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Coaching Your Team to Success in the Here and Now
- 1. Coaching Your Team to Success in the Here and Now Julia Langkraehr julia@boldclarity.com @EngageSpeaker
- 2. Two goals for today
- 4. 2. Gain more traction 3. Run a better business Simple practical tools 1. Get more done
- 5. What do you want from your business?
- 6. • Profit • People Frustrations • Control • Hitting the Ceiling • Nothing’s Working
- 7. Begin at the end, to illustrate what it looks like at the end of the journey 136 ISSUES ON AVERAGE LOTS TO MANAGE A discovery
- 8. Discovery: Strengthen 6 Key Components Everything Falls Into Place 1 2 4 YOUR BUSINESS 3 5 6
- 9. One quick pass to introduce the 6 Key Components SIMPLIFYING YOUR WORLD Second pass to go into more detail
- 10. 100% on the same page with where you are going and how you will get there VISION YOUR BUSINESS THE EOS MODELTM
- 11. Can’t achieve a great vision without great people VISION YOUR BUSINESS THE EOS MODELTM PEOPLE
- 12. Objective Measurables vs. Subjectives (Clear vision + great people + data = transparency) VISION YOUR BUSINESS THE EOS MODELTM PEOPLE DATA Cut through egos & feelings
- 13. Success is in direct proportion to your ability to solve your own issues SOLVING YOUR PROBLEMS AS THEY SURFACE VISION YOUR BUSINESS THE EOS MODELTM PEOPLE DATA Set them up knock them down ISSUES
- 14. The secret ingredient in business often neglected VISION YOUR BUSINESS THE EOS MODELTM PEOPLE DATA More consistent Scalable Easier to manage More profitable Fun ISSUES PROCESS
- 15. Environment of accountability & discipline – solid execution THE WEAKEST LINK VISION YOUR BUSINESS THE EOS MODELTM PEOPLE DATA ISSUES PROCESS TRACTION
- 16. c c VISION YOUR BUSINESS THE EOS MODELTM PEOPLE DATA ISSUES PROCESS TRACTION AIM FOR 100% UTOPIA GOAL IS 80%+ ATTAINABLE 100% 50% 0% MOST ORGANISATIONS ARE OPERATING AT 20 – 40% WHEN ALL 6 COMPONENTS ARE STRONG EVERYTHING FALLS INTO PLACE
- 17. Second pass around The EOS Model TM to see what 100% looks like and to see how The EOS Tools fit in to strengthen each Key Component HOW DO COMPANIES GET TO 80%+?
- 18. How do we define “Right People, Right Seats”?
- 19. YOUR BUSINESS PEOPLE Right people Right people MUST HAVE RIGHT PEOPLE IN RIGHT SEATS CUT THROUGH ALL THE JARGON: “A-PLAYERS”, “SUPERSTARS”, “WINNERS”
- 20. Who belongs on your bus?
- 21. YOUR BUSINESS PEOPLE Right people Right people SEAT MATCHES PERSON’S SKILL SET THE PEOPLE ANALYZERTM
- 22. Name The Bar Sally Jones John Smith George Wilson + + + + + – – – – – +/– +/– +/– +/– +/– + + + +/– +/– + +/- - THE PEOPLE ANALYZERTM
- 23. Are they in the RIGHT SEATS?
- 24. YOUR BUSINESS PEOPLE Right people Right people SEAT MATCHES PERSON’S SKILL SET THE ACCOUNTABILITY CHART
- 25. Integrator Sales/Marketing Operations Finance Visionary• _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ Key Responsibilities of each THE ACCOUNTABILITY CHART
- 26. Get It Want It Capacity to Do It Function Name • –––––––––––––––––––––––––––––– • –––––––––––––––––––––––––––––– • –––––––––––––––––––––––––––––– • –––––––––––––––––––––––––––––– GWCTM
- 27. Sally Jones John Smith George Wilson + + + + + – – – – – +/– +/– +/– +/– +/– + + + +/– +/– Y Y Y THE PEOPLE ANALYZERTM Name The Bar
- 28. LEADERSHIP
- 29. LEADERSHIP
- 31. One Page People Analyzer and Review
- 32. Delegate and Elevate Love / Great Like / Good Don’t Like / Good Don’t Like / Not Good
- 33. 1-2-1 (Quarterly) Conversations Agenda • What’s working and what’s not • 5-5-5 • People Analyzer • Delegate and Elevate • Accountability chart
- 34. HOW TO DRIVE CULTURE • Clearly define your core values • Create your Accountability Chart • Do the People Analyzer on leadership team • Make core values & GWC part of reviews • Hire, fire, review, and reward based on your core values How Would You Rate Your Organisation?
