![Telephone
Messages
If you take a message for a colleague, please
obtain the person’s name, organisation,
email address & phone number. Please
email your colleague with their details.
Please enter the subject as ‘T/C [Name of
caller/organisation]’.
Emailing your colleague is better than
leaving them a piece of paper with the
caller’s details because it is less likely to get
lost.
Entering ‘T/C’ in the subject line is helpful
because your colleague can immediately see
that it is a telephone call which may need to
be returned quickly](https://image.slidesharecdn.com/sl-corepurposemissionvalues-150506060753-conversion-gate01/85/SL-Core-Purpose-Mission-Values-63-320.jpg)
SL - Core Purpose, Mission & Values
- 2. Our Culture ‘The way we do things around here’
- 3. We Seek Excellence Our culture focuses on helping us to achieve excellence
- 4. WHY? Why focus on excellence? Why focus on maintaining standards in everything we do? Why focus on discipline?
- 5. Because it provides the best chance of winning and of creating a great organisation
- 6. Nine Aspects of our Culture • History, Core purpose, Mission • Values are what we Value • People - Recruitment, Performance Management, Retention, Holidays • Profit Levers • Office Protocol • Communication • Going the extra mile • Fact Founded Decision Making • Foresight
- 7. History In 2002 I spent 5 five months playing cricket in South Africa. I got to play my favourite sport in a beautiful country and saw a side of the world that changed my life forever. On my return from South Africa, I was inspired by my recent adventure, so I set up Sport Lived to help other young people have the same kind of life changing experience.
- 8. Core Purpose We believe we are on the face of the earth to organise amazing sporting gap years
- 9. Mission To send 200 customers on Sport Lived programmes in FY15/16. AND…those 200 people will have the best experience of their life playing and coaching sport overseas.
- 10. Nine Aspects of our Culture • History, Core purpose, Mission • Values are what we Value • People - Recruitment, Performance Management, Retention, Holidays • Profit Levers • Office Protocol • Communication • The Extra Mile • Fact Founded Decision Making • Competitive Urgency
- 11. Values Many companies have nice sounding value statements such as: Integrity Communication Respect Excellence
- 12. Values Enron, whose leaders went to jail, and which went bankrupt from from fraud, had these values in their lobby: Integrity Communication Respect Excellence
- 13. Values The actual company values are shown by who gets rewarded, promoted, or let go
- 14. Values Actual company values are the behaviours and skills that are valued in fellow employees
- 15. Values At Sport Lived, we particularly value the following nine behaviours and skills in our colleagues… …meaning we hire and promote people who demonstrate these nine
- 16. Energy You have boundless energy You are optimistic and relish tackling new challenges You can energise people who you work with
- 17. Passion You care intensely about Sport Lived’s success You inspire others to produce exceptional work You’re tenacious and competitive You celebrate winning
- 18. Execute You accomplish amazing amounts of important work You exceed your performance objectives You make wise decisions - people, technical and business You smartly separate what must be done well now, and what can be improved later You focus on & deliver results
- 19. Commercial You recognize that the business can only exist and prosper if it is profitable You identify areas to grow sales and lower costs You keep your eyes on the numbers at all times You take smart risks
- 20. Sporty You are interested in sport. This interest enables you to develop a rapport with customers You quickly grasp our core purpose and why individuals would be interested in playing and coaching sport overseas on their gap year
- 21. Develop People You are passionate and gain immense satisfaction in developing other people You are selfless and give other people your time You recognise that recruiting, retaining and developing talent is our main competitive advantage
- 22. The Truth You obtain and make decisions based on data You show a willingness to confront the truth, no matter how painful the immediate consequences might be You have the courage to make difficult decisions You’re honest with people
- 23. Self Discipline You’re disciplined with your time You’re disciplined with money You’re focused on the areas of the business where you can add the most value You don’t need to be closely managed
- 24. Appearance You’re passionate about design and making everything associated with Sport Lived look beautiful
- 25. Nine Aspects of our Culture • History, Core purpose, Mission • Values are what we Value • People - Recruitment, Performance Management, Retention, Holidays • Profit Levers • Office Protocol • Communication • The Extra Mile • Fact Founded Decision Making • Competitive Urgency
- 26. Our number 1 passion is People and making people our Core Competency
- 27. “Because teams with the best players win” WHY?
