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Catapult from Good to Great: 5 Habits to Demonstrate Strategic Acumen in Business and Life
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Catapult from Good to Great: 5 Habits to Demonstrate Strategic Acumen in Business and Life

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"Catapult from Good to Great: 5 Habits to Demonstrate Strategic Acumen in Business and Life" will help you choose consistent and persistent action in the areas of Disciplined People, Disciplined …

"Catapult from Good to Great: 5 Habits to Demonstrate Strategic Acumen in Business and Life" will help you choose consistent and persistent action in the areas of Disciplined People, Disciplined Thought and Disciplined Action. Remember any habits take time and practice. Choose Level 5 leadership practices of relentless drive couple by humility. Look in the mirror when things are off and ask yourself- "What else could I have done here?" This question will put you "Above the Line" each and every time. Exercise disciplined thought in sticking with what you are truly good at and what drives your economic engine. Use data to drive decisions. Ask great questions and avoid assumptions. Remember the hedgehog wins out over the wily fox every time. For more information on Catapulting from Good to Great, or to schedule Teri at your next speaking event, email Teri at success@terihill.com.

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  • Please read each point and put A- Always, S= Sometimes, N = Never Then- make a CHOICE TO CHANGE When You Are ABOVE THE LINE You Exhibit The Following Traits: You invite candid feedback from everyone about your own performance. You never want anyone, including yourself, to hide the truth from you. You readily acknowledge reality, including all its problems and challenges. you don’t waste time or energy on things you cannot control or influence. You always commit yourself 100 % to what you are doing, and if your commitment begins to wane, you strive to rekindle it. You won your circumstances and your results, even when they seem less than desirable. You recognize when you are dropping BELOW THE LINE and act quickly to avoid the traps of the victim cycle . You delight in the daily opportunity to make things happen. You constantly ask yourself the question, “What else can I do to rise above my circumstances and get the results I want?”

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  • 1. Welcome AHRMA 5 Habits to demonstrate strategic acumen in business and life Catapult from Good To Great Brought to You by: Teri Hill, M.Ed. & President, T.H.Enterprise
  • 2.  
  • 3. Over half the companies that were industry leaders in 1955 were still leaders in 1990 More than 2/3rds of the 1990 industry leaders no longer existed by 2004.
  • 4. Moving from Good to Great
  • 5. Objective for our time today: Better position you as strategic partner- instill 5 habits
    • Identify CEO obsessions & leadership actions of the most successful business leaders- Evaluate/feedback
    • Couple talent management with strategic agility and business acumen to drive accountability
    • How to confront the right (brutal facts) without ever losing faith- metrics
    • Understand the 3 key drivers to success in business and in life that every CEO obsesses over
    • Best practices in discipline
  • 6. How we will proceed
    • Review current strategic issues
    • Review Good to Great principles and 5 Habits
    • Continually reflect on own strategic habits
    • Share best practices – strategic partnering, people metrics, accountability, gathering input
    • Apply concepts to business scenarios
    • Personal/professional development plan
  • 7. Key Competencies
    • Business Acumen
    • Strategic Agility
    • Influencing Up, Down, & Across
    • Building Alliances Across the Organization
    • Consistent & Persistent best Practices- personal and talent management
    • How are you called to be a strategic partner?
    • How will it benefit you to move from Good To Great?
    • What key competency would you like to focus on in moving from Good to Great?
  • 8. Top issues on CEO’s minds today?
    • Protracted global recession
    • Increase in regulation
    • Lack of stability in capital markets
    • Low cost competition
    • Energy costs
    • Availability of key skills
    • Better managing of people through change
    • Morale and employee engagement
    • Training and development
    • Flexible working environments
    • Collaboration with a network of outside specialists
    • Compensation levels
    • Pension and healthcare benefits
    External Human Resource Issues 1 PriceWaterhouseCoopers, 13th Annual Global CEO Survey 2010. 2 Duke/CFO Business Outlook Survey, September 15, 2010. 3 PriceWaterhouseCoopers, 13th Annual Global CEO Survey 2010.
  • 9. Top issues on CFO’s minds today?
    • Federal Government agenda/policies
    • Consumer demands
    • Price pressure from competitors
    • Availability of key skills
    • Maintaining profit margins
    • Rising HC costs
    • Low employee morale
    External Internal 1 PriceWaterhouseCoopers, 13th Annual Global CEO Survey 2010. 2 Duke/CFO Business Outlook Survey, September 15, 2010. 3 PriceWaterhouseCoopers, 13th Annual Global CEO Survey 2010.
  • 10.
    • Level 5 Leadership
    • First Who, Then What
    • Confront the Brutal Facts Without Loosing Faith
    • Hedgehog Concept
    • Culture of Discipline
    • Technology Accelerator
  • 11. Disciplined People Disciplined Thought Disciplined Action Level 5 Leadership 1 st Who Then What Confront With Faith Hedgehog Concept Culture of Discipline Technology Accelerator Build up…….. Breakthrough!!!!
