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Posts Tagged ‘Teamwork’

Top 3 things to focus on when fixing what’s broken

Having just finished up another successful assignment at a hyper growth enterprise, and noting that the core principles of success were again very similar to many other situations faced over the past +25 years, I thought I’d share my 3 areas of focus.

I should add to this that two days before I departed, an interested 2nd line manager/team leader asked if I could share with him some insights. He had witnessed remarkable changes in a very short period of time, and whilst I had been very busy with first line management, he recognized the possibility to learn some very practical & valuable lessons directly himself.

It inspired me that again we had been able to affect collateral interest, as well as a desire for change deeper within the organization, so I rallied the entire 2nd line leadership team and spent the next 2 hours giving them some day-to-day examples of the following:

  • Customer Centricity – Focus on the Customer
    • We have Internal Customers
      1. Every person in every department, in one way or another, facilitates the servicing of External Customers
      2. By serving the needs of our Internal Customers, we are either directly or indirectly addressing the needs of our External Customers
      3. Open up the lines of communication & ownership by first committing to, and then respecting, bi-lateral Service Level Agreements
    • We have External Customers
      1. Shift from a systems interoperability focus to a successful customer purchasing focus
      2. Now start to look for opportunities to enrich & enhance the customer purchasing experience
      3. Open up the lines of communication & ownership by first committing to, and then respecting, Service Level Agreements
  • Ownership – Never let go until you’re satisfied
    • Ownership is a like a hungry dog with a bone.. you never let go until you’re satisfied the hunger is quenched
      1. You can never assume the client, internal or external, is satisfied with a solution until you have direct confirmation/validation from/of the same
      2. Every obstacle is merely an opportunity for you to find another alternative path to a solution
      3. Don’t accept that a problem can’t be fixed until you’ve exhausted every means, including escalated your concern to the highest level within your organization
    • Ownership is like a football team moving forward to score a goal, just because you’ve passed the ball forward, your contribution to the goal isn’t over until the ball is in the net & you’re embracing your colleagues in celebration
      1. Just because you’ve forwarded a need or requirement, your job isn’t done until you’ve confirmed/validated that the next person is carrying out the necessary task(s) until the “client” is satisfied
      2. Trust is good..  but verification is proof.. & much.. much better!
      3. Confirm the goal! Confirm with the “client” that they’ve gotten the result they expected, and then celebrate the WIN/GOAL/SCORE & never just the great pass
  • Communication – “Engage with..” instead of “talking to..”
    • Communication is a bi-directional inter-activity & never a uni-lateral conversation
      1. Effective communication requires active empathetic listening
      2. Effective communication is never assuming that you know what the other person has just said, but repeating it for acknowledgment & confirmation of detail
      3. In effective communication, there is no such thing as “common sense”.. common sense is merely an accumulation of related experiences, and we all have different filters (interpretations & perceptions) based on our past influences
    • More than talking to someone, effective communication is when you confirm that an intention is understood, and the expected outcome has been agreed to by the “actioning party”
      1. To borrow from Engineering terms, effective communications requires an active & affective acknowledgment process (ACK/NAK or checksum), which is an infallible confirmation that what has been requested, has been acknowledge and understood
      2. Effective communications requires a S.M.A.R.T. conversation, with specific confirmation by all parties as to what has been requested vs. what will be delivered by when by whom to where & how

These might sound simple enough that you would actually overlook or underestimate the impact that they are already having on your organization, but the fact is, and I’m willing to be openly challenged on this, you show me a problem in your organization, and I’ll show you where one, if not all of the above are responsible for the lack of results that you know your enterprise is capable of.

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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?

“Yesbutters” & “whynotters”.. which are on your team?

One of my clients this morning sent me the following and whilst I couldn’t find the original author, I thought it was very relevant.

Yesbutters don’t just kill ideas, they kill companies, even entire industries.

The yesbutters have all the answers….

