Focusing an Entire Organization through the Most
    Effective Yearly, Quarterly and Weekly Meetings

 To get results it’s...
Focusing an Entire Organization
  through the Most Effective Yearly,
   Quarterly and Weekly Meetings
Most companies focus on activities that
keep them moving forward day-to-day.
Most companies focus on activities that
keep them moving forward day-to-day.
It’s important to work   hard each day.
Most companies focus on activities that
keep them moving forward day-to-day.
It’s important to work   hard each day.
   It...
TODAY’S GOAL
TODAY’S GOAL
Set Up a Plan of Action to :
TODAY’S GOAL
Set Up a Plan of Action to :

Determine Your Strategic Objectives
TODAY’S GOAL
Set Up a Plan of Action to :

Determine Your Strategic Objectives

Create a Mechanism to Achieve Them
TODAY’S GOAL
Set Up a Plan of Action to :

Determine Your Strategic Objectives

Create a Mechanism to Achieve Them

Make E...
TODAY’S GOAL
Set Up a Plan of Action to :

Determine Your Strategic Objectives

Create a Mechanism to Achieve Them

Make E...
TODAY’S GOAL
Set Up a Plan of Action to :

Determine Your Strategic Objectives

Create a Mechanism to Achieve Them

Make E...
TODAY’S GOAL
Set Up a Plan of Action to :

Determine Your Strategic Objectives

Create a Mechanism to Achieve Them

Make E...
Determining Strategic
     Objectives


      Text
The Purpose:
The Purpose:
Help your company develop strategic objectives for
the next year without spending thousands of dollars
to do ...
The Purpose:
Help your company develop strategic objectives for
the next year without spending thousands of dollars
to do ...
The Purpose:
Help your company develop strategic objectives for
the next year without spending thousands of dollars
to do ...
The Purpose:
Help your company develop strategic objectives for
the next year without spending thousands of dollars
to do ...
The Role of the Owner
Very Important: The owner of the company
has to be a participant in but not the leader
of the planni...
Using a Facilitator
Using a Facilitator
  A facilitator is the person who would meet with
the employees to ask them some very important
questi...
Using a Facilitator
  A facilitator is the person who would meet with
the employees to ask them some very important
questi...
Using a Facilitator
  A facilitator is the person who would meet with
the employees to ask them some very important
questi...
Using a Facilitator
  A facilitator is the person who would meet with
the employees to ask them some very important
questi...
Using a Facilitator
  A facilitator is the person who would meet with
the employees to ask them some very important
questi...
One-on-Ones with the
     Facilitator
One-on-Ones with the
            Facilitator
Prior to the two-day retreat the facilitator will
   meet with all team membe...
One-on-Ones with the
            Facilitator
Prior to the two-day retreat the facilitator will
   meet with all team membe...
One-on-Ones with the
            Facilitator
Prior to the two-day retreat the facilitator will
   meet with all team membe...
One-on-Ones with the
            Facilitator
Prior to the two-day retreat the facilitator will
   meet with all team membe...
The Role of the Facilitator
The Role of the Facilitator

Company Strengths
The Role of the Facilitator

Company Strengths

Company Weaknesses
The Role of the Facilitator

Company Strengths

Company Weaknesses

Company Opportunities
The Role of the Facilitator

Company Strengths

Company Weaknesses

Company Opportunities

Company Threats
The Role of the Facilitator
The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask ...
The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask ...
The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask ...
The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask ...
The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask ...
The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask ...
The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask ...
The Role of the Facilitator
The Role of the Facilitator
  He will ask, “If You Were the Owner For One
Day… and could make only one decision, what
woul...
The Role of the Facilitator
  He will ask, “If You Were the Owner For One
Day… and could make only one decision, what
woul...
The Role of the Facilitator
  He will ask, “If You Were the Owner For One
Day… and could make only one decision, what
woul...
The Planning Retreat
The Planning Retreat
Who to Invite?
The Planning Retreat
 Who to Invite?
A small group of 6-10 leaders and thinkers
representing each and every department.
The Planning Retreat
 Who to Invite?
A small group of 6-10 leaders and thinkers
representing each and every department.

H...
The Planning Retreat
 Who to Invite?
A small group of 6-10 leaders and thinkers
representing each and every department.

H...
The Planning Retreat
 Who to Invite?
A small group of 6-10 leaders and thinkers
representing each and every department.

H...
The Planning Retreat
 Who to Invite?
A small group of 6-10 leaders and thinkers
representing each and every department.