  • 12. How do you define discipline?
    • Awareness
    • Realize the Choice
    • Define a new path
    • Consistent & Persistent Focus
    • Overcome barriers
    • Integrated Approach- input/output/throughput
  • 13. Disciplined People Disciplined Thought Disciplined Action Level 5 Leadership 1 st Who Then What Confront With Faith Hedgehog Concept Culture of Discipline Technology Accelerator Build up…….. Breakthrough!!!!
    • Leadership/ Influence
    • Talent Management
    • Business Acumen
    • Accountability- influence up, down, across
    • Persistence to sound plan
  • 14.
    • Level 5 Leadership
    • First Who, Then What
    • Confront the Brutal Facts Without Loosing Faith
    • Hedgehog Concept
    • Culture of Discipline
    • Technology Accelerator
    • Leadership/ Influence
    • Talent Management
    • Business Acumen
    • Driving Accountability
    • Persistence to sound plan
  • 15. Level 5 Leadership
    • Paradoxical qualities of humility and relentless drive
    • Lifelong learners
    • Window and the mirror
  • 16. Two Sides of Level 5 Leaders
    • Creates supe rb results, a clear change catalyst
    • Unwavering resolve to long term results
    • Sets standards of building an enduring company, nothing less
    • Looks in the mirror for poor results, never blaming others simply setting better standards
    • Demonstrates compelling modesty, never boastful
    • Acts with quiet, calm determination, relies on inspired standards vs. charisma
    • Channels ambition into company and succession planning vs. self
    • Looks out the window giving credit for success to other people, external factors, or luck
    Professional Will Personal Humility Leader ‘s S.E.R.V.E.
  • 17. Levels of leadership Level 5 Level 4 Level 3 Level 2 Level 1 Level 5- Executive All of the below plus- Relentless Drive & personal humility Effective Leader- in vigorous pursuit Of clear, compelling vision, stimulating high performance Competent Manager- Organizes people and resources to efficient, effective pursuit of pre-determined direction Contributing Team Manager- works toward achievement of group objectives. Works effectively in a group setting Highly Capable Individual- Makes productive contributions through talent, knowledge, skills, and good work habits
  • 18. HR Competencies
    • Level 5 leaders thrive as they give and receive feedback
    • Business Acumen
    • Strategic Agility
    • Influencing Up, Down, & Across
    • Building Alliances Across the Organization
    • Consistent & Persistent best Practices- personal and talent management
  • 19. Best Practices in Feedback Relationship first Be sure it is welcome- timing Focus on your perspective- DOD- directly observable data Pure intentions
  • 20. Disciplined People Disciplined Thought Disciplined Action Level 5 Leadership 1 st Who Then What Confront With Faith Hedgehog Concept Culture of Discipline Technology Accelerator Build up…….. Breakthrough!!!!
    • Leadership/ Influence
    • Talent Management
    • Business Acumen
    • Accountability- influence up, down, across
    • Persistence to sound plan
  • 21. First Who, Then What
    • Packard's Law
    • A “Genius” with a 1000 helpers
    • Recruit values vs. showmanship
    • Knowledge Expert or resourceful?
    • Best on biggest opportunity vs. problem
    • Separate quickly
  • 22. Best Practices in Talent Management
    • Hire slow, fire fast
    • On-boarding
    • Training & Development
    • Retention
    • Measurement
    People Metrics
  • 23. Key HR Metrics- Eye on the bottom line
    • Labor Cost as% of revenue
    • Recruiting and Staffing
    • Monthly turnover
    • Benefit cost
    • per employee
    • Compensation/retention
    Labor cost Revenue % (Comp. + benefit cost) Annual Revenue = Cost per Hire = Annual recruiting & hiring ________costs__________ Total of new hires Compa-Ratio = Employee’s Salary_ Midpoint of the salary range
  • 24. Activity- Small Groups- Compare Best Practices in People Metrics
    • Hire slow, fire fast
    • On-boarding
    • Training & Development
    • Retention
    • Measurement
    People Metrics
  • 25. Disciplined People Disciplined Thought Disciplined Action Level 5 Leadership 1 st Who Then What Confront With Faith Hedgehog Concept Culture of Discipline Technology Accelerator Build up…….. Breakthrough!!!!
    • Leadership/ Influence
    • Talent Management
    • Business Acumen
    • Accountability- influence up, down, across
    • Persistence to sound plan
  • 26. Disciplined Thought
  • 27. Choice, not circumstance determines our fate
  • 28.
    • Steps to Accountability
    Driving Accountability - Acting Above the Line in all you do
    • Accountability
    • Responsibility
    • Clarity of vision
    • Communication
    • Ownership
    • Gratitude
    The line Below the line- THE BLAME GAME/Victim Cycle Wait and See “ I forgot" Finger Pointing Ignore/ Deny Cover your tail “ Not my Job”
    • Blame others
    • Avoid/procrastinate
    • Inactivity
    • Excuses
    • Complaining
    • Gossip
    • Gloom
    Living in The Past
  • 29.