  • Yesbut we’re different
  • Yesbut we can’t afford it
  • Yesbut our business doesn’t need it
  • Yesbut we couldn’t sell it to our workforce
  • Yesbut we can’t explain it to our shareholders
  • Yesbut let’s wait and see

All the answers. All the wrong answers!

Whynotters move Companies, so the next time you’re in a meeting, look around and identify the yesbutters, the notnowers and the whynotters. God bless the whynotters, they dare to dream, and to act. By acting, they achieve what others see as unachievable!

Before the yesbutters yesbut you right out of business, “why not”, indeed?

– Author Unkown

As a consequence, this was the funniest, & yet simplest advice that I could give to a CEO who just didn’t think his team had the capability to overcome adversity. By reflecting on this message, he realized that it wasn’t the strategy that was too complex, but rather the attitude of his team that wasn’t aligned with his expectations for results driven focus.

So he gathered his team earlier this morning & shared with them that yesbutting was a now forbidden practice. He made time in his agenda to help anyone out who didn’t know how to become a whynotter. The end result was that by the end of the day, he reported back to me that with the exception of two individuals who are now on a performance plan, his yesbutters had transformed into whynotters and the outlook for the rest of the week was much brighter than before.

Take a look around you. What type of people surround you at work? More importantly, what type of people do you allow to surround your personal life? Inspiring whynotters or depressing & dream dampening yesbutters?

Ready to make any changes?

———————–

P.S. Thanks Fabio!

Playing for profits – How a game can help your focus

In a recent session with a client, whilst working on their 2010 Strategic Plan, an inspiring moment took them by surprise. Let me preface this post by saying that it’s my firm belief that part of any successful strategy should involve allot of fun, learning & grow whilst achieving results. To put it simply, unless your process has the “what’s in it for me”  factor covered, you’re not addressing some of Maslow’s hierarchy of needs. This particular client is in e-commerce, they run thousands of on-line campaigns every quarter, and we were now strategizing how to get the entire company more involved in the effort. As with most activities in an organization, the creation & profitability of an on-line campaign doesn’t always get the entire company “rallying around the campfire”, and so here is where we thought of a new twist.

I’ve long used a One-Page Strategic Plan to get an entire team or company focused on the key drivers of success. And within the context of the One-Page Plan, I always encourage my clients to play a game where everyone can get involved, and hopefully have allot of fun whilst achieving the required results for success.

The game we decided on was themed “Oscar Night”, and the CEO decided that the objective was to acknowledge the campaign that brought in the highest revenue & profit. After 3 months, the winning campaign would be awarded an Oscar. We’re still working it out, but in addition to recognition, the winners of the game will also get a coveted prize, similar to a weekend away for two at a resort, or dinner at a “preferred location”. This is obviously great acknowledgment for the team that would eventually be responsible for creating & running the campaign, but my challenge was in trying to figure out how to get an entire company focused on “results”, and at the same time learn something new whilst rallying around their colleagues, thus increasing teamwork & building a stronger company culture. Pretty tall task.. no?

My solution? What do you know about the game Monopoly & Horse Racing? That’s where the creativity started! First; suppose we were to allocate 1.000 euros of Monopoly money to each employee? Second; what if everyone in the company was required to bet all of their Monopoly money over the course of the fiscal quarter, distributing the bets through the various e-commerce campaigns in an effort to identify which ones would be most successful and beat the odds (objectives) set. Third; what if we grouped people so that each group were to be comprised of at least one person from each department, thus distributing the knowledge base? Fourth; now how about if we graphically tracked each persons’ &  teams’ progress/winnings, so that we would create a virtual horse race?

My audience was excited, but they wondered how the very specific knowledge of what it takes to make a campaign successful wouldn’t create an unfair advantage to the department responsible for the procurement process which drives the campaign.

