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Execution and Accountability - UBT Australia presentation

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In this presentation, Stephen Lynch takes UBT members though some of the key factors that will help to improve Execution and Accountability in your business ...

In this presentation, Stephen Lynch takes UBT members though some of the key factors that will help to improve Execution and Accountability in your business

Stephen Lynch is the Chief Operating Officer of RESULTS.com. He is responsible for researching and developing the strategic planning and business execution practices that are incorporated into the RESULTS.com software and consulting services.

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    Execution and Accountability - UBT Australia presentation Execution and Accountability - UBT Australia presentation Presentation Transcript

    • Execution and Accountability Stephen Lynch
    • 90% of those who join health and fitness clubs will stop going within the first 90 days. International Health Club Association
    • 90% of those who join health and fitness clubs will stop going within the first 90 days. International Health Club Association
    • 90% of strategies FAIL due to poor execution [1]
    • Only 27% of employees have access to their company strategic plan [2]
    • Only 1 in 20 employees understands their company strategy [3] ?
    • 150,000 workers surveyed Only 15% knew their company’s top priorities Only 6% knew their own individual priorities [4]
    • “However beautiful the strategy, you should occasionally look at the results” Winston Churchill
    • 92% of companies don’t measure KPIs [3]
    • Execution Business Execution so hard? Why is & Accountability - why so hard?
    • Agenda 1. 2. 3. 4. 5. Why it all starts with a big goal Engage your people with a compelling core purpose How to make performance visible The power of small wins How to really hold your people accountable
    • Goal Setting is not Strategy
    • What is Strategy?
    • Big Hairy Audacious Goals
    • First we set our long-term Goal (BHAG) Then we plan our Strategy, i.e. our climbing route & base camps along the way
    • it
    • Characteristics of a good BHAG© - A measurable goal with a deadline - Long timeframe (suggest 5 - 10 years) - Clear, compelling and easy to grasp - Inspires all your people, not just the management team - Beyond current capabilities of the organization - Set in understanding, not bravado - Can outlive the involvement of the current leaders Note: It’s not about being as large as possible, it’s about being “great” Define what “greatness” looks like for you, and how you will measure it
    • What could your company be the best in the world at? List your answers below:
    • What is your company passionate about? List your answers below:
    • How will you make money in the future? (your revenue model) List your answers below:
    • Describe your company at a future date: (e.g. 2020) Question: What will be your revenue? What will be your profit? Size & scope of your company operations? Number of offices? How many staff? Your decision:
    • What products and services will you be offering? List your answers below:
    • What geographic locations will you be serving? List your answers below:
    • Describe a typical work day at your future company? List your answers below:
    • What other measures of success have you achieved? List your answers below:
    • BHAG – statement © The words, phrases, and vivid, detailed descriptions of your ideal future vision which underpin your BHAG© $$$$ Scope Products People Services Culture Purpose Customers Achievements Best in (your) world at
    • State your BHAG© in <140 characters Typically expressed as a goal statement (supported by a vivid description of what your company will be like when you achieve it) “The world’s #1 brand for house cleaning robots, (Expression of category leadership) with annual sales of 15,000,000 units by 2020” (plus a tangible measure you can use to track your progress toward your BHAG)
    • State your BHAG © State your BHAG© ( in less than 140 characters )
    • Where will you display your BHAG© so it is clearly visible to your people every day? List your answers below:
    • BHAG © Vision Core Values Core Purpose
    • BHAG © The compelling view you will see when you reach the top
    • Core Values Rules for team behavior, no matter what mountain you climb
    • Core Purpose The reason why you climb mountains at all
    • Agenda 1. 2. 3. 4. 5. Why it all starts with a big goal Engage your people with a compelling core purpose How to make performance visible The power of small wins How to really hold your people accountable
    • Core Purpose Making the work meaningful for your people Give them a reason to get out of bed in the morning - beyond simply making money
    • Core Purpose “WHAT” you do and “HOW” you do it will evolve over time Your reason “WHY” remains constant