    • Data obsessed
    • Never Make Assumptions
    • Never Give Up
    • Tough Feedback
    Confront the Brutal Reality without Ever Loosing Faith Gathering Input- Focus Groups
  • 30. Focus Group Best Practices
    • Begin with the end in mind
    • Keep it safe
    • Facilitation skills- neutral, promoting discussion
    • True brainstorming
    • Consider a virtual tour
    • Nominal group process
    • Circle back to share results
    • Add in step to put recommendations in place
  • 31. Create a culture where the truth is heard
    • Lead with questions, not answers
    • Engage in dialogue and debate, not coercion
    • Conduct autopsies, without blame
    • Build in red flag mechanisms that turn information into information that can not be ignored!
    Share Best Practices in Conducting Focus Groups
  • 32. Disciplined People Disciplined Thought Disciplined Action Level 5 Leadership 1 st Who Then What Confront With Faith Hedgehog Concept Culture of Discipline Technology Accelerator Build up…….. Breakthrough!!!!
    • Leadership/ Influence
    • Talent Management
    • Business Acumen
    • Accountability- influence up, down, across
    • Persistence to sound plan
  • 33.  
  • 34. Simplicity within 3 circles Doing what we are Deeply passionate About Sticking with What drives our Economic engine KPI’s Doing what we can Be the best in the World at
  • 35. Good to Great Companies- Hedgehog
    • Companies
    • Abbott Labs
    • Walgreens
    • Nucor
    • Best in the world &
    • What drive economic engine
    • Product portfolio to lower cost of HC
    • Profit per employee
    • Convenient locations- clustering
    • Profit per customer visit
    • Harnessing culture and technology to produce low-cost steel
    • Profit per on of finished steel
    What are the 3 for your organization?
  • 36. 3 questions- Hedgehog
    • What are we deeply passionate about?
    • What can we be best in the world at?
    • What drives our economic engine?
  • 37. Activity- Apply Hedgehog to Business Scenario
    • In groups of 5 decide on 3 hedgehog principles and how the proposed leader can help move the company from Good to Great
    • Present your ideas to the audience (Mock Board of Directors - BofD)
    • Audience (BofD)- ask questions
    Objective: Demonstrate Strategic Agility, Business Acumen, and Influence Skills
  • 38. Simplicity within 3 circles Doing what we are Deeply passionate About Sticking with What drives our Economic engine KPI’s Doing what we can Be the best in the World at
  • 39. Disciplined People Disciplined Thought Disciplined Action Level 5 Leadership 1 st Who Then What Confront With Faith Hedgehog Concept Culture of Discipline Technology Accelerator Build up…….. Breakthrough!!!!
    • Leadership/ Influence
    • Talent Management
    • Business Acumen
    • Accountability- influence up, down, across
    • Persistence to sound plan
  • 40.
    • Level 5 Leadership
    • First Who, Then What
    • Confront the Brutal Facts Without Loosing Faith
    • Hedgehog Concept
    • Culture of Discipline
    • Technology Accelerator
    • Leadership/ Influence
    • Talent Management
    • Business Acumen
    • Driving Accountability
    • Persistence to sound plan
  • 41.  
  • 42.
    • What is discipline?
    • Awareness
    • Realize the Choice
    • Have a clear goal
    • Consistent & Persistent Focus
    • Overcome barriers
    • Integrated Approach- input/output/throughput
    The essence of strategy Is deciding what NOT to do
  • 43. A discerning man keeps wisdom in view, but a fool’s eyes wonder to the ends of the earth.” - Proverbs 17:24 “ There are many things that will catch my eye, But there are only a few that catch my heart….. It is those I consider to pursue. - Tim Redmond Rigorous Determined Dogged, Diligent, Focused
  • 44.  
  • 45. Activity
    • List strategic activities and tactical activities you do on daily basis
    • What can you delegate? Eliminate?
    • What are your distractions?
    • What do you do to get back to the important vs. the urgent?
    Choice, not circumstance determines our fate
  • 46. Disciplined People Disciplined Thought Disciplined Action Level 5 Leadership 1 st Who Then What Confront With Faith Hedgehog Concept Culture of Discipline Technology Accelerator Build up…….. Breakthrough!!!!
    • Leadership/ Influence
    • Talent Management
    • Business Acumen
    • Accountability- influence up, down, across
    • Persistence to sound plan
  • 47. Activity- Culture of Discipline
    • Fill in your Commitment to Moving from Good to Great form
    • List who will hold you accountable
    • Share your list with your small group
    • Group leaders share ribbons
  • 48. 5 Habits to demonstrate strategic acumen in business and life Catapult from Good To Great