In part, that’s why we came up with distributing members from different departments in to separate teams, and here’s what else we realized:

  • By distributing the departmental knowledge pool into groups the specific knowledge that increases the probability of winning would be distributed & effectively foster teamwork
  • The purchasing agents will hear first-hand very practical & unbiased (outside-of-the-box) reasons from “uninformed staff” as to why they thought campaigns wouldn’t succeed & this will increase the probability for Black Swan based innovation
  • Everyone in the company, right down to the receptionist, would learn more about “what makes the company tick” & this will in turn foster greater collaboration & understanding of cross-departmental inter-dependencies
  • Everyone will become more conscious of what the company goals are, and over time better understand how their individual talents, skills & roles contribute toward the “bigger picture” & this creates accountability
  • Teamwork & healthy competition will help to improve focus on what really matters to create results

Now those are just some of the highlights & key insights!

How do you think a similar program or exercise would affect your organization?

If you’re already using this technique, I’d be very grateful for your testimonial of what results you’ve seen on your business.

Pivoting & “the art of accountability”

Anyone who’s ever played basketball knows the term “pivoting”. Basically, pivoting is the point at which a player stops dribbling and limits their subsequent movements & choices. The pivot foot (see embedded image to the right) is the one foot which must remain on the floor when a player has possession of the ball and is not dribbling. This is also the stage where the player must make up their mind as to the next definitive action, having one of two choices:

  1. pass the ball to another colleague
  2. shoot toward the basket and try to score

If the player makes a mistake whilst pivoting, one of the possible consequences is a “traveling” violation, and subsequent loss of the ball to the opposing team.

This also means that as the players are coming down the court, the offensive team in possession of the ball (in command of the strategy) are hypothetically following a pre-designed & practiced play (strategy). Can you see where I’m going with this?

These images came to me the other day as I went for a walk through the park and thoughts of team work and how it applied to some of the more effective clients I’ve worked with. In particular, I was thinking of some “team members” who take on more responsibility than they should, typically over-exerting themselves and/or taking risks that they’re not equipped (experienced) to take, and subsequently taking a bad shot, resulting in failing to score. Sound familiar?

Pivoting is also a “change in direction”. When a player makes a decision to stop dribbling, they will have to use their pivot foot to either find a better position to pass the ball to a colleague who can score, or they must take the responsibility of scoring on their own shoulders. In actuality, this is a great deal of responsibility and the entire team is counting on the right decisions to be made by the right players. Knowing what to do, when, where & how is a key part of accountability, which in turn means that someone is also willing to “be held accountable” to their actions. Interestingly enough, knowing what NOT to do, when & where can be equally important. Sound like a challenge you’ve faced recently?

On a basketball team, just like in a department within your company, every player has a unique set of skills and talents. There are the “go-to” players that you know have the higher probability of scoring & winning the game for you, just as there are the supporting players, less likely to be able to score & win on a consistent basis, but with their own purpose in defending and bringing the ball up the court, maneuvering it into a position for someone else to score. To secure success, every player on a team must know their roles, as well as their weaknesses & strengths so that they can make the most appropriate decisions for the relevant circumstances they find themselves in.

The coaches’ role is to transmit to the team how to play, thus giving the players a framework to work with, but still autonomy to “get the job done” on the court (where it counts). To do this effectively, the coach must communicate by articulating his vision. The team as whole must comprehend this vision, whilst understanding their mission. The players live by a set of values, which has them act accordingly, and they must execute with precision if they are to score & win the game.  In order to do this day-in day-out, in order to execute & win on a consistent basis, they must also practice repeatedly. Are you doing this on a consistent basis? Are you sure? Ask your team!

Remember seeing a coach call a time-out and huddle his players for a few seconds of critical instructions that will lead them to victory? The coach typically draws the play on an A4 sized clipboard, with every player focused on “the same page”. My version of this are 15 minute Daily Huddles or Pulse Checks and One-Page Strategic Plans.