- 28. “Get the right people on the bus first, and the wrong people off the bus, then figure out what direction to drive the company” Jim Collins, Good To Great FIRST PEOPLE, THEN STRATEGY
- 29. Imagine if every person at Sport Lived is someone you respect and learn from…
- 30. Great workplace is Stunning Colleagues
- 31. Recruitment MD To personally sign off on each new hire You will receive a fee for each person who you recommend who is subsequently hired to work at Sport Lived Always follow the Hiring New Staff Process
- 32. Performance Management You should know exactly what is expected of you and what ‘great work’ looks like You will have up to 5 objectives. Each performance objective will have an associated example of good work Full time staff will have a performance review every six months (late September & March) where you will receive a mark out of 5 against each performance objective
- 33. Feedback… …is most effective when: • You provide it regularly (good & bad) • You provide it on the day things happen so people get real-time feedback • You’re always honest…as a leader no one in your team should be materially surprised of your views
- 34. Positive Feedback Praise people immediately after doing something right Be specific about what they did right & how it makes you feel Encourage them to do more of the same
- 35. Reprimands Confirm the facts Reprimand people immediately Be specific about what they did wrong & how it makes you feel Remind people how much you value them Move on…the best managers don’t hold grudges
- 36. People will be asked to leave the business if their behaviour is inconsistent with our values and/or their performance objectives scores are low
- 37. Sharing The Proceeds Our approach to remuneration is ‘everyone should get something and those the contribute the most should get the most’ If we beat our profit target, we will pay a proportion of the profits out to the team
- 38. Pay Rises & Bonuses Your pay rise and bonus will depend on 3 things: 1. How you perform against your performance objectives 1. Whether you demonstrate the 9 behaviours we value 1. Whether we hit our annual profit target
- 39. Salary & Bonus… …will be reviewed annually (in September) as part of your Performance Review
- 40. Holidays Full time staff will receive 25 days holiday a year (1 September – 31 August) plus bank holidays. You can’t roll untaken holidays from one year to the next Avoid taking holidays at times of the year that are important for you for your job e.g. If you are working in sales, avoid taking holidays in January, July & August because we usually get a lot of bookings
- 41. Sport Lived Policy for Expensing, Entertainment, Gifts & Travel: “Act in Sport Lived’s Best Interest” (6 long words)
- 42. “Act in Sport Lived’s Best Interest” Generally means: • Expense only what you would otherwise not spend, and is worthwhile for work • Travel as you would as if it were your own money • Disclose non-trivial vendor gifts • Take from Sport Lived only when it is inefficient to not take, and inconsequential “Taking” means for example printing personal documents at work: inconsequential and inefficient to avoid
- 43. Nine Aspects of our Culture • History, Core purpose, Mission • Values are what we Value • People - Recruitment, Performance Management, Retention, Holidays • Profit Levers • Office Protocol • Communication • The Extra Mile • Fact Founded Decision Making • Competitive Urgency
- 44. Profit Levers It is essential that everyone in the company understands how the company makes money and the key behaviours that drive our success.
- 45. How we make money Sport Lived arranges for individuals to undertake sporting programmes in Australia, New Zealand or South Africa Customers pay Sport Lived a programme fee which includes the provision of an overseas sports club/paid coaching placement, overseas accommodation, in city staff support, airport transfers & regular overseas social events (direct costs) The programme fee that customers pay to Sport Lived is more than the total sum of the direct costs - this generates a profit to the business
- 46. Useful Information Customers pay a deposit when they book (£295) & pay the outstanding balance 12 weeks prior to departure. Our customers pay for their programmes in £. Sport Lived’s direct costs are in AUD, NZD, ZAR.