H...
The Planning Retreat
The Planning Retreat
Where To Go?
The Planning Retreat
Where To Go?
  Go off site to escape interruptions.
The Planning Retreat
Where To Go?
  Go off site to escape interruptions.
  Empty wall space is imperative.
The Planning Retreat
Where To Go?
  Go off site to escape interruptions.
  Empty wall space is imperative.
  No distractio...
The Planning Retreat
Where To Go?
  Go off site to escape interruptions.
  Empty wall space is imperative.
  No distractio...
The Planning Retreat
Where To Go?
  Go off site to escape interruptions.
  Empty wall space is imperative.
  No distractio...
The Agenda
The Agenda
Suggested chronological structure for the retreat:
The Agenda
Suggested chronological structure for the retreat:
1)Watch A Movie… on leadership and discuss the
 highlights o...
The Agenda
Suggested chronological structure for the retreat:
1)Watch A Movie… on leadership and discuss the
 highlights o...
The Agenda
Suggested chronological structure for the retreat:
1)Watch A Movie… on leadership and discuss the
 highlights o...
The Agenda
Suggested chronological structure for the retreat:
1)Watch A Movie… on leadership and discuss the
 highlights o...
Strengths, Weaknesses,
Opportunities and Threats
        Analysis
Strengths, Weaknesses,
   Opportunities and Threats
           Analysis
Prior to the meeting the facilitator will
place st...
SWOT ANALYSIS
SWOT ANALYSIS
Once the meeting starts the Facilitator will:
SWOT ANALYSIS
  Once the meeting starts the Facilitator will:
1) Unfold the “Strengths” and read them to the
   group.
SWOT ANALYSIS
  Once the meeting starts the Facilitator will:
1) Unfold the “Strengths” and read them to the
   group.
2) ...
SWOT ANALYSIS
  Once the meeting starts the Facilitator will:
1) Unfold the “Strengths” and read them to the
   group.
2) ...
SWOT ANALYSIS
  Once the meeting starts the Facilitator will:
1) Unfold the “Strengths” and read them to the
   group.
2) ...
Example:
     Weaknesses
The club is too small
Our staff isn’t properly trained
The facility isn’t clean enough
Our machin...
Example:
Opportunities
Expand our facility
Add more facilities in other parts of
town
Create better advertising campaigns
...
Example:
      Threats
Slow down in the economy
Losing key people
Increasing costs
Losing members to new competition
Safet...
SWOT ANALYSIS
SWOT ANALYSIS
5) If 50% of the team members agree keep it on
the board, if less cross it off.
SWOT ANALYSIS
5) If 50% of the team members agree keep it on
the board, if less cross it off.
6) Go to the next page and d...
SWOT ANALYSIS
5) If 50% of the team members agree keep it on
the board, if less cross it off.
6) Go to the next page and d...
SWOT ANALYSIS
5) If 50% of the team members agree keep it on
the board, if less cross it off.
6) Go to the next page and d...
SWOT ANALYSIS
SWOT ANALYSIS
9) Go through the process again until you have
narrowed the issues down to 10 or less. 60% of
the staff must...
SWOT ANALYSIS
9) Go through the process again until you have
narrowed the issues down to 10 or less. 60% of
the staff must...
SWOT ANALYSIS
9) Go through the process again until you have
narrowed the issues down to 10 or less. 60% of
the staff must...
Create An Action Plan
Create An Action Plan
This must include a chart for each goal that
  shows:
Create An Action Plan
This must include a chart for each goal that
  shows:
1) The strategic area: marketing, sales,
   fin...
Create An Action Plan
This must include a chart for each goal that
  shows:
1) The strategic area: marketing, sales,
   fin...
Create An Action Plan
This must include a chart for each goal that
  shows:
1) The strategic area: marketing, sales,
   fin...
Create An Action Plan
This must include a chart for each goal that
  shows:
1) The strategic area: marketing, sales,
   fin...
Strategic Planning Worksheet
Category: Marketing
Champion: Debbie Lee
Goal: Develop and Complete 2010 Marketing Campaign
A...
ONE WEEK LATER
    REVIEW
    ADJUST
    ACCEPT
Get Committed Buy-In
My Commitment to the Cause
Whereas, I, (name) have spend a great deal of personal time, thought, and energy in the develop...
Schedule Monthly
Accountability Meeting
Create Consequences For
    Non-Performers
Evaluate the Retreat
Congratulations! You’ve
 created an action-based
business plan with escape-
   proof accountability!
Develop the
 BUDGET
•   You have done so by putting in place the
    following important ingredients:
•   You have done so by putting in place the
    following important ingredients:
•   Allowing the one-on-one process to b...
•   You have done so by putting in place the
    following important ingredients:
• Allowing the one-on-one process to be ...
•   You have done so by putting in place the
    following important ingredients:
• Allowing the one-on-one process to be ...
•   You have done so by putting in place the
    following important ingredients:
• Allowing the one-on-one process to be ...
•   You have done so by putting in place the
    following important ingredients:
•   Allowing the one-on-one process to b...
•   You have done so by putting in place the
    following important ingredients:
•   Allowing the one-on-one process to b...
•   You have done so by putting in place the
    following important ingredients:
•   Allowing the one-on-one process to b...
•   You have done so by putting in place the
    following important ingredients:
•   Allowing the one-on-one process to b...
Rules of Engagement
Rules of Engagement
•   Be willing to share openly.
Rules of Engagement
•   Be willing to share openly.
•   Respect confidentiality where appropriate.
Rules of Engagement
•   Be willing to share openly.
•   Respect confidentiality where appropriate.
•   Accept and respect t...
Rules of Engagement
•   Be willing to share openly.
•   Respect confidentiality where appropriate.
•   Accept and respect t...
Rules of Engagement
•   Be willing to share openly.
•   Respect confidentiality where appropriate.
•   Accept and respect t...
Rules of Engagement
•   Be willing to share openly.
•   Respect confidentiality where appropriate.
•   Accept and respect t...
Rules of Engagement
•   Be willing to share openly.
•   Respect confidentiality where appropriate.
•   Accept and respect t...
Rules of Engagement
•   Be willing to share openly.
•   Respect confidentiality where appropriate.
•   Accept and respect t...
Rules of Engagement
•   Be willing to share openly.
•   Respect confidentiality where appropriate.
•   Accept and respect t...
No Time To Rest
No Time To Rest

FORM A GET BETTER TEAM
No Time To Rest

FORM A GET BETTER TEAM
To move from the normal short-term challenges
  of the Getting By Agenda to the lo...
Purpose of the “Get
        Better Team”
To think strategically
To get our minds off daily operations
To think outside the...
Structure of the Get Better Team

Four to eight people who can think – start
with yourself if you have no one else
People ...
The Challenge

  Creating an environment where team
members will respond truthfully.
    Creating an environment so that t...
Two Distinct Agendas

A strategic future-oriented agenda
A tactical present-based agenda
What does a Get Better Team Do?


 Talk about the overall health of the
company: What’s going right, what’s going
wrong, w...
What does a Get Better Team Do?

   Have each department analyzed to
identify problems and corrective action.
  Review the...
What does a Get Better Team Do?

  Develop appropriate celebrations to
acknowledge significant events
   Crisis Planning. I...
Vision
Mission
Core Purpose
Core Values-Culture
Envisioned Future
Healthiest City Planning
Remodeling Plans
Expansion Plan...
Web Design
Small Group Training/leadership
PAG Membership
New Positions
Corporate/Medical Marketing
Core Story
Superstar A...
Finished Agenda
ZWURLY.COM
Brian/Phil - set up next update meeting
OPEN HOUSE
Glen - finish logos, inspirational messages, ...
MISSED GUESTS
Brian-start with current list of missed guests and send info we
send to new members
Jan-send Debbie Lee some...
Monday Morning
  Leadership
1) Drivers and Passengers

2) Keep the Main Thing the Main Thing

  3) Escape from Management Land

       4) The “Do Righ...
The First Monday
  Drivers and Passengers
  As a leader you are now the driver
  You no longer mess around as if you were ...
The First Monday
  Drivers and Passengers
   You’re the responsible one now
   You accept total responsibility for whateve...
The Second Monday
    Keep The Main Thing The
          Main Thing
  People have different perceptions of what the
main th...
Employee Retention
Employee Retention
1) Do I know what’s expected of me?
Employee Retention
1) Do I know what’s expected of me?
2) Do I have the materials and equipment I need to do my
  work?
Employee Retention
1) Do I know what’s expected of me?
2) Do I have the materials and equipment I need to do my
  work?
3)...
Employee Retention
1) Do I know what’s expected of me?
2) Do I have the materials and equipment I need to do my
  work?
3)...
Employee Retention
1) Do I know what’s expected of me?
2) Do I have the materials and equipment I need to do my
  work?
3)...
Employee Retention
1) Do I know what’s expected of me?
2) Do I have the materials and equipment I need to do my
  work?
3)...
Employee Retention
Employee Retention
7. At work, do my opinions seem to count?
Employee Retention
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me
   feel tha...
Employee Retention
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me
   feel tha...
Employee Retention
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me
   feel tha...
Employee Retention
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me
   feel tha...
Employee Retention
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me
   feel tha...
Rating Scale
1) Highly Disagree
2) Somewhat Disagree
3) Neutral
4) Somewhat Agree
5) Highly Agree
Camp 3

Camp 2

Camp 1
Base Camp
Base Camp
   Addresses the most basic needs

Question 1: What’s expected of me?

Question 2: Do I have the materials and
e...
Camp 1
       Focus is on the individual
Question 3: Do I have the opportunity to do
what I do best?
Question 4: In the la...
Camp 2
The Company’s Value System and Culture?”

