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Posts Tagged ‘plan’

Reducing your Employee Churn/Burn Rate & Getting Results

What is the most value asset you have in your company? You shouldn’t have to think too hard! It’s the people that execute on your strategy.

So why do you always seem to be “the last man left standing” in your organization?

I’ll share with you the answer, followed by two key lessons & one practical example/result as to the “why” of so many company’s having challenges in retaining staff these days. An especially complex issue to understand, given the current economical crisis, is the unemployment rates around the world are still incredibly high.

The Answer is that we, as leaders, typically do a very poor job of recruitment, induction, ongoing management & assessment of our most valuable assets. And the general root cause is through poor communication and lack of courage!

Personally, even though sometimes hard to swallow, I firmly believe in the 90/10 rule, which states that if one of your staff isn’t working out, it’s 90% YOUR fault.. & only 10% theirs!

Do you think I’m being harsh, unfair & unrealistic? Well, consider this.. who’s in the drivers seat?

  • Who (ultimately) did, or approved the hiring?
  • How clear were you in defining and communicating the Mission & Vision of the company?
    • Did you receive acknowledgment, or other form of undeniable proof that you were clearly understood?
  • How clear were you in defining the role to be fulfilled & the specific outcomes to be expected of the role?
    • Key words being “role & specific outcome”.. forget job description!
  • How clear were you in communicating the behaviors you expected whilst your team executed on your plan?
    • How did you manage the first signs of lack in performance or alignment with your vision, message and/or expectations?
  • How often did you sit down to agree S.M.A.R.T. objectives/goals?
    • How frequently did you follow-up to make necessary adjustments?
    • How quickly did you put someone on a performance plan when they didn’t deliver on what was agreed?
  • How much planning & thought went into the induction, education/training, mentoring or skills acquisition process the individual needed to succeed?
    • How much coaching or mentoring did you consider to be required from yourself, or senior/more experienced staff?
  • How quickly, and how brave were YOU in having “the difficult & uncomfortable conversations”?
    • Are you paying & rewarding your staff to perform?
      • Are you doing the opposite?
      • How are you motivating/encouraging non-performance/conformance?

I could go on & on.. but I think you get the point! It’s YOUR company, YOUR department or YOUR team, and therefore YOU are the ultimate responsible person for the outcome/output of everyone’s role. If things aren’t working out then look inward before you look outward, and once you’ve completed this assignment take responsibility to make the immediate & necessary adjustments.

Lesson #1

  • Be crystal clear on Your Vision & communicate it… communicate it… communicate it…
    • Who needs to do What, How & by When?
      • This requires acknowledgment & buy-in, however remember you’re the boss (90% responsibility), so make sure that “your team” buys into “your plan”, even if you need their help in constructing it, and not the opposite!
    • Where do you want your company, area or department to be?
    • When do you expect specific results?
      • When do you expect escalations when things are in danger, or aren’t going according to plan?
    • How do you want (expect) your employees to behave, handle themselves and handle adversity (which is sure to come)?
      • What are the rules of engagement?
    • What are the boundaries & non-boundaries that you expect people to respect & understand?
      • What are the focus areas they’re supposed to be focused on in order to achieve success?
  • Be crystal clear on Your Mission… & communicate it… communicate it… communicate it…
    • Why do you want your people to behave in a certain manner?
    • Why do you need your people to achieve certain results?
    • Why do you require specific results within specific time frames?
    • Why is the company in business to begin with?

I’ve embedded the Core Values, which are the “behaviors” or “rules for the road” within the context of the Who, What, Where, When, Why & How above. That, in short, is your Core Ideology!

Lesson #2

The next biggest lesson you might have to learn, is regarding COURAGE. Courage to stand-up to the “know-it all’s” who’ve never run an enterprise but have every theory in the book as to how your organization should run! I find these days far too many companies have “grayed the line” between “boss & employee” and between responsible for direction & responsible for execution. If you’re going to take 90% responsibility for the failure of an organization, you need to get straight, and clearly understand, who’s “experienced” and better still “paid to run the show”.

In order to deliver on the above, you need the right skill-set that’s for sure, and you also need to have the backbone to “listen first” and “act accordingly second”. Acknowledging someone’s perspective and giving them voice doesn’t mean that you have to take their advice or recommendations over your own experienced opinion or gut instinct/intuition. It only makes you more responsible and accountable to the eventual decisions you make.