- 48. Marketing: Profit Levers Understand which people have the best chances of booking Sport Lived programmes considering factors such as age, house price, sport, gender, enquiry source Generate as many new leads as possible that have the highest chances of converting in to sales Produce exceptional marketing material that sells the dream of playing & coaching sport overseas. This makes it easier for sales staff to convert new enquiries in to sales.
- 49. Sales: Profit Levers Obtain as much information on prospective customers as possible to help you to identify leads with the best chances of converting in to sales e.g. age, house price Call leads who have the best chances of converting in to bookings at times when you most likely to reach them Get as many customers as possible to book programmes with the highest gross profit. As a general rule, the longer the programme, the higher the gross profit.
- 50. Operations: Profit Levers Call 100% of customers within 7 days of booking Calling 100% of customers 12 – 14 weeks prior to departure (helps to lower our cancellation rate) Set programme prices & dates that are accurate & profitable Enter accurate programme information to our CRM. This ensures that we have accurate data to make decisions e.g. projected currency requirements, gross profit on customer’s programmes Ensure that customers pay the correct amount for their programmes
- 51. Finance: Profit Levers Accurately record all financial transactions on Sage. This enables us to run financial reports quickly and easily and make decisions based on accurate financial information. Make smart decisions on the best way to hedge our foreign currency requirements
- 52. Overseas Staff: Profit Levers Deliver great programmes that fulfill our contractual obligations. This increases chances of referral bookings & prevents the company from having to issue refunds. Negotiate with suppliers to ensure that our direct costs are as low as possible. Help us to grow sales by providing quick, accurate answers to questions posed by sales staff. Liaise with prospective customers and their parents via email & on the phone. Take outstanding photos at Sport Lived social events and add them to our social media pages – Facebook, Twitter, Instagram. Get happy customers to complete a review on Review Centre.
- 53. Our Customers • Average age of our customers at the point of booking is: 19 • Average house price of our customers is: £550k • Our 4 most popular sports are rugby union, cricket, hockey and football • The 3 best booking sources are Google, Friend & Sport Lived Letter
- 54. Your Role Sport Lived is a small, simple company. Although you may work in one particular area, e.g. marketing, you can still contribute to other areas of the business to grow our profitability. For example, if a prospective customer calls the office, you can answer their questions and obtain information such as their age, house price, sport of interest, proposed departure date & enquiry source which helps us to identify the likelihood of them booking a Sport Lived programme.
- 55. Nine Aspects of our Culture • History, Core purpose, Mission • Values are what we Value • People - Recruitment, Performance Management, Retention, Holidays • Profit Levers • Office Protocol • Communication • The Extra Mile • Fact Founded Decision Making • Competitive Urgency
- 56. Arrival Time Please arrive 15 minutes before the time you are schedule to start work. This gives you time to make a drink, have a chat, catch up on the latest gossip so you’re ready to begin work from your actual start time
- 57. Your Appearance Please dress smartly so that you would make a positive impression on a prospective customer and their parents if they turned up to see you unexpectedly at the office e.g. shoes not trainers
- 58. Your Desk Please leave your desk clean and tidy and remove any mugs or dishes at the end of each day. We think this creates a culture of order and provides the best working environment for you and other people.
- 59. Your Lovely Apple Computer Please regularly install updates on your machine so it operates as efficiently as possible Please keep your computer, keyboard and mouse nice & clean. It creates a pleasant working environment & other people may need to use your computer
- 60. Chewing Gum Please do not chew gum in the office. It impedes your ability to speak clearly on the phone.
- 61. Card Details It is essential that you shred any document that contains a customer’s credit or debit card details.
- 62. Dropbox Files Please store files on Dropbox in a neat and orderly fashion, naming files clearly and deleting unnecessary files. This creates a pleasant working environment and saves time because files are easier to find
- 63. Telephone Messages If you take a message for a colleague, please obtain the person’s name, organisation, email address & phone number. Please email your colleague with their details. Please enter the subject as ‘T/C [Name of caller/organisation]’. Emailing your colleague is better than leaving them a piece of paper with the caller’s details because it is less likely to get lost. Entering ‘T/C’ in the subject line is helpful because your colleague can immediately see that it is a telephone call which may need to be returned quickly
- 64. Mobile Phones Please put your mobile phone on silent when you are in the office. Loud ring tones & message alerts are a distraction. If you receive an important personal call on your mobile that you need to answer, please take it outside the office.