They must train the bodies & minds to be strong and resilient. They must pace themselves during the game, ensuring they spread the ball around allowing everyone to contribute in a fashion that will have everyone still fresh enough toward the final minutes to not falter. Periodic performance reviews & adjustments? How “periodic” is your periodic? have you ever asked your team if they feel informed & empowered in regards to what it takes to get the job done right?

Obviously I’ve boiled down this example to it’s simplest format, and I’m hoping you’re getting the message about the importance of all of the “little steps” it takes to win. More importantly, how important it is that every team member (player) understand their role, limitations and takes accountability for their actions.

And when a team loses? They don’t bury their head in the sand, they watch the game film and learn from their mistakes or seek opportunities to improve their game so that they increase their probability of succeeding next time. All of these things pulled together represent accountability at every level, from the coach down to his players, and we could extend it to the back-office who need to contract new players, but I think you get the message. How often are you conducting formal “postmortems”? how do you expect to learn from your mistakes?

Any valuable lessons here that you might quickly apply to your business? Can you see how you could help your team become more accountable, or create he conditions that would have them step-up & shoot with more accuracy?

Affecting Change – 1st “REAL” Vacation in 15 Years!

December 28, 2009 Leave a comment

A couple of months ago I came upon a client, who as far as I was concerned, was making great progress following my initial strategic alignment & planning workshop with them at the end of 2008. Together we had set their One-Page Strategic Plan and they seemed to be getting much better at focusing on the top one or two areas of their business that would turn out to be fundamental pillars of a great 2009 ahead. All was going according to plan, until I was asked to come back for their mid-year planning session.

This was the point in the year when we were to look back at the first half of 2009, evaluate the pro’s & con’s, and leverage the key learning’s toward making some adjustments in areas we hadn’t explored previously. You see, when you fix an organization that’s been struggling to accelerate growth, with the ensuing success that follows you quickly recognize other areas that have fallen short of effective planning. With this client there wasn’t any on-going coaching or mentoring, just the annual & now semi-annual alignment, planning & strategy workshop, so I only got brief “snap-shots” for me to formulate further recommendations from. This is a new world business, with some old world thinking, so some of the processes didn’t take-hold at first and needed more time to develop into familiar habits. This time I came upon a business that was growing at a pace of 50%, but didn’t have their logistics area in the necessary shape to support the growing revenue stream.

The summer holiday period was about to come up, and the Director of Operations was frightened by the current overload, as well as the thought of yet one more summer holiday interrupted be worries back home, or fires that would need to be put out. Fortunately the challenges weren’t as overwhelming once I started to delve into the root cause. An outsider’s perspective, emotion removed & a host of previous best practices from other organizations, quickly put things into manageable perspective. We found some immediate quick fixes, and the next day, with strategy in mind, as a team we brainstormed 7 hot issues and came up with more immediate actions to get things under control.

From afar, I could only monitor that the revenue numbers were growing & the profit margins were holding, so this was a good sign, but it wasn’t until the Director of Operations came back from holiday & gave me the exciting news that I could sit-back and celebrate one more empowering moment. She told me of her month long holiday through Europe on the back of a motorcycle, a month in which her phone didn’t ring, a month in which she didn’t have to reply to any urgent short messages (sms or text), and a month in which things worked like clock-work without her. She was all smiles, and had just enjoyed her first real vacation in 15 years.

What were the key things she had put into place weeks before going on holiday?

  • Extended the One-Page Strategic Plan to another layer within her organization
  • Initiated Periodic Performance Reviews highlighting the individual impact members had on results
  • Leveraged unrecognized purchasing power with suppliers to negotiate automated out-of-stock alerts
  • Improved communication through implementation of Daily Huddles & pulse checks
  • Published the 3-4 key performance metrics that would have her staff keep focus

All of these things were implemented in less than 60 days & they resulted in the most relaxing holiday of her life. What can you learn from this experience? How much do you empower your team to be able to “lead in your absence”?