Question 7: At work, do my opinions seem to
count?
Question 8: Does the m...
Camp 3:
      Learning, growing, and innovating.
   The most advanced stage of the climb

Question 11: In the past six mon...
Employee Retention
          Starting The Process

  Once you have the questions
answered address only questions 1 and 2
(...
Whatever the average score may be
ask the group what the company would
have to do to be rated a 5 (Highly Agree)
  Have so...
Employee Retention
          Starting The Process
  Start addressing their issues
  Meet with them regularly to give them
...
Employee Retention
  To be successful forget about the old
management rules that start with
“Here’s what I want.”
  Change...
Employee Retention
              The End Result
  The end result will be that your employees
will become more engaged with...
The Third Monday
Escape from Management Land
The Third Monday
  Escape from Management Land
First, hire good employees
The Third Monday
     Escape from Management Land
  First, hire good employees
  Second, coach every member of the
team to...
The Third Monday
     Escape from Management Land
  First, hire good employees
  Second, coach every member of the
team to...
The Third Monday
     Escape from Management Land
  First, hire good employees
  Second, coach every member of the
team to...
The Third Monday
Escape from Management Land


  30     Super Stars



  50    Middle Stars



  20     Falling Stars
The Third Monday
Escape from Management Land


  30     Super Stars



  50    Middle Stars



  20     Falling Stars
The Third Monday
Escape from Management Land


  30     Super Stars



  50    Middle Stars



  20     Falling Stars
The Third Monday
Escape from Management Land
The Third Monday
  Escape from Management Land

Get in touch with your people
The Third Monday
     Escape from Management Land

  Get in touch with your people
   Your job is not to lower the bottom ...
The Fourth Monday
  The “Do Right” Rule
The Fourth Monday
        The “Do Right” Rule

  Do you have policies and
expectations for your employees?
The Fourth Monday
         The “Do Right” Rule

  Do you have policies and
expectations for your employees?
  Are the poli...
The Fourth Monday
         The “Do Right” Rule

  Do you have policies and
expectations for your employees?
  Are the poli...
The Fourth Monday
  The “Do Right” Rule
The Fourth Monday
   The “Do Right” Rule


Short-term results are easy!
The Fourth Monday
   The “Do Right” Rule


Short-term results are easy!
You can threaten people.
The Fourth Monday
   The “Do Right” Rule


Short-term results are easy!
You can threaten people.
You can pay them more.
The Fourth Monday
  The “Do Right” Rule
The Fourth Monday
           The “Do Right” Rule

  Long-term results require establishing a
code of behavior that must be...
The Fourth Monday
           The “Do Right” Rule

  Long-term results require establishing a
code of behavior that must be...
The Fourth Monday
           The “Do Right” Rule

  Long-term results require establishing a
code of behavior that must be...
The Fourth Monday
           The “Do Right” Rule

  Long-term results require establishing a
code of behavior that must be...
The Fourth Monday
  The “Do Right” Rule
The Fourth Monday
         The “Do Right” Rule

   Do what is right even when no one
else is looking. (Integrity)
The Fourth Monday
         The “Do Right” Rule

   Do what is right even when no one
else is looking. (Integrity)
   Have ...
The Fourth Monday
         The “Do Right” Rule

   Do what is right even when no one
else is looking. (Integrity)
   Have ...
The Fourth Monday
  The “Do Right” Rule
The Fourth Monday
           The “Do Right” Rule
   Everything counts when it comes to
leadership.
The Fourth Monday
           The “Do Right” Rule
   Everything counts when it comes to
leadership.
  If you think ignoring...
The Fourth Monday
           The “Do Right” Rule
   Everything counts when it comes to
leadership.
  If you think ignoring...
The Fourth Monday
           The “Do Right” Rule
   Everything counts when it comes to
leadership.
  If you think ignoring...
The Fourth Monday
      The “Do Right” Rule



   Guard your INTEGRITY like
it’s your most valuable
management possession.
“To know what is right and
  not do it is the worst
       cowardice.”
         Confucius
The Fifth Monday
    Hire Tough
The Fifth Monday
                Hire Tough

  The most important asset in your
company is having the Right People on your...
The Fifth Monday
                 Hire Tough

  The most important asset in your
company is having the Right People on you...
The Fifth Monday
                 Hire Tough

  The most important asset in your
company is having the Right People on you...
The Fifth Monday
    Hire Tough
The Fifth Monday
             Hire Tough


  Hire Tough and Manage Easy or Hire
Easy and Manage Tough.
The Fifth Monday
              Hire Tough


  Hire Tough and Manage Easy or Hire
Easy and Manage Tough.
  Prepare question...
The Fifth Monday
              Hire Tough


  Hire Tough and Manage Easy or Hire
Easy and Manage Tough.
  Prepare question...
The Fifth Monday
              Hire Tough


  Hire Tough and Manage Easy or Hire
Easy and Manage Tough.
  Prepare question...
The Fifth Monday
                 Hire Tough


   Interview three people for each position;
at least three times; and have...
Responsibilities of all Staff:
 You are responsible for the success of the
entire company. That means everything is
your j...
The Sixth Monday
 Do Less or Work Faster
The Sixth Monday
      Do Less or Work Faster


Touch paper only once.
The Sixth Monday
         Do Less or Work Faster


  Touch paper only once.
   Set aside some uninterrupted planning
time ...
The Sixth Monday
         Do Less or Work Faster


  Touch paper only once.
   Set aside some uninterrupted planning
time ...
The Sixth Monday
 Do Less or Work Faster
The Sixth Monday
           Do Less or Work Faster

   Don’t let yourself be constantly
interrupted.
The Sixth Monday
           Do Less or Work Faster

   Don’t let yourself be constantly
interrupted.
  Make sure every mee...
The Sixth Monday
           Do Less or Work Faster

   Don’t let yourself be constantly
interrupted.
  Make sure every mee...
The Seventh Meeting
The Seventh Meeting
As a leader your job is to keep buckets full.
The Seventh Meeting
  As a leader your job is to keep buckets full.
  A leader has to have focus and direction.
Confusion ...
The Seventh Meeting
  As a leader your job is to keep buckets full.
  A leader has to have focus and direction.
Confusion ...
The Seventh Meeting
  As a leader your job is to keep buckets full.
  A leader has to have focus and direction.
Confusion ...
The Seventh Meeting
The Seventh Meeting
  Leaders have to let the bucket holders
know they care about them and the job they
do. Provide recogn...
The Seventh Meeting
  Leaders have to let the bucket holders
know they care about them and the job they
do. Provide recogn...
The Seventh Meeting
  Leaders have to let the bucket holders
know they care about them and the job they
do. Provide recogn...
The Eighth Week
Enter the Learning Zone
The Eighth Week
        Enter the Learning Zone

Read every day. It takes discipline.
The Eighth Week
          Enter the Learning Zone

  Read every day. It takes discipline.
  Listen to your people. Otherwi...
The Eighth Week
          Enter the Learning Zone

  Read every day. It takes discipline.
  Listen to your people. Otherwi...
The Eighth Week
          Enter the Learning Zone

  Read every day. It takes discipline.
  Listen to your people. Otherwi...
The Eighth Week
          Enter the Learning Zone

  Read every day. It takes discipline.
  Listen to your people. Otherwi...
WIN BY CHOICE
NOT BY CHANCE

  THANK YOU
Focusing An Organization - Australia 2010
Focusing An Organization - Australia 2010
Focusing An Organization - Australia 2010
Focusing An Organization - Australia 2010
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Focusing An Organization - Australia 2010

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Focusing an Entire Organization through the Most Effective Yearly, Quarterly and Weekly Meetings - To get results it’s the leaderships responsibility to determine the company’s objectives and develop the proper accountability system to accomplish them. In this session you’ll learn the three different style meetings that will get you there and in the process focus the entire organization.