    • “To give ordinary folk the chance to buy the same things as rich people”
    • GOLD’S GYM Core Purpose
    • Why does your company exist (beyond making money)? List your answers below:
    • What is your company passionate about? (again) List your answers below:
    • What is the difference you are trying to make? List your answers below:
    • What is the “essence” of what you do for your customers? (beyond what your current product or service offering is) List your answers below:
    • State your Core Purpose State your Core Purpose: ( in less than 140 characters) To …..
    • Agenda 1. 2. 3. 4. 5. Why it all starts with a big goal Engage your people with a compelling core purpose How to make performance visible The power of small wins How to really hold your people accountable
    • “However beautiful the strategy, you should occasionally look at the results” Winston Churchill
    • 92% of companies don’t measure KPIs [3]
    • 150,000 workers surveyed Only 15% of employees knew their company’s top priorities Only 6% knew their own individual priorities [4]
    • Radical Transparency Drives Business Execution
    • Make Performance Visible
    • Using the “traffic light” concept to track KPIs RED = Unacceptable performance standard YELLOW = Watch closely. Need help? GREEN = Target performance standard
    • In the past, we used Spreadsheets / Excel
    • We wanted a software solution that: ● Offers a shared platform to view the Strategic Projects and Key Performance Indicators, so that everyone in the company knows what the strategic plan is and the important things they need to focus on to play their part ● Provides a helicopter view of how everyone is performing, including the ability to monitor team and individual progress at a glance ● Uses color coding to show whether a Strategic Project or KPI is on track ● Has the ability to assign tasks to specific individuals to move goals forward ● Displays daily reminders to hold people accountable to make sure tasks are completed on time ● Runs more effective team and one-on-one meetings that drive the business forward ● Records meeting minutes and decisions made ● Enables real-time collaboration to capture conversations, discussions, and feedback ● Integrates with other commonly used business software ● Is available anywhere, anytime, on any device Use this checklist for any software system you choose or develop
    • Now we use our software to track KPIs
    • Key Performance Indicators
    • Using the “traffic light” to track Projects (Big Rocks) RED = Project behind schedule. Sound alarm! YELLOW = Watch closely. Need help? GREEN = Project on schedule
    • In the past we used Whiteboards / Excel Strategic Project (Big Rock) #1 Implement initiatives to reduce installation time to <20 days Due Date Person Accountable 31 Dec David Associated Individual Tasks Create & document quality assurance process for installation 15 Nov David Train all installation team members in the revised process 30 Nov Jenny Implement post installation audit program for completed jobs 15 Dec Peter
    • Now we use our software to track Projects & Tasks
    • Projects & Tasks
    • Everyone knows their own individual accountabilities
    • You can also see how the various teams are performing
    • Team leaders can drill down to identify the cause
    • Looks like Craig is struggling?
    • “What are the reasons for this trend Craig?”
    • Assign a Task to diagnose and solve the problem
    • Radical Transparency Drives Business Execution
    • How will you make performance visible so your people “know the score” every day? List your answers below:
    • Agenda 1. 2. 3. 4. 5. Why it all starts with a big goal Engage your people with a compelling core purpose How to make performance visible The power of small wins How to really hold your people accountable
    • The Progress Principle
    • Celebrate “Small Wins” every step of the way
    • How will you let your people measure their progress and experience the joy of “winning” every week? List your answers below:
    • Praise Frequently
    • Who do you need to praise this week? List your answers below:
    • Agenda 1. 2. 3. 4. 5. Why it all starts with a big goal Engage your people with a compelling core purpose How to make performance visible The power of small wins How to really hold your people accountable
    • Confront poor performance
    • Why is happening with Machine Sales?
    • Let’s drill down to see more detail
    • What is happening here Craig?
    • Craig
    • Assign a Task to address the issue
    • “He that is good for making excuses is seldom good for anything else.” “Leaders owe it to the organization & their fellow workers, not to tolerate non-performing people in important jobs” Peter Drucker Benjamin Franklin
    • Who do you need to speak with this week about their level of performance? List your answers below:
    • Don’t wait until the end of the month
    • Get the software demo: www.RESULTS.com Promo Code: UBT Get the slide deck: www.RESULTS.com/slides