Once you’ve guaranteed success, then you can stand back, be humble and allow your team to bask in the glory of having executed excellently on a plan. Take 90% of the responsibility, give 90% of the credit and you’ll have an effective & motivated team!

I’ve spent hours-upon-hours giving practical workshops to MBA students who have paid a pretty penny to gain a highly valuable education, just like I’ve spent hours-upon-hours with both managers and employees who’ve read the latest books containing magical and earth moving experiences. What I always share with them is that “now you have the logic, it’s time to go out into the real world to implement and execute”.

The execution of an idea is always more important than the brilliance of a thought, or even a strategy. A brilliant thought without effective execution is merely an illusion. A brilliant strategy, without effective execution, is merely a waste of everyone’s energy & time.

Practical Example/Result

I recently walked into an assignment that demanded many changes in a short period of time. Multiple colleagues had just been fired for non performance and conformance. I was walking into an understandably hostile environment!

I stood in front of a room and shared my “what” followed by my “why”. Then came my “how”, where I told them that I only expected  1/2 (!?!?) of the output, dedication and commitment that I was willing to put in myself! However, I also advised them that I typically give 300% to every assignment!!

I explained that I would give them 48 hours to go through the grieving process of having lost their colleagues, followed by 15 days to be at 80% or better, and showing signs they would be at 150% by day 30.

I committed myself to complete transparency & communication, just as I would to holding them as accountable (where & when) as I would hold myself. I shared with them that there would be 2 day, 15 day & 30 day milestones, at which time I would have conversations with non-performers & either implement a performance plan or retire them. I would also make it a regular habit to commend the good performances along the way.

I shared with them that in a 24 hour weekday, I’m hoping you have 8 hours of sleep, and I’ll guarantee you that more than 50% of the remaining 16h will be based on, or thinking about, “work”. Therefore, if you’re going to dedicate more than 50% of your “awake” time to “work” during a 5 day work week rather than to your loved ones & special interests, it’s absolute lunacy to work in a place where you’re not motivated and inspired. As a consequence, if I ask you or if you decide to leave, then we’re only doing each other a favor based on a general concern & well-being for all.

Result

One person left within 48 hours, a few more within the first 15 days, then a few more within the next 15 days. Along the way change happened, a pride which previously didn’t exist filled the department! Results, followed by customer satisfaction, started to sparkle where it didn’t exist before. THEY, the last ones standing, did all of the work. I merely gave them direction and the opportunity to be everything I already knew they could be.

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How to fix your company in 30 days

Whether you’re a “hired” senior executive or an entrepreneur leading your enterprise to greatness, you’ve probably raised your head from the table more than once and questioned yourself as to “how am I going to fix what’s broken(?)”. And regardless of whether you already have a plan to action on this thought, or not, checking over the following points can only help you fix it faster, better, cheaper.. and maybe even keep you out of bigger trouble than you are already in!