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  • Transcript of "Focusing An Organization - Australia 2010"

    1. 1. Focusing an Entire Organization through the Most Effective Yearly, Quarterly and Weekly Meetings To get results it’s the leaderships responsibility to determine the company’s objectives and develop the proper accountability system to accomplish them. In this session you’ll learn the three different style meetings that will get you there and in the process focus the entire organization. SYDNEY PRESENTATION
    2. 2. Focusing an Entire Organization through the Most Effective Yearly, Quarterly and Weekly Meetings
    3. 3. Most companies focus on activities that keep them moving forward day-to-day.
    4. 4. Most companies focus on activities that keep them moving forward day-to-day. It’s important to work hard each day.
    5. 5. Most companies focus on activities that keep them moving forward day-to-day. It’s important to work hard each day. It’s more important to Work Smart.
    6. 6. TODAY’S GOAL
    7. 7. TODAY’S GOAL Set Up a Plan of Action to :
    8. 8. TODAY’S GOAL Set Up a Plan of Action to : Determine Your Strategic Objectives
    9. 9. TODAY’S GOAL Set Up a Plan of Action to : Determine Your Strategic Objectives Create a Mechanism to Achieve Them
    10. 10. TODAY’S GOAL Set Up a Plan of Action to : Determine Your Strategic Objectives Create a Mechanism to Achieve Them Make Everyone Accountable
    11. 11. TODAY’S GOAL Set Up a Plan of Action to : Determine Your Strategic Objectives Create a Mechanism to Achieve Them Make Everyone Accountable Design a Program to Regularly Get Better
    12. 12. TODAY’S GOAL Set Up a Plan of Action to : Determine Your Strategic Objectives Create a Mechanism to Achieve Them Make Everyone Accountable Design a Program to Regularly Get Better Create a Platform to Discover New Ideas
    13. 13. TODAY’S GOAL Set Up a Plan of Action to : Determine Your Strategic Objectives Create a Mechanism to Achieve Them Make Everyone Accountable Design a Program to Regularly Get Better Create a Platform to Discover New Ideas Harness the Entire Organization’s Focus and Energy
    14. 14. Determining Strategic Objectives Text
    15. 15. The Purpose:
    16. 16. The Purpose: Help your company develop strategic objectives for the next year without spending thousands of dollars to do it by:
    17. 17. The Purpose: Help your company develop strategic objectives for the next year without spending thousands of dollars to do it by: 1) Showing you how to use the brain power of your key employees and then...
    18. 18. The Purpose: Help your company develop strategic objectives for the next year without spending thousands of dollars to do it by: 1) Showing you how to use the brain power of your key employees and then... 2) Help you plan a two day retreat that will make your company more successful by...
    19. 19. The Purpose: Help your company develop strategic objectives for the next year without spending thousands of dollars to do it by: 1) Showing you how to use the brain power of your key employees and then... 2) Help you plan a two day retreat that will make your company more successful by... 3) Creating An Action-Based Business Plan With Escape-Proof Accountability
    20. 20. The Role of the Owner Very Important: The owner of the company has to be a participant in but not the leader of the planning process. Otherwise it breaks down from the start.
    21. 21. Using a Facilitator
    22. 22. Using a Facilitator A facilitator is the person who would meet with the employees to ask them some very important questions.
    23. 23. Using a Facilitator A facilitator is the person who would meet with the employees to ask them some very important questions. He/she would also head up the two-day retreat.
    24. 24. Using a Facilitator A facilitator is the person who would meet with the employees to ask them some very important questions. He/she would also head up the two-day retreat. Using a facilitator is critical. A Facilitator is a person who is not with your company but is someone whom the employees trust.
    25. 25. Using a Facilitator A facilitator is the person who would meet with the employees to ask them some very important questions. He/she would also head up the two-day retreat. Using a facilitator is critical. A Facilitator is a person who is not with your company but is someone whom the employees trust. He/she must be able to push and ask tough questions
    26. 26. Using a Facilitator A facilitator is the person who would meet with the employees to ask them some very important questions. He/she would also head up the two-day retreat. Using a facilitator is critical. A Facilitator is a person who is not with your company but is someone whom the employees trust. He/she must be able to push and ask tough questions He/she must be able to create the plan during the retreat not after
    27. 27. One-on-Ones with the Facilitator
    28. 28. One-on-Ones with the Facilitator Prior to the two-day retreat the facilitator will meet with all team members individually:
    29. 29. One-on-Ones with the Facilitator Prior to the two-day retreat the facilitator will meet with all team members individually: 1)To get acquainted
    30. 30. One-on-Ones with the Facilitator Prior to the two-day retreat the facilitator will meet with all team members individually: 1)To get acquainted 2)To share the retreat format
    31. 31. One-on-Ones with the Facilitator Prior to the two-day retreat the facilitator will meet with all team members individually: 1)To get acquainted 2)To share the retreat format 3)To hear the team member’s analysis of the business.
    32. 32. The Role of the Facilitator
    33. 33. The Role of the Facilitator Company Strengths
    34. 34. The Role of the Facilitator Company Strengths Company Weaknesses
    35. 35. The Role of the Facilitator Company Strengths Company Weaknesses Company Opportunities
    36. 36. The Role of the Facilitator Company Strengths Company Weaknesses Company Opportunities Company Threats
    37. 37. The Role of the Facilitator
    38. 38. The Role of the Facilitator In reference to your company strengths, weaknesses, opportunities and threats he/she will ask about:
    39. 39. The Role of the Facilitator In reference to your company strengths, weaknesses, opportunities and threats he/she will ask about: External Forces - new laws or taxes
    40. 40. The Role of the Facilitator In reference to your company strengths, weaknesses, opportunities and threats he/she will ask about: External Forces - new laws or taxes Competition - existing or new
    41. 41. The Role of the Facilitator In reference to your company strengths, weaknesses, opportunities and threats he/she will ask about: External Forces - new laws or taxes Competition - existing or new Internal Operations
    42. 42. The Role of the Facilitator In reference to your company strengths, weaknesses, opportunities and threats he/she will ask about: External Forces - new laws or taxes Competition - existing or new Internal Operations Sales Program
    43. 43. The Role of the Facilitator In reference to your company strengths, weaknesses, opportunities and threats he/she will ask about: External Forces - new laws or taxes Competition - existing or new Internal Operations Sales Program Training Programs
    44. 44. The Role of the Facilitator In reference to your company strengths, weaknesses, opportunities and threats he/she will ask about: External Forces - new laws or taxes Competition - existing or new Internal Operations Sales Program Training Programs Member satisfaction
    45. 45. The Role of the Facilitator
    46. 46. The Role of the Facilitator He will ask, “If You Were the Owner For One Day… and could make only one decision, what would it be?”
    47. 47. The Role of the Facilitator He will ask, “If You Were the Owner For One Day… and could make only one decision, what would it be?” Most important of all:
    48. 48. The Role of the Facilitator He will ask, “If You Were the Owner For One Day… and could make only one decision, what would it be?” Most important of all: He will keep everyone’s information confidential
    49. 49. The Planning Retreat
    50. 50. The Planning Retreat Who to Invite?
    51. 51. The Planning Retreat Who to Invite? A small group of 6-10 leaders and thinkers representing each and every department.
    52. 52. The Planning Retreat Who to Invite? A small group of 6-10 leaders and thinkers representing each and every department. How Long Should the Retreat Last?
    53. 53. The Planning Retreat Who to Invite? A small group of 6-10 leaders and thinkers representing each and every department. How Long Should the Retreat Last? Usually two full days.
    54. 54. The Planning Retreat Who to Invite? A small group of 6-10 leaders and thinkers representing each and every department. How Long Should the Retreat Last? Usually two full days. How Frequently Should a Retreat be Held?
