Terry McKenna | Keynote Speaker, Author & Consultant
Terry McKenna is an internationally acclaimed speaker, author and consultant on the topics of human capital optimization and organizational design: people and systems. Terry’s most recent book, Hire the Best C-Store Employees – Interviewing Tactics for Hiring Employees Who Can Actually Make You Money, was a #1 seller in the convenience industry. Terry writes a monthly column for Convenience Store News and Single Store Operator, and has been featured in The Wall Street Journal and the Harvard Business School corporate training video, Benchmarking Outside The Box. Terry is principal and co-founder of Employee Performance Strategies, Inc. (EPS) founded in 1997. EPS is the leading authority in helping organizations achieve greater financial results by optimizing employee job performance. EPS develops high-performance workforces through training, organizational design, and process improvement. EPS is unique in their depth and breadth of experience in understanding and relating to business owners and their employees, due to their extensive history and focus on people-based strategy development and execution. Prior to founding EPS, Terry worked 17-years with ExxonMobil Corporation – U.S. Marketing Division. While at ExxonMobil, Terry led the development and implementation of a national customer service strategy, in addition to leading the achievement of ISO-9002 certification for customer service for convenience stores for ExxonMobil’s Singapore marketing affiliate. KEYNOTES / TOPICS: • CHANGE: Take Change by the Hand Before It Takes You by the Throat Change brings both promise and peril. Organizations need to be quicker and more agile, because in a faster-moving, more complex and uncertain world, success has never been more fleeting. Organizations must change before it becomes obvious. The most successful way to change is to create it. But to do so, organizations must be organized to position themselves out in front of the change curve otherwise they will be forced to change on their competitor’s terms, which is competitive suicide. The key to success is to tilt the playing field to your advantage, and you do that by changing the rules of engagement. • FUTURE: Create Your Future Before It Creates You The future is unknown, uncertain, and unpredictable. Because it’s all three, organizations need a strategy to map-out their future. Sadly, too many organizations sacrifice their future for the present – then they’re blindsided when the future arrives. Organizations are making their future, for better or worse, by what they do each day: decisions, behaviors, inactions. The future has already happened; the starting point is what is happening now and in the recent past that will have predictable effects in the years to come. The future requires decisions – now. It imposes risk – now. It requires action – now! • HIGH-PERFORMANCE: How to Create a High-Performance Organization Talent and skills shortages make up the #2 risk facing organizations today right after loss of customers. The ability to attract, retain and optimize employee job performance is the key differentiator that separates the great organizations from the pack. Top performers propel organizations on the fast track. You can’t build a winning organization with slackers. Organizations must be ruthless in getting the right people, with the right skills, in the right roles, and the wrong people out of them. Talent is the driver of organizational success. Leveraging that talent demands new ways of thinking about how to transform human capital into financial capital. • STRATEGY: Strategic Advantage: You Can’t Outperform The Competition If You Play By Their Rules Strategy is a game plan for winning. Strategy is about choices: what to do and what not to do. If your strategy isn’t sustainably different from your competitors, then it’s dead on arrival. Playing by the leaders rules is competitive suicide. Speed, flexibility, and adaptability have never been more important in today’s quickly changing and shifting environment. Strategy consists of three phases: 1) Development, 2) Implementation, and 3) Execution. No matter how brilliant a strategy, it still must be executed. Poor execution undercuts even the most brilliant strategy. Strategy execution accounts for 85% of an organization’s financial results. Lack of alignment is the #1 obstacle to execution. The principles of execution are: focus, alignment, engagement, and accountability. Key drivers of execution are: KPI’s, objectives, and a scoreboard. Strategy execution is everything! *For full information on Terry's service range, clients options and keynotes click to his website linked from this profile.
Your presentation and insights on “Employee Engagement” contributed significantly to the overall success of Retail’s Big Show.
Best session I’ve ever attended.
Great comments from your recent presentation to our Chevron retailers and marketers. Here’s just a few: 1) Best session I’ve ever attended, 2) Made me second-guess and re-think about things that I never really thought twice about, 3) Loved the suggestions on emotional marketing and community involvement.
Once again you’ve scored the highest ratings ...
Once again you’ve scored the highest ratings – was there any doubt? On a scale of 1-5 you scored a 4.9 on both content and presentation.