  1. Gut Check Time – How committed are you to affect change in your organization?
    • Are you willing to embrace this opportunity for self reflection & personal awareness/growth?
    • Are you committed to taking the necessary action steps required to fix the situation first, and the root cause second?
  2. Core Ideology Clarity – Do you have, and have you communicated, your organizations Mission, Vision & Core Values?
    • Mission = The Purpose for being (The WHY for your organizations existence)
    • Vision = The Dream you want to manifest (The WHAT of the outcome you want to achieve)
    • Core Values = The Rules for the Road (The HOW you & your team will behave whilst executing your strategy)
  3. Gut Check Time – Do you have proof that your staff/Team have bought into and fully understand your Core Ideology?
    • Do they understand the “why” things need to change?
    • Have you looked them “in the white of their eyes” & confirmed they’re on-board?
      • How are they “living” your Core Ideology day-in / day-out?
  4. Seek “outside & unbiased” contribution from nothing less than a non-consultant consultant
    • As the “owner of your own experience”, don’t shoot yourself in the foot by getting someone who is too close to the business to be objective as to what the true cause for the issues are
    • In fact, the root of the problem might be yourself.. are you ready to admit that?
  5. Validate you have an “Engagement Model” that works
    • Are you communicating “at/to”, or “with” your team?
      • “Communication is a bi-directional activity, and it requires active & empathetic listening
    • Do you have a One-Page Plan, or similar framework to ensure that you and your team are literally on the same page in what concerns your goals & objectives
    • Do you have regular review/Pulse Check cycles? – “People don’t do what you expect, they do what you inspect
      • 15m Daily Huddles?
      • 1h Weekly Strategic Meetings?
      • 2h Monthly Sanity Check & Planning Meetings?
      • Half Day Quarterly Strategic Review & Adjustment Sessions?
      • Semi-Annual Full-Day Strategic Alignment & Planning Workshops Off-Site?
      • Annual Full-Day/Two-Day Strategic Alignment, Planning & Executing Your Strategy?
    • Do you have Periodic Performance Review Cycles with your Team?
    • What’s your feedback loop to track & measure progress along the way?
      • How do you ensure you’re hitting your milestones in a timely manner?
      • What’s your escalation process to avoid surprises & keep you in the drivers seat?
  6. Gut Check TimeAre you Strategy or Execution focused?
    • The execution of an idea is ALWAYS more important than the brilliance of the thought!
      • Don’t get hung-up on a beautiful strategy if you’re not going to be able to execute on it
        • Do you have the proper (and proven) skill-set on-board to execute?
  7. Communicate, Communicate & Communicate again
    • Don’t take anything for granted!
    • Keep up the communication with your team, and those you need support from to keep everyone motivated
    • Circulate results & celebrate wins!
    • Look / seek out “quick wins” to boost confidence & motivation
      • Get some air beneath your wings
    • Praise the great work!
    • Address set-backs as opportunities for learning & growth!
    • Give your plan “teeth”!!
      • Make sure there are consequences for non conformance!
  8. Celebrate as a TEAM, so that you can repeat success as, and when needed, to overcome any challenge

It really is that simple! The complexity comes when you have to judge how bad things have gotten and for how long. How corrupt or rotten has your company culture become? This is the difference between a 30 day, 3 month, or a 3 year fix. This will be the significant reason why your employee churn will be single or double digits. The deeper the already ingrained bad habits, the longer it will take to build new & healthy habits! Remember, you don’t stop doing things wrong, you learn how to start doing things right! You don’t stop practicing bad habits, you learn & practice new healthy & productive habits! It takes up to 21 consecutive days of practicing a new healthy habit before it becomes ingrained in your DNA, so you have to be persistent & diligent.

Finally, if you can find a way to make it fun & rewarding, then you’re going to increase the probability & speed of your success.

11 Quick Secrets for winning – What’s your Super Bowl?

February 8, 2010 1 comment

I’ve been an avid American Football fan ever since I can remember, and so I’m obviously one of the many who eagerly await the crowning of the National Football League Super Bowl Champions each year. I also love “sentimental favorites”, and so this year we hit the jackpot! After Hurricane Katrina 4,5 years ago, everyone on the planet had to have been cheering for the New Orleans Saints to upset the favorite Indianapolis (formerly Baltimore) Colts.

Drew Brees, the undersized and unlikely hero in a land of giants was voted the Most Valuable Player, and I just finished watching a pre-Super Bowl interview with Katie Couric which will give you 11 key secrets for a formula of success necessary for you to lead your team to your own Super Bowl victory.

These 11 gems, or pearls of practical wisdom that you can implement immediately, are all contained within the first 5 minutes. Here are the highlights, accompanied with my own questions to you:

  • @ 40s; I’m excited.. 4 years ago we had a dream, we had a goal that we would be here at some point, fighting through some ups & downs & adversity to get here
    • It’s never an easy road to victory, so..
      • What’s your plan?
      • How well is it articulated?
      • How prepared are you & your team to deal with adversity along the way?
  • @ 1m10s; I’m always going to be nervous.. feeling those butterflies.. the minute you loose that nervousness it’s time to get out because with that nervousness comes the edge, that edge keeps you locked in, keeps you focused, it’s that will to win..
    • It’s all about Passion, so..
      • What’s your WHY?
      • How Passionate & Focused are you about what you’re doing?
      • How Passionate & Focused are your team?
      • How “bad” does everyone want to win & what are the sacrifices that you’re all willing to make?
  • @ 1m36s; I have so many mentors in my life, coaches, teachers, people that I’ve worked with in my past, that I continue to talk to today. People that give me the best advice at the best time, and then I’m able to relay that to my teammates, or guys who need it, who may be going through the same thing that I went through at some point
    • You can’t do it on your own, so..
      • Who are you surrounding yourself with that’s going to give you the right answers at the right time for the right situation?
      • How are you going to engage & relay that information to your team, and with what frequency & intensity?
      • Are you surrounding yourself with practical people that have been there, “done that” before, or theorists that have studied it? What’s the right blend?
  • @ 2m03s; so much about being a Quarterback is that there are 10 other guys in that huddle, each one is motivated at times in different ways. Some guys.. all you have to is give them a look, other guys you might have to yell at them a little bit, each guy had a different trigger or button that you need to push in order to get their best
    • You have to know your team (Leadership part 1), so..
      • Are you prepared to give that stern look, or have that “hard conversation”, yet be empowering in the way that you do it?
      • Are you communicating, engaging & enrolling your player? Do you know their “triggers” and treating your team as a motivated group of individual performers?
      • Are you willing to follow-up on lack of performance & “bench”/sideline your players when they don’t perform? In a worst case scenario are you ready to let go & trade them to another team, or even league?
  • @ 2m35s; when you let people know how much you care, how much you care about them ,or in our case, how much you care about the game & winning the game, and being at my best, & that I’m going to lay it on the line for them.. they play for you
    • You have to set the example (Leadership part 2), so..
      • How much are you rallying around you own “WHY”, and are you communicating with passion?
      • How are you showing that you care? As much for the team as eh victory itself?
      • How are you striving to “be the best”, be your best?
      • How are you “laying it on the line” for your team? (walking your talk)
  • @ 3m16s; (Katie) A teacher told us that you’ve been teaching kids in New Orleans that anything is possible , and therefore you’re becoming responsible for the hopes & dreams of all these children looking to you for courage & inspiration.. do you some times feel like that’s too much pressure?  (Drew) It’s a source of strength for me.. a responsibility just knowing that as a quarterback of this football team, and a member of this community, I have the platform that I do to influence so many people in such a positive way, and in the end, I’m only being myself, I just embrace the opportunity & do as much as I can and give back as much as I can
    • Take responsibility for your team’s hopes & dreams (Leadership part 3), so..
      • Are you shying away from responsibility, or rather rising up to it & embracing it?
      • Are you leading a team, but still part of a community?
      • Are you leveraging the platform you have in order to positively influence your team’s performance?
      • Are you being yourself, allowing your true self to shine through?
      • How are you giving back?
  • @ 3m50s; the number one piece of advice I give to kids is that they can accomplish anything they want in life, don’t allow anyone else to tell you otherwise if you’re willing to work for it! That’s the truth, we can all be whoever we want to be as long as we’re willing to work for it. There’s no mountain that too high or task that’s too great!
    • If you can can dream it you can achieve it, so..
      • What’s your dream? Personal, Professional, and team?
      • How have you communicated it & how do you remind yourself & the team on a daily basis?
      • Is everyone putting in “the hard yards”? Is it a true team effort?
      • How hungry are you? How hungry is your team?
  • @ 4m25s; no Quarterback that’s too short.. impossible.. I’ll never let those people get the best of me.. they’ve been telling me that all my life!
    • It’s all about belief, so..
      • How much do you & your team believe in your dream or vision?
      • What are the reaffirming tools that are in place to make sure that the belief stays strong?
  • @ 5m00s; I’m supposed to be the calm, cool & collected one.. but that’s what I like about it.. going outside the norm, outside the box and something I started two years ago.. a special rally cry that get’s you going..
    • It’s all about communication & innovation (Leadership part 4), so..
      • When things aren’t working, how are you stepping outside the box to find new solutions?
      • How are you rallying your team?
      • What is your own unique & secret “rallying cry”?
  • @ 5m45s; that once you’re in that huddle, you’re part of a brother hood, now we’re going to go out onto that field & we have to play together, trust each other and win together
    • It’s all about teamwork, unity & trust, so..
      • What’s your “huddle” routine? How often & when do you look each other in the eyes & set the course of the next play that’s going to score you a touchdown?
      • What’s your pulse check to make sure everyone senses the responsibility of a “brotherhood” and steps up their game?
      • What’s your method of creating transparency that has everyone “play together” & trust one another enough to “pick-up the ball & run with it” when your teammate has fallen or faltered?