    55. 55. The Planning Retreat Who to Invite? A small group of 6-10 leaders and thinkers representing each and every department. How Long Should the Retreat Last? Usually two full days. How Frequently Should a Retreat be Held? Once per year but there will be 11 “check up” meetings in between.
    56. 56. The Planning Retreat
    57. 57. The Planning Retreat Where To Go?
    58. 58. The Planning Retreat Where To Go? Go off site to escape interruptions.
    59. 59. The Planning Retreat Where To Go? Go off site to escape interruptions. Empty wall space is imperative.
    60. 60. The Planning Retreat Where To Go? Go off site to escape interruptions. Empty wall space is imperative. No distractions
    61. 61. The Planning Retreat Where To Go? Go off site to escape interruptions. Empty wall space is imperative. No distractions The Role of the Owner
    62. 62. The Planning Retreat Where To Go? Go off site to escape interruptions. Empty wall space is imperative. No distractions The Role of the Owner The owner should be a participant in, not the leader of, the planning process
    63. 63. The Agenda
    64. 64. The Agenda Suggested chronological structure for the retreat:
    65. 65. The Agenda Suggested chronological structure for the retreat: 1)Watch A Movie… on leadership and discuss the highlights of the movie for ½ an hour. Write the key points on a flip chart.
    66. 66. The Agenda Suggested chronological structure for the retreat: 1)Watch A Movie… on leadership and discuss the highlights of the movie for ½ an hour. Write the key points on a flip chart. 2)Rules of Engagement…post them on the wall and get everyone’s agreement.
    67. 67. The Agenda Suggested chronological structure for the retreat: 1)Watch A Movie… on leadership and discuss the highlights of the movie for ½ an hour. Write the key points on a flip chart. 2)Rules of Engagement…post them on the wall and get everyone’s agreement. 3)Share the Analysis of what the team thought were the Strengths, Weaknesses, opportunities and Threats…prepared before the retreat.
    68. 68. The Agenda Suggested chronological structure for the retreat: 1)Watch A Movie… on leadership and discuss the highlights of the movie for ½ an hour. Write the key points on a flip chart. 2)Rules of Engagement…post them on the wall and get everyone’s agreement. 3)Share the Analysis of what the team thought were the Strengths, Weaknesses, opportunities and Threats…prepared before the retreat.
    69. 69. Strengths, Weaknesses, Opportunities and Threats Analysis
    70. 70. Strengths, Weaknesses, Opportunities and Threats Analysis Prior to the meeting the facilitator will place strengths, weaknesses, opportunities and threats on poster paper and tape them on the wall. Fold them up so team members cannot see them in advance.
    71. 71. SWOT ANALYSIS
    72. 72. SWOT ANALYSIS Once the meeting starts the Facilitator will:
    73. 73. SWOT ANALYSIS Once the meeting starts the Facilitator will: 1) Unfold the “Strengths” and read them to the group.
    74. 74. SWOT ANALYSIS Once the meeting starts the Facilitator will: 1) Unfold the “Strengths” and read them to the group. 2) Remove the “Strengths” from the wall.
    75. 75. SWOT ANALYSIS Once the meeting starts the Facilitator will: 1) Unfold the “Strengths” and read them to the group. 2) Remove the “Strengths” from the wall. 3) Unfold the “Weaknesses” one page at a time. Review each weakness asking for a show of hands as to how many people agree.
    76. 76. SWOT ANALYSIS Once the meeting starts the Facilitator will: 1) Unfold the “Strengths” and read them to the group. 2) Remove the “Strengths” from the wall. 3) Unfold the “Weaknesses” one page at a time. Review each weakness asking for a show of hands as to how many people agree. 4) Continue on with “Opportunities” and “Threats.”
    77. 77. Example: Weaknesses The club is too small Our staff isn’t properly trained The facility isn’t clean enough Our machines are not in good order We’re not running an effective advertising campaign We don’t feel appreciated Too many members are leaving Members are not getting good results
    78. 78. Example: Opportunities Expand our facility Add more facilities in other parts of town Create better advertising campaigns Attract new markets Improve our training programs Improve our personal training revenues Add more programs Get more media attention Improving employee benefits
    79. 79. Example: Threats Slow down in the economy Losing key people Increasing costs Losing members to new competition Safety issues within the center Slowdown in sales The Gov’t is threatening a new tax A new fitness center is coming
    80. 80. SWOT ANALYSIS
    81. 81. SWOT ANALYSIS 5) If 50% of the team members agree keep it on the board, if less cross it off.
    82. 82. SWOT ANALYSIS 5) If 50% of the team members agree keep it on the board, if less cross it off. 6) Go to the next page and do the same until you have gone through all the pages.
    83. 83. SWOT ANALYSIS 5) If 50% of the team members agree keep it on the board, if less cross it off. 6) Go to the next page and do the same until you have gone through all the pages. 7) Take a one-hour break.
    84. 84. SWOT ANALYSIS 5) If 50% of the team members agree keep it on the board, if less cross it off. 6) Go to the next page and do the same until you have gone through all the pages. 7) Take a one-hour break. 8) Place the Weaknesses, Opportunities and Threats that are left on clean poster paper.
    85. 85. SWOT ANALYSIS
    86. 86. SWOT ANALYSIS 9) Go through the process again until you have narrowed the issues down to 10 or less. 60% of the staff must now agree to keep it on the board
    87. 87. SWOT ANALYSIS 9) Go through the process again until you have narrowed the issues down to 10 or less. 60% of the staff must now agree to keep it on the board 10) Talk about the remaining issues to make certain everyone agrees on their importance to the company’s success.
    88. 88. SWOT ANALYSIS 9) Go through the process again until you have narrowed the issues down to 10 or less. 60% of the staff must now agree to keep it on the board 10) Talk about the remaining issues to make certain everyone agrees on their importance to the company’s success. 11) Ask if anything else should be added. The owner may have a critical issue that must be addressed
    89. 89. Create An Action Plan
    90. 90. Create An Action Plan This must include a chart for each goal that shows:
    91. 91. Create An Action Plan This must include a chart for each goal that shows: 1) The strategic area: marketing, sales, finance, public relations, personnel
    92. 92. Create An Action Plan This must include a chart for each goal that shows: 1) The strategic area: marketing, sales, finance, public relations, personnel 2) The champion or ultimate person responsible for goal completion
    93. 93. Create An Action Plan This must include a chart for each goal that shows: 1) The strategic area: marketing, sales, finance, public relations, personnel 2) The champion or ultimate person responsible for goal completion 3) The clearly articulated goal
    94. 94. Create An Action Plan This must include a chart for each goal that shows: 1) The strategic area: marketing, sales, finance, public relations, personnel 2) The champion or ultimate person responsible for goal completion 3) The clearly articulated goal 4) Specific action steps
    95. 95. Strategic Planning Worksheet Category: Marketing Champion: Debbie Lee Goal: Develop and Complete 2010 Marketing Campaign Action Steps Person Account- Date Comments/Results Responsible able to Due
    96. 96. ONE WEEK LATER REVIEW ADJUST ACCEPT
    97. 97. Get Committed Buy-In
    98. 98. My Commitment to the Cause Whereas, I, (name) have spend a great deal of personal time, thought, and energy in the development of careful, strategic assessment of the general business condition, and Whereas, our CEO, (CEO name) has contracted with (outside facilitator) to provide professional input, guidance, and facilitation of the strategic planning process, and Whereas, I have spent two full days in concentrated strategizing and planning with my fellow (company name) associates, and Whereas, it is my strong desire to play a significant role in helping move (company name) successfully forward in the direction mutually agreed-to by (company name) associates, in our formal strategic plan, and Whereas, I recognize the importance of teamwork and timely execution and follow-through in the achievement of our (company name) goals, Now therefore, I, hereby commit, unconditionally, to carrying out each and every one of the personal responsibilities assigned to, and accepted by, me-both as the strategic plan was initially crafted, and as we may choose to alter it from time to time. Further, should I not perform as promised, I will accept the consequences agreed to by the team. Signed: ____________________________ Witnessed: ___________________________ Date: ______________________________
