If the time clock
wasn’t driving your
work, what would be
driving your work?
• If you don’t schedule break times, everyone will take too
many breaks or all break at the same time
• Without a time clock, nobody would show up to work
• Without a time clock, some people would scam the
• Tracking time helps us understand capacity
• The best relationships are built face to face
• Rules are important; they keep people in line
• People who are at work are working
The Culture of Work in America
Lots of meetings
Lots of ‘drive-by’ interruptions
Full of presenteeism
The Language of Work
Can I leave early?
How many vacation days do I get?
Can I telework?
We need more staff to do this
I’m not using my cell phone for business unless you pay
I’m done at 5. And I don’t put in any time on weekends.
What perks do I get?
Where’s Bob? We started 10 minutes ago!
I put in at least 50 hours last week
Characteristics of a
Results-Only Work Environment
Nimble, efficient Adult Workforce
No schedules/time clocks
Measurement job #1
Deadlines are met
Results, not face-time
No outdated policies/rules from last century
Results-Only Work Environment
How can we be more effective?
Let’s get clear on how to measure our results
We’ve got that covered
How can I help?
What do you need?
Is everyone clear about the outcome?
Policy (rules) versus Performance
• POLICY: When you’re working off-site, I’ll need to see a log of activities you are
completing each hour during an 8 hour period. The log of activities needs to be
submitted at the end of each day that you are working offsite.
• PERFORMANCE: Conquering the backlog of applications will ensure the citizens
of XYZ County (our customer) that require these services are living in a safe and
healthy manner (outcome). Therefore, we are going to process applications
wherever makes the most sense to get them completed at the time service is
required (result). We will measure call volume, application process time, and
window wait time (measures) to make sure we effectively and efficiently meet our
Organizations Trained by CultureRx
Expanded individual and team capacity
Enhanced customer satisfaction
Attraction and retention of the best talent
Improved engagement and morale
More efficient use of space/reduction of space
Human Services and Public Health
Department – 2700 employees
• Stress levels decreased by 24%.
• 11% of the employees increased their exercise,
the group had an 8% overall health score
• Reduction in sick time usage of 8%.
• Biz Results Example: Central imaging
productivity increase 33%.
Fairview Health Services IT Department = 360
50% decrease in overtime hours
3.6% decrease in the average number of trips made by
employees during rush hour
50% decrease in paper usage
87% of managers report they are more productive at
work, reporting a 27% gain in productivity
67% of individual contributors said they are more
productive at work, reporting a 35% gain in productivity
Outlet, which had its highest sales and
earnings performance ever post-ROWE
training, continues to overachieve.
Then Gap brand, which had been in a slump for
most of 10 years - first 6 months of the 2012 fiscal
year (post 2011 ROWE training) has had the best
performance in a decade.
Gap Inc. Direct (on line, Athleta, and Piperlime) already
had nearly a decade of non-stop breakthrough
performance, and has continued after their
BR, has had the best business in the past year, post-
ROWE training, that it has seen in at least 5 years.
“Today, based on the strength of all of our North America
businesses (all of which are a ROWE except Old Navy),
we reached a 12-year-high stock price of $35.99. While
I would never try to argue that ROWE is singularly
responsible for this performance, there is no doubt in my
mind that it is a significant contributing factor.”
Eric Severson, SVP Gap Outlet Division
It’s up to ALL OF US:
Do we want to be part of a 20th Century
workPLACE or a 21st Century
Next-Generation R&R 21st Century Culture
• Given on an ongoing basis • Not bound by time clock
• Recognition by anyone • Accountability at all levels
• Clear differentiation between • Crystal clear focus on
recognition, rewards, and measurable results
their relative value • Communication is fluid and
• Platforms make recognition focused; technology is a tool
process easy and accessible • Aligned with an altruistic
• Aligned with values, outcome that matters
performance, or special • Opportunistic; succeed based
initiatives on real results, not perception
• Individuals select their own • Teaming and collaboration
rewards uncluttered by nasty judgment
• Advanced analytics
Results, not face time
Promoting better communication
Proactive planning within and between departments
Eliminating non-value add and redundant activities
Being more productive, efficient, and nimble
Everyone using common sense- we’re adults!
Accountability at all levels
Competence, not complacence
Creating a workforce, not a workplace