At the 13m50s mark, Drew talks about the perspective that an injury brought him early in his career. A downward cycle in his life that became a moment of reflection and gave him heightened perspective. A “time-out” of sorts, that possibly allowed him to gather his thoughts, strengthen his conviction and put together a master plan built on the sweat & tears of good old hard & honest work. A moment of reflection, that led him to stand on top of the biggest stage of his life only a few shorts hours ago.

What are the simple lessons you can learn from this interview, and from his story?

2009 – My Year in Review

December 23, 2009 2 comments

It’s that time of year again.. time to look back at the year that’s about to end and measure what’s worked, what could have gone better, and what New Years Resolution’s are appropriate.

The professional highlights were..

  • an e-commerce business who experienced 59% Year-on-Year Revenue Growth
  • an Art Gallery who experienced 50% Revenue Growth 60 days after a Strategic Planning & Alignment workshop
  • a PR agency that gained focus on “what really matters” & improved their sales processes
  • an illustration business that improved their gross margin by an undisclosed amount
  • an internet start-up that launched it’s first real product within 45 days after many failed efforts during it’s first 18 months
  • and another business that’s 15% above budget after a Strategic Planning & Alignment workshop in late September
  • and a host of accolades

The personal highlights were..

  • watching my wife’s “start-up” get significant market validation and secure another round of funding
  • my kids from my first marriage turning around their falling grades to get serious recognition on their improvement
  • my eldest son gaining greater self confidence and implementing serious change after attending Landmark Forum for Teens in October
  • my youngest son getting over the complex of wearing glasses & thus improving his self confidence as well as behavior in school
  • back in OZ building stronger bonds with new friends
  • growing a new business and still being able to maintain a healthy dose of work-life balance
  • supporting at least 3 friends in making significant life-changing decisions leading to their dream-life-by-design

These are just a snap-shot and they’ve made me even more sensitive for the need to record what’s working so that I can continue to “spread the love”.

Sure I had my share of set-backs, and with each one I was able to take significant learning’s to apply toward my development & growth. As my wife likes to remind me; every disciplined effort reaps multiple rewards, and the stronger the wind the stronger the tree!

Actually, “reviewing” is an exercise I do on a daily & weekly basis, as that’s the best way I find to keep pushing myself to learn & grow. How does that work? Well, I actually block-out 60 minutes in my daily calender at 19h00 to reflect back on the highs & lows of the day just passed.

And ask myself challenging questions such as..

  • On a scale of 1-10, how do you feel about your day?
  • What worked well & why?
  • What didn’t work as well as you would have liked & why?
  • What could have worked better?
  • Were you busy or effective? (I actually ask myself this one throughout the day)
  • What could you have done differently to change the outcome of the day?
  • What are the key learning’s from today?

If you’re brutally honest with yourself & keep an open mind, seeking to understand, then this process becomes very powerful. Now, armed with this analysis of my day just passed, I’m ready to affect change into the planning of the day just ahead of me. I find this is the only way to consistently “up my game” from day-to-day. At the end of the week, on Friday afternoon, I do a very similar exercise, but broader in scope. More challenging questions reveal the underlying emotions that had me behave the way that I did, the results of which often reveal important patterns, some of which may even require 3rd party intervention to break. Typically however, a simple trusted circle of like-minded friends or professionals is enough to keep you honest & give you the necessary tools to “break through the glass ceiling” (a.k.a.. a good kick in the pants).

All-in-all I’m pretty satisfied with 2009. It’s had it’s ups & downs, highs & lows, but over-all, the year has been an overwhelming success! The biggest challenge I faced was the recent passing of my father just last week! Whilst it broke my heart to see him go, it also gave me even greater fervor to push myself even more, and continue to affect change & stay on purpose (to empower every relationship I touch)!

How about you? What’s the balance of your year? What do you need to do differently to make it a 10 out of 10?