    99. 99. Schedule Monthly Accountability Meeting
    100. 100. Create Consequences For Non-Performers
    101. 101. Evaluate the Retreat
    102. 102. Congratulations! You’ve created an action-based business plan with escape- proof accountability!
    103. 103. Develop the BUDGET
    104. 104. • You have done so by putting in place the following important ingredients:
    105. 105. • You have done so by putting in place the following important ingredients: • Allowing the one-on-one process to be handled confidentially.
    106. 106. • You have done so by putting in place the following important ingredients: • Allowing the one-on-one process to be handled confidentially. • Being a listening owner-not a dictating one.
    107. 107. • You have done so by putting in place the following important ingredients: • Allowing the one-on-one process to be handled confidentially. • Being a listening owner-not a dictating one. • Allowing a “full airing” on sensitive subjects-with no repercussions.
    108. 108. • You have done so by putting in place the following important ingredients: • Allowing the one-on-one process to be handled confidentially. • Being a listening owner-not a dictating one. • Allowing a “full airing” on sensitive subjects-with no repercussions. • Letting your team members’ brilliance come out-without the owner’s veto power
    109. 109. • You have done so by putting in place the following important ingredients: • Allowing the one-on-one process to be handled confidentially. • Being a listening owner-not a dictating one. • Allowing a “full airing” on sensitive subjects-with no repercussions. • Letting your team members’ brilliance come out-without the owner’s veto power • Allowing for a democratic selection of goals-one vote per person.
    110. 110. • You have done so by putting in place the following important ingredients: • Allowing the one-on-one process to be handled confidentially. • Being a listening owner-not a dictating one. • Allowing a “full airing” on sensitive subjects-with no repercussions. • Letting your team members’ brilliance come out-without the owner’s veto power • Allowing for a democratic selection of goals-one vote per person. • Having members sign a contract promising performance.
    111. 111. • You have done so by putting in place the following important ingredients: • Allowing the one-on-one process to be handled confidentially. • Being a listening owner-not a dictating one. • Allowing a “full airing” on sensitive subjects-with no repercussions. • Letting your team members’ brilliance come out-without the owner’s veto power • Allowing for a democratic selection of goals-one vote per person. • Having members sign a contract promising performance. • Establishing and religiously holding monthly accountability meetings.
    112. 112. • You have done so by putting in place the following important ingredients: • Allowing the one-on-one process to be handled confidentially. • Being a listening owner-not a dictating one. • Allowing a “full airing” on sensitive subjects-with no repercussions. • Letting your team members’ brilliance come out-without the owner’s veto power • Allowing for a democratic selection of goals-one vote per person. • Having members sign a contract promising performance. • Establishing and religiously holding monthly accountability meetings. • Letting the team create and enforce consequences for non- performance.
    113. 113. Rules of Engagement
    114. 114. Rules of Engagement • Be willing to share openly.
    115. 115. Rules of Engagement • Be willing to share openly. • Respect confidentiality where appropriate.
    116. 116. Rules of Engagement • Be willing to share openly. • Respect confidentiality where appropriate. • Accept and respect the view of others-no arguments or embarrassments.
    117. 117. Rules of Engagement • Be willing to share openly. • Respect confidentiality where appropriate. • Accept and respect the view of others-no arguments or embarrassments. • Stay on the subject-no tangents.
    118. 118. Rules of Engagement • Be willing to share openly. • Respect confidentiality where appropriate. • Accept and respect the view of others-no arguments or embarrassments. • Stay on the subject-no tangents. • One person speaks at a time-no side or concurrent conversations.
    119. 119. Rules of Engagement • Be willing to share openly. • Respect confidentiality where appropriate. • Accept and respect the view of others-no arguments or embarrassments. • Stay on the subject-no tangents. • One person speaks at a time-no side or concurrent conversations. • Everyone contributes.
    120. 120. Rules of Engagement • Be willing to share openly. • Respect confidentiality where appropriate. • Accept and respect the view of others-no arguments or embarrassments. • Stay on the subject-no tangents. • One person speaks at a time-no side or concurrent conversations. • Everyone contributes. • No one monopolizes the discussion.
    121. 121. Rules of Engagement • Be willing to share openly. • Respect confidentiality where appropriate. • Accept and respect the view of others-no arguments or embarrassments. • Stay on the subject-no tangents. • One person speaks at a time-no side or concurrent conversations. • Everyone contributes. • No one monopolizes the discussion. • Return from breaks promptly-please be punctual.
    122. 122. Rules of Engagement • Be willing to share openly. • Respect confidentiality where appropriate. • Accept and respect the view of others-no arguments or embarrassments. • Stay on the subject-no tangents. • One person speaks at a time-no side or concurrent conversations. • Everyone contributes. • No one monopolizes the discussion. • Return from breaks promptly-please be punctual. • The group is responsible for the outcome.
    123. 123. No Time To Rest
    124. 124. No Time To Rest FORM A GET BETTER TEAM
    125. 125. No Time To Rest FORM A GET BETTER TEAM To move from the normal short-term challenges of the Getting By Agenda to the long-term change of the Getting Better Agenda
    126. 126. Purpose of the “Get Better Team” To think strategically To get our minds off daily operations To think outside the box To create better teamwork
    127. 127. Structure of the Get Better Team Four to eight people who can think – start with yourself if you have no one else People who do not all think alike People who can respect people’s differences
    128. 128. The Challenge Creating an environment where team members will respond truthfully. Creating an environment so that those listening can hear the responses and learn.
    129. 129. Two Distinct Agendas A strategic future-oriented agenda A tactical present-based agenda
    130. 130. What does a Get Better Team Do? Talk about the overall health of the company: What’s going right, what’s going wrong, what do we need to do to improve or change our company? Ask the question, Will our culture have to change to allow us to change?
    131. 131. What does a Get Better Team Do? Have each department analyzed to identify problems and corrective action. Review the company’s vision and mission Develop strategic objectives Set annual budgets based on strategic objectives
    132. 132. What does a Get Better Team Do? Develop appropriate celebrations to acknowledge significant events Crisis Planning. Identify vulnerable areas where the organization could be hurt: competition, natural disasters, loss of significant income Develop succession plans for major positions within the company
    133. 133. Vision Mission Core Purpose Core Values-Culture Envisioned Future Healthiest City Planning Remodeling Plans Expansion Plans New Club Designs New Profit Centers Prog ramming Powerline
    134. 134. Web Design Small Group Training/leadership PAG Membership New Positions Corporate/Medical Marketing Core Story Superstar Ad/Hiring Campaign Younger Next Year Amnesty Program Out of Town Certificate Program Retention Management – Constant Contact Creative Thinking Trips- Disney, Epcot
    135. 135. Finished Agenda ZWURLY.COM Brian/Phil - set up next update meeting OPEN HOUSE Glen - finish logos, inspirational messages, timeline for website Complete PT Display, television Wendy-T Shirts KBH -Tile Dlee - Naming Event-Th.Fr.Sat. activities(VFP),external/internal promotions ReQUEST ADVERTISING Shawn-new holders Dlee-Got Pain Campaign Brian-Add Request brochure to new members initial email PROMOTION OF SPECIAL PROGRAMS Dlee/Brian- Info sent to new members on Arthritis Pain, Chronic Back Pain, Cancer Recovery Network communications to staff, Brian-Monday mornings-Staff,Zwurly,Twitter Updates SALES TRAINING Jan-criteria for new sales staff moving upward-review growth plan Shawn-focus on one key point for two weeks(Info Calls)