- 65. Parents Please address parents by their title and surname e.g. Mr Smith/Dr Jones. I think it is slightly more professional than calling them by their first name
- 66. Lunch Breaks 30 minutes. If you need longer, please let us know.
- 67. Locking Up It is essential that the last person leaving the office: • Closes the blinds • Turns off the printer • Turns off all lights (including Christmas tree lights) • Locks the door
- 68. Nine Aspects of our Culture • History, Core purpose, Mission • Values are what we Value • People - Recruitment, Performance Management, Retention, Holidays • Profit Levers • Office Protocol • Communication • The Extra Mile • Fact Founded Decision Making • Competitive Urgency
- 69. Communication I will share as much information as I can with you on all aspects of the business: • Finances • Product • Plans for the future etc I think that the more you understand the more you’ll care about the company. It will help you to understand the context behind decisions
- 70. Communication We expect you to: • Listen well, instead of reacting fast, so you can better understand • Be concise in written and verbal communication
- 71. Communication We expect you to communicate as much as possible face to face or over the telephone. Why? • You’ll build better relationships (better relationship = higher chance of successful negotiation) • You’ll acquire useful, unexpected pieces of information
- 72. Eight Aspects of our Culture • History, Core purpose, Mission • Values are what we Value • People - Recruitment, Performance Management, Retention, Holidays • Profit Levers • Office Protocol • Communication • The Extra Mile • Fact Founded Decision Making • Competitive Urgency
- 73. Ali McClintock Ali McClintock was in her final year at university & worked as a part time sales consultant for SL. In March of her final year she was writing her dissertation, applying for grad schemes, revising for her finals, trying to hit her Sport Lived sales goals. Ali had a promising lead from the USA. She called the lead from her student house at 11.30pm to tell them about our rugby programmes in Australia. The customer booked.
- 74. Ali McClintock Ali went the extra mile.
- 75. The Extra Mile Everyone says they go the extra mile. Very few people actually do. Most people who do go there think, "Wait...no one else is here...why am I doing this?" And they leave, never to return. That's why the extra mile is such a lonely place. That's also why the extra mile is a place filled with opportunities.
- 76. The Extra Mile Be early. Stay late. Make the extra phone call. Send the extra email. Do the extra research. Help a customer with an additional part of their trip to make it special. Every time you do something, think of one extra thing you can do...especially if other people aren't doing that extra thing.
- 77. The Extra Mile Sure, it's hard. But that's what will make us different. And over time, that’s what will make us incredibly successful.
- 78. Nine Aspects of our Culture • History, Core purpose, Mission • Values are what we Value • People - Recruitment, Performance Management, Retention, Holidays • Profit Levers • Office Protocol • Communication • The Extra Mile • Fact Founded Decision Making • Competitive Urgency
- 79. Fact Founded Decision Making The most successful companies use facts adequately and with full effectiveness in developing strategic plans and making decisions.
- 80. Fact Founded Decision Making It is vital that everyone at Sport Lived seeks to get and act on the facts.
- 81. Fact Founded Decision Making Why? • Better Decisions – making decisions based on facts not assumptions • People are in more touch with reality • Higher morale – everyone is united in acquiring and acting on the facts
- 82. Nine Aspects of our Culture • History, Core purpose, Mission • Values are what we Value • People - Recruitment, Performance Management, Retention, Holidays • Profit Levers • Office Protocol • Communication • The Extra Mile • Fact Founded Decision Making • Competitive Urgency
- 83. Competitive Urgency For us to be leading organisation I feel we need to have a culture of Competitive Urgency. By this I mean: • Aggressively exploiting & pursuing opportunities to grow the business • A desire to seek out, confront & deal with problems (the passage of time usually makes a tough problem even harder to solve • Not shrinking from difficult people decisions
- 84. Our Core Purpose, Mission & Values