The Year of Opportunity

December 21, 2009 1 comment

This is a story of “the power of intentions”.. work-life balance, personal/professional growth & success, in whatever form you identify it.. 🙂

Back in December of 2006, the year I first met my wife, she taught me all about “them(ing) a year” & setting the intention for the success of the upcoming 12 months. It was December 31st to be precise, we were on the back of a friend’s boat on the Sydney harbor just under that famous bridge which I had seen on so many New Years Eve television broadcasts. We were going to move in together as of 2007, and so jointly we decided that the year would be appropriately themed “The Year of Living”. Now when you theme a year, you have to express your activities in alignment with the theme, and so the next question was “where we were going to live”. So as we asked ourselves “where is a living city?”.. we simultaneously declared “Barcelona”. At the time I was living in Portugal, Maria dancing between Zurich & Hamburg. Very appropriately, Maria then instructed me to get on a plane a few days later.. headed to Barcelona to find our new flat, where she would meet me at the end of the week.

In addition to starting new businesses each, 2007 was a year in which we made conscious decisions to “live”. We traveled every 6/7 weeks for extended weekends in-between intense work periods, we created a blog to share our passions, we obviously explored the “living city” of Barcelona and we constantly challenged ourselves to take every opportunity possible to LIVE! As a follow-up, 2008 became “The Year of Celebration”, which we appropriately kicked off with our wedding celebration, all of this mind you, whilst still developing successful new business models in very adverse conditions. With our businesses entering critical stages, and the clouds of the Global Financial Crisis looming on the horizon, 2009 become “The Year of Perseverance”, and we jointly exerted extra concerted efforts, thus excelling our businesses to new plateaus.

This “theme(ing)” business & setting intentions which drive your focus has also become a powerful backbone of the methodologies with which I’ve provided for my clients, who have in turn transformed their cultures, had their staff stand-up & take accountability for driving company results, creating the necessary environment of greater “work-life-balance”, and finally, driving an average 50%  revenue increase in their businesses. It’s all about “focus” and communicating that focus to your team, and those around you so that everyone is conscious of where we’re headed, why & what’s in it for them along the way.

Several weeks ago, my wife Maria & I started to question ourselves in regards to a possible theme for 2010, and noting where we stand, and what we would like to see happen through disciplined hard/smart work, we’ve decided on “The Year of Opportunity”. More than normally, we will seek to identify the opportunity to learn & grown in every event we encounter. Our passions will be driven to create new opportunities for ourselves, and those that  surround us, as we progress through our year. We will remain focused, and  yet open minded as to not limit our choices. We will seek new business partnerships, we will question the “status quo” in our lives & businesses, and we will seek to enhance our businesses offerings through creating unique win/win growth opportunities for all.

Will it be an easy year? Obviously not! We’ve discovered that you don’t grow in “easy times”. As Maria likes to remind me, “the stronger the wind.. the stronger the tree” 🙂 So with open arms we await to embrace 2010 and all of it’s challenges that lie ahead. Counting on the support of friends, family & an extended network to play hard & work smart, we know we’ll come out on the other end wiser & stronger for having had the focus & discipline to leverage every opportunity.

What the moral of this story? If you set an intention, voice it loud, hold yourself accountable whilst allowing others to hold you accountable, focus with all your might, be diligent and consistently question your “status quo”, combined with a few tools & support, the only thing in the way of success is yourself. Or as I like to say, “the only thing you need in order to achieve success in anything you desire is one of two things.. either overcoming a limiting belief, or determining the right strategy”.

How about you? What’s on your radar for 2010? How are you going to face what’s ahead? how are you going to make the most out of every opportunity?

Are you an engaging leader?

October 12, 2009 3 comments

“More than 9 in 10 Employees Are Disengaged When Organizations Don’t Implement Change Well”, the key word here being “disengaged”, which directly points to the engagement process.

Harvard Business Schools Press’s Executing Your Strategy by Morgan, Levitt & Malek points to 90% of successful strategies “on paper”, so throughout all of the ones that don’t even pass this pre-qualifier, still fail to reach successful conclusion! Success to them, and to me, is completion through transition into your operation and thus impacting the results of your company. What I’ve seen over the past 25 years as the #1 source of this breakdown, is the engagement process!