    136. 136. MISSED GUESTS Brian-start with current list of missed guests and send info we send to new members Jan-send Debbie Lee something exercise related for mail out. Making The Membership More Valuable Brian-review other Member Advantage Programs, review Shawn’s Discount Booklet Jan-Create Value Proposition and develop staff to make corporate presentations CORPORATE STRATEGY DLee-list of all Corporate Members,number of employees enrolled/total number of employees Dlee-core story completion/meet with Derrick WILL PHILIPS MEETING New Model Discussion Expansion Plans Future Facilities MEMBER REFERRALS Jan-review of shirt referral, evaluate new referral members for common characteristics (members that refer, guests that use and join GHFC Brian-categorize emails for eagles, suggestion box - plan to thank/reward them
    137. 137. Monday Morning Leadership
    138. 138. 1) Drivers and Passengers 2) Keep the Main Thing the Main Thing 3) Escape from Management Land 4) The “Do Right” Rule 5) Hire Tough 6) Do Less or Work Faster 7) Buckets and Dippers 8) Enter the Learning Zone
    139. 139. The First Monday Drivers and Passengers As a leader you are now the driver You no longer mess around as if you were a passenger Focus is on the road and not on the distractions You no longer join pity parties You can no longer blame others
    140. 140. The First Monday Drivers and Passengers You’re the responsible one now You accept total responsibility for whatever happens You make adjustments You control how you react to situations You fix problems instead of finding someone or something to blame
    141. 141. The Second Monday Keep The Main Thing The Main Thing People have different perceptions of what the main thing is People quit people before they quit companies First Break All The Rules – The 12 Questions
    142. 142. Employee Retention
    143. 143. Employee Retention 1) Do I know what’s expected of me?
    144. 144. Employee Retention 1) Do I know what’s expected of me? 2) Do I have the materials and equipment I need to do my work?
    145. 145. Employee Retention 1) Do I know what’s expected of me? 2) Do I have the materials and equipment I need to do my work? 3) Do I have the opportunity to do what I do best?
    146. 146. Employee Retention 1) Do I know what’s expected of me? 2) Do I have the materials and equipment I need to do my work? 3) Do I have the opportunity to do what I do best? 4) In the last seven days have I received praise and recognition for good work?
    147. 147. Employee Retention 1) Do I know what’s expected of me? 2) Do I have the materials and equipment I need to do my work? 3) Do I have the opportunity to do what I do best? 4) In the last seven days have I received praise and recognition for good work? 5) Does my supervisor or someone at work seem to care about me as a person?
    148. 148. Employee Retention 1) Do I know what’s expected of me? 2) Do I have the materials and equipment I need to do my work? 3) Do I have the opportunity to do what I do best? 4) In the last seven days have I received praise and recognition for good work? 5) Does my supervisor or someone at work seem to care about me as a person? 6) Is there someone at work who encourages my development?
    149. 149. Employee Retention
    150. 150. Employee Retention 7. At work, do my opinions seem to count?
    151. 151. Employee Retention 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel that my work is important?
    152. 152. Employee Retention 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel that my work is important?  9. Are my coworkers committed to doing quality work?
    153. 153. Employee Retention 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel that my work is important?  9. Are my coworkers committed to doing quality work? 10. Do I have a best friend at work?
    154. 154. Employee Retention 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel that my work is important?  9. Are my coworkers committed to doing quality work? 10. Do I have a best friend at work? 11. In the past six months have I talked to someone about my progress?
    155. 155. Employee Retention 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel that my work is important?  9. Are my coworkers committed to doing quality work? 10. Do I have a best friend at work? 11. In the past six months have I talked to someone about my progress? 12. Do I have the opportunity to learn and grow at work?
    156. 156. Rating Scale 1) Highly Disagree 2) Somewhat Disagree 3) Neutral 4) Somewhat Agree 5) Highly Agree
    157. 157. Camp 3 Camp 2 Camp 1 Base Camp
    158. 158. Base Camp Addresses the most basic needs Question 1: What’s expected of me? Question 2: Do I have the materials and equipment I need to do my work?
    159. 159. Camp 1 Focus is on the individual Question 3: Do I have the opportunity to do what I do best? Question 4: In the last seven days have I received praise and recognition for good work? Question 5: Does my supervisor or someone at work seem to care about me as a person? Question 6: Is there someone at work who encourages my development?
    160. 160. Camp 2 The Company’s Value System and Culture?” Question 7: At work, do my opinions seem to count? Question 8: Does the mission/purpose of my company make me feel that my work is important? Question 9: Are my coworkers committed to doing quality work? Question 10: Do I have a best friend at work?
    161. 161. Camp 3: Learning, growing, and innovating. The most advanced stage of the climb Question 11: In the past six months have I talked to someone about my progress? Question 12: Do I have the opportunity to learn and grow at work?
    162. 162. Employee Retention Starting The Process Once you have the questions answered address only questions 1 and 2 (Base Camp) Tabulate the average score for each question for that particular department
    163. 163. Whatever the average score may be ask the group what the company would have to do to be rated a 5 (Highly Agree) Have someone record the answers Make sure you have a clear understanding of what they are asking for Determine a time schedule for doing what they have asked
    164. 164. Employee Retention Starting The Process Start addressing their issues Meet with them regularly to give them updates Once you have accomplished addressing the needs of questions 1 and 2, move on to Camp 1 and do the same for questions 3-6 Continue on to Camps 2 and 3
    165. 165. Employee Retention To be successful forget about the old management rules that start with “Here’s what I want.” Change directions to ask employees, “What do you need?” Understand that the employees really are rating their direct supervisor
    166. 166. Employee Retention The End Result The end result will be that your employees will become more engaged with your company Engaged employees feel good about their jobs and themselves They view their workplace and themselves on an emotional level and engage better with members Engaged employees stay with you
    167. 167. The Third Monday Escape from Management Land
    168. 168. The Third Monday Escape from Management Land First, hire good employees
    169. 169. The Third Monday Escape from Management Land First, hire good employees Second, coach every member of the team to become better
    170. 170. The Third Monday Escape from Management Land First, hire good employees Second, coach every member of the team to become better Third, de-hire the people who aren’t carrying their share of the load
    171. 171. The Third Monday Escape from Management Land First, hire good employees Second, coach every member of the team to become better Third, de-hire the people who aren’t carrying their share of the load Breakdown your employees into three groups: Superstars - Middle Stars - Falling Stars
    172. 172. The Third Monday Escape from Management Land 30 Super Stars 50 Middle Stars 20 Falling Stars
    173. 173. The Third Monday Escape from Management Land 30 Super Stars 50 Middle Stars 20 Falling Stars
    174. 174. The Third Monday Escape from Management Land 30 Super Stars 50 Middle Stars 20 Falling Stars
    175. 175. The Third Monday Escape from Management Land
    176. 176. The Third Monday Escape from Management Land Get in touch with your people
    177. 177. The Third Monday Escape from Management Land Get in touch with your people Your job is not to lower the bottom by adjusting and accommodating the falling stars. You should be raising the top by recognizing and rewarding superstar behavior
    178. 178. The Fourth Monday The “Do Right” Rule
    179. 179. The Fourth Monday The “Do Right” Rule Do you have policies and expectations for your employees?
    180. 180. The Fourth Monday The “Do Right” Rule Do you have policies and expectations for your employees? Are the policy and expectations reasonable and fair?