- 35. THE GOAL
- 36. c c VISION YOUR BUSINESS THE EOS MODELTM PEOPLE DATA ISSUES PROCESS TRACTION AIM FOR 100% UTOPIA GOAL IS 80%+ ATTAINABLE 100% 50% 0% MOST ORGANISATIONS ARE OPERATING AT 20 – 40% WHEN ALL 6 COMPONENTS ARE STRONG EVERYTHING FALLS INTO PLACE
- 38. Improve your decision making ability immediately! Visit www.boldclarity.com and download your free copy Free e-book: DECIDE! by Gino Wickman
- 39. GET A GRIP* by Gino Wickman & Mike Paton *Entrepreneurial fable of how a business implements EOS
- 40. TRACTION* by Gino Wickman *How to Implement EOS How to implement EOS in your business Do you have a grip on your business?
- 41. ROCKET FUEL by Gino Wickman & Mark C. Winters Rocketfuel Book Owners LinkedIn Group The vital relationship between Visionaries and Integrators
- 42. How to be a Great Boss By Gino Wickman & René Boer HOW TO BE A GREAT BOSS by Gino Wickman & René Boer
- 43. 46 How to be a Great Boss By Gino Wickman & René Boer Download the toolkit by visiting: www.howtobeagreatbossbook.com HOW TO BE A GREAT BOSS by Gino Wickman & René Boer Download the toolkit by visiting: www.howtobeagreatbossbook.com
- 44. WHAT THE HECK IS EOS? by Gino Wickman & Tom Bouwer
Editor's Notes
- Right people means this: If you’ll turn the page, if you haven’t already, it’s a tool called The People Analyzer, it’s on page 7. And what I need you to do is take those three core values that you came up with earlier, and I need you to move those to the top. For instance, I have five core values in my organization. We have about 50 people. “Humbly confident.” “Grow or die.” “Help first.” “Do the right thing.” “Do what you say.” That’s what we reek of. That’s who we are at our core. So if you’ll write down your three please, it’s going to be very important that you play along. What the heck, lets turn it into a workshop. Left hand side - I want you to list two names – your best and your worst people. Call it what it is. And hopefully your worst is good. `lucky you.’ On the left-hand side, I want you to list two names and only two in the interest of time. I want you to list your best and your worst. Please, just do it. Put the best person in your organization and the worst person in your organization. Sorry for the crude language. Let’s call it what it is: your best and your worst. And hopefully your worst is one of your best. Lucky you. In this case we have Sally Jones, John Smith, George Wilson. The People Analyzer is one of the top five tools in EOS. It’s so powerful in its simplicity, and it cuts through all the subjectives and the history and the emotion and helps you really see if you have great people. The way it works is everybody gets one of three rating: a plus, a plus/minus, or a minus. Plus, means that that person exhibits that core value most of the time. Nobody’s perfect. But most of the time they exhibit that value. Plus/minus means sometimes they do, sometimes they don’t. Minus means most of the time they do not. Sally jones - + + + Jonh Smith – not so much George Wilson – right on the fence – to give you a contrast When you People Analysis it means nothing until you set the minimum acceptable standard for a people– we call it the bar. My recommendation for 5 core values is 3 +’s and 2 +/-’s. 3 core values – 2 and 1 4 Core Values – even number - +/- 50/50 two and two. The bar is the minimum acceptable standard. You Managers can now manage to your minimum standard. You’ll be amazing at how people rise up and also be amazing at how you have to make tuff people decisions. ABC Construction – Guy walks up - I am interested in the job – one value – Tuff – lumber jack up north and I was cutting a tree with a cain saw and I cut my arm off and sewed it back on. Forman says – wow, that tuff – your hired. And the guy gones. – Cool That’s People Analyser.
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