My solution to this dilemma is a rather simple process, which given the nature and emotional intelligence of humans, makes for an interesting journey. 🙂

– First; ensure that you properly cover every stage of the I.N.V.E.S.T. model by investing in your strategy!
– Second; get the right people on your bus and in the right seats by leveraging the ghSmart Top Grading methodology
– Third; get everyone literally on the same page with a One-Page Strategic Plan
– Fourth; Stop, Look, Listen & Act through rhythmic processes & incorporate behavioral kinetics to ensure sustained or increased performance as ever changing job demands affect your teams performance
– Fifth; ensure you’ve got a Continuous Improvement Cycle built into you organization to measure (1) reaction to what’s going on, (2) learning related to increased knowledge or capability, (3) behavior & capability improvement impacting (4) results, or the effect on your business.

You can encompass all of these tools and get critical key-stakeholder buy-in through a Strategic Alignment & Planning Session process. The art of execution is always more important than the brilliance of the thought, and people will do something, including changing their behavior, if only it can be demonstrated that doing so is in their own best interests as defined by their own core values. As Joel Baker so eloquently summarizes it, “vision without action is merely a dream, action without vision merely passes time, but vision with action can change the world!”

Are you ready to change your world? Are you an engaging leader?

Who ya gonna call?

Do you remember these words from Ghostbuster?

If there’s something strange
in your neighborhood
Who ya gonna call?

If there’s something weird
and it don’t look good
Who ya gonna call?

Now I’m no ghost-buster, but I have been known to quickly get rid of strange & scary things that sometimes haunt businesses! Both BIG & small!

I sat down the other day with several entrepreneurs to try and help them get some traction on delivering results in their businesses. Let me preface this post by saying that in the last 6 months, I’ve heard all about the money they’ve “invested” in books & guru’s coming into her company to motivate their teams and “shed some light”, as well as the countless speeches & workshops where they left convinced they NOW had the magical formula. In each case there was allot of enthusiasm, conviction and even an action plan moving forward, but a few weeks later, the results just weren’t consistent! What’s wrong with this picture?

They even have regular bi-weekly, weekly and monthly calls with proven professionals in their own right! Coaches, mentors, proven champions in their previous engagements, they discuss allot of strategies, they make allot of commitments to do many things, that on paper sound right. Yet every other month when I catch-up with them, the pattern seems to be the same. They’re swamped! Over their heads with to-do’s, to-action, to-chase, to-hold accountable, & what’s most common is they seem to be the ONLY ones in their businesses that are loosing precious nights sleep over the entire situation. Now that’s just not right!

This time around they decided to try some practices which actually guarantee delivering results! Because we’re not taking a top-to-bottom approach, but rather getting the people who actually have to execute on-board right from the start, the results start to appear very quickly. Because these key-stakeholders can now clearly see how they will benefit, both personally as well as professionally from executing the organization’s success, they’re just as committed as their leadership. Because they themselves have stepped forward, and put forth what they will do, within their areas of responsibility, to deliver on the required results, they’re holding each other to account. Because they have simple tools which guarantee transparency & clear communication, there simply aren’t anymore excuses, just results. And because all of these processes have been adapted to their unique company culture, framed to fit around their unique and jointly agreed, or validated core ideology, the business is sustainable as every new member that comes onto the scene is filtered by the ground rules established by the existing core team!

What’s the difference between 6 months ago & now? When I got the call, they got more than advice & templates! They got frameworks, routines & rhythms which are adapted to their unique culture, size, complexity & situation! When they didn’t have the skills on-board, I rolled up my sleeves & got into the trenches with them! And whilst I was there, I helped develop the necessary skills for them to be autonomous.

Basically putting me out of my short term assignment. Why would I do this? Because my vested interest is in empowering the collective! That way, I get called back to help them make the next significant leap, and not to re-engineer what didn’t work the first time out because they just didn’t have the skills, experience or know-how to execute.

In closing, I’d like to share with you that I’m reading a book this week that speaks about how when you gather a group of people together, it’s a proven fact that the collective is always more innovative than the smartest person in the room by themselves! That’s what I love to leverage, the power of the collective! 🙂

So next time you feel there’s something strange in your neighborhood, who ya gonna call? If there’s something weird in your business, and it don’t look good, who ya gonna call? 🙂

Remember.. my favorite motto.. the execution of an idea is always more important than the brilliance of the thought! And people will do something, including changing their behavior, if only it can be demonstrated that doing so is in their own best interests as defined by their own values. Make sense?