    181. 181. The Fourth Monday The “Do Right” Rule Do you have policies and expectations for your employees? Are the policy and expectations reasonable and fair? If someone breaks policy what do you do?
    182. 182. The Fourth Monday The “Do Right” Rule
    183. 183. The Fourth Monday The “Do Right” Rule Short-term results are easy!
    184. 184. The Fourth Monday The “Do Right” Rule Short-term results are easy! You can threaten people.
    185. 185. The Fourth Monday The “Do Right” Rule Short-term results are easy! You can threaten people. You can pay them more.
    186. 186. The Fourth Monday The “Do Right” Rule
    187. 187. The Fourth Monday The “Do Right” Rule Long-term results require establishing a code of behavior that must be followed. It’s grounded in your core values.
    188. 188. The Fourth Monday The “Do Right” Rule Long-term results require establishing a code of behavior that must be followed. It’s grounded in your core values. It requires providing accurate feedback.
    189. 189. The Fourth Monday The “Do Right” Rule Long-term results require establishing a code of behavior that must be followed. It’s grounded in your core values. It requires providing accurate feedback. It requires delivering the consequences both positive and negative.
    190. 190. The Fourth Monday The “Do Right” Rule Long-term results require establishing a code of behavior that must be followed. It’s grounded in your core values. It requires providing accurate feedback. It requires delivering the consequences both positive and negative. It requires courage.
    191. 191. The Fourth Monday The “Do Right” Rule
    192. 192. The Fourth Monday The “Do Right” Rule Do what is right even when no one else is looking. (Integrity)
    193. 193. The Fourth Monday The “Do Right” Rule Do what is right even when no one else is looking. (Integrity) Have a plan for every conceivable problem. Think like a pilot. Don’t react in the middle of a crisis.
    194. 194. The Fourth Monday The “Do Right” Rule Do what is right even when no one else is looking. (Integrity) Have a plan for every conceivable problem. Think like a pilot. Don’t react in the middle of a crisis. If you see a problem don’t try to hide it or hide from it. Fix it!
    195. 195. The Fourth Monday The “Do Right” Rule
    196. 196. The Fourth Monday The “Do Right” Rule Everything counts when it comes to leadership.
    197. 197. The Fourth Monday The “Do Right” Rule Everything counts when it comes to leadership. If you think ignoring the problem doesn’t matter, you’re wrong – you’re always leading, even when you’re ignoring a problem.
    198. 198. The Fourth Monday The “Do Right” Rule Everything counts when it comes to leadership. If you think ignoring the problem doesn’t matter, you’re wrong – you’re always leading, even when you’re ignoring a problem. What matters to your team is what you do.
    199. 199. The Fourth Monday The “Do Right” Rule Everything counts when it comes to leadership. If you think ignoring the problem doesn’t matter, you’re wrong – you’re always leading, even when you’re ignoring a problem. What matters to your team is what you do. And everything you do matters because your team is watching.
    200. 200. The Fourth Monday The “Do Right” Rule Guard your INTEGRITY like it’s your most valuable management possession.
    201. 201. “To know what is right and not do it is the worst cowardice.” Confucius
    202. 202. The Fifth Monday Hire Tough
    203. 203. The Fifth Monday Hire Tough The most important asset in your company is having the Right People on your team.
    204. 204. The Fifth Monday Hire Tough The most important asset in your company is having the Right People on your team. The greatest liability in your company is having the Wrong People on your team.
    205. 205. The Fifth Monday Hire Tough The most important asset in your company is having the Right People on your team. The greatest liability in your company is having the Wrong People on your team. Never lower your standards just to fill a position! You will pay for it later
    206. 206. The Fifth Monday Hire Tough
    207. 207. The Fifth Monday Hire Tough Hire Tough and Manage Easy or Hire Easy and Manage Tough.
    208. 208. The Fifth Monday Hire Tough Hire Tough and Manage Easy or Hire Easy and Manage Tough. Prepare questions in advance.
    209. 209. The Fifth Monday Hire Tough Hire Tough and Manage Easy or Hire Easy and Manage Tough. Prepare questions in advance. Don’t get emotionally involved.
    210. 210. The Fifth Monday Hire Tough Hire Tough and Manage Easy or Hire Easy and Manage Tough. Prepare questions in advance. Don’t get emotionally involved. Develop an interviewing team.
    211. 211. The Fifth Monday Hire Tough Interview three people for each position; at least three times; and have different people interview the candidates Build Your Interview Questions Upon The Core Values Of Your Company
    212. 212. Responsibilities of all Staff: You are responsible for the success of the entire company. That means everything is your job. You are responsible for the success of all company departments. That means you help departments outside your own. You are responsible for doing the specific job you were hired to do. There are no silos in well functioning companies
    213. 213. The Sixth Monday Do Less or Work Faster
    214. 214. The Sixth Monday Do Less or Work Faster Touch paper only once.
    215. 215. The Sixth Monday Do Less or Work Faster Touch paper only once. Set aside some uninterrupted planning time everyday.
    216. 216. The Sixth Monday Do Less or Work Faster Touch paper only once. Set aside some uninterrupted planning time everyday. Clean your desk.
    217. 217. The Sixth Monday Do Less or Work Faster
    218. 218. The Sixth Monday Do Less or Work Faster Don’t let yourself be constantly interrupted.
    219. 219. The Sixth Monday Do Less or Work Faster Don’t let yourself be constantly interrupted. Make sure every meeting is absolutely necessary and start and finish on time.
    220. 220. The Sixth Monday Do Less or Work Faster Don’t let yourself be constantly interrupted. Make sure every meeting is absolutely necessary and start and finish on time. Set aside time each day to review e-mails and respond to phone calls, write memos or letters. Batch them and do similar activities all at once.
    221. 221. The Seventh Meeting
    222. 222. The Seventh Meeting As a leader your job is to keep buckets full.
    223. 223. The Seventh Meeting As a leader your job is to keep buckets full. A leader has to have focus and direction. Confusion drains people’s buckets.
    224. 224. The Seventh Meeting As a leader your job is to keep buckets full. A leader has to have focus and direction. Confusion drains people’s buckets. To keep buckets full you have to provide feedback on how the bucket holders are doing.
    225. 225. The Seventh Meeting As a leader your job is to keep buckets full. A leader has to have focus and direction. Confusion drains people’s buckets. To keep buckets full you have to provide feedback on how the bucket holders are doing. It has to be sincere, specific and timely.
    226. 226. The Seventh Meeting
    227. 227. The Seventh Meeting Leaders have to let the bucket holders know they care about them and the job they do. Provide recognition.
    228. 228. The Seventh Meeting Leaders have to let the bucket holders know they care about them and the job they do. Provide recognition. Leaders let the team know how they’re doing. Communicate the score.
    229. 229. The Seventh Meeting Leaders have to let the bucket holders know they care about them and the job they do. Provide recognition. Leaders let the team know how they’re doing. Communicate the score. The more buckets you fill, the more your bucket is filled.
    230. 230. The Eighth Week Enter the Learning Zone
    231. 231. The Eighth Week Enter the Learning Zone Read every day. It takes discipline.
    232. 232. The Eighth Week Enter the Learning Zone Read every day. It takes discipline. Listen to your people. Otherwise you appear arrogant and insensitive.
    233. 233. The Eighth Week Enter the Learning Zone Read every day. It takes discipline. Listen to your people. Otherwise you appear arrogant and insensitive. Give back. Teach others what you know.
    234. 234. The Eighth Week Enter the Learning Zone Read every day. It takes discipline. Listen to your people. Otherwise you appear arrogant and insensitive. Give back. Teach others what you know. Set goals. Leave your comfort zone.
    235. 235. The Eighth Week Enter the Learning Zone Read every day. It takes discipline. Listen to your people. Otherwise you appear arrogant and insensitive. Give back. Teach others what you know. Set goals. Leave your comfort zone. Stay positive.
    236. 236. WIN BY CHOICE NOT BY CHANCE THANK YOU
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