Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

How to get things done in a dental practice: Execution Strategies

1,299 views

Published on

This presentation reviews current principles in execution and 'getting things done' in a dental practice. Dr. Kazemi discusses several methodologies for execution.

Published in: Healthcare
  • Be the first to comment

How to get things done in a dental practice: Execution Strategies

  1. 1. How to Get Things Done! E x e c u t i o n
  2. 2. Are all processes running without drama and driving industry-leading profitability? ❓KEY QUESTION:
  3. 3. ‘Lets Go Get’em’ Strategy
  4. 4. Adversity decrease in new patients decreased production poor profits no growth Poor online reviews unhappy patients patient complaints no referrals staff lateness Poor staff performance Incomplete work administrative errors stress ……….. Emergency Meeting “WE GOT PROBLEMS” Big talk on everything that is not working List of 12 things that “We got to do quickly to fix …” “Lets Go Get’em”
  5. 5. Why Things Don’t Get Done No accountability Poor leadership Too many goals No metrics: if you can not measure it, it doesn’t get done Enormous power of the ‘whirlwind’
  6. 6. Whirlwind [daily job] Goals [new activities] Urgent Important [ it acts on you ] [ You act on them ]
  7. 7. Whirlwind [daily job] Goals [new activities] How do we get our daily work done? And implement new activities to achieve our goals!
  8. 8. People Strategy Execution Cash
  9. 9. Execution 3 Disciplines Priorities Data Meeting Rhythm 10 Rockefeller Habits
  10. 10. Execution: Rockefeller Habits ChecklistTM 1. The executive team is healthy and aligned. Team members understand each other‘s differences, priorities, and styles. The team meets frequently (weekly is best) for strategic thinking. The team participates in ongoing executive education (monthly recommended). The team is able to engage in constructive debates and all members feel comfortable participating. 2. Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the company forward. The Critical Number is identified to move the company ahead this quarter. 3-5 Priorities (Rocks) that support the Critical Number are identified and ranked for the quarter. A Quarterly Theme and Celebration/Reward are announced to all employees that bring the Critical Number to life. Quarterly Theme/Critical Number posted throughout the company and employees are aware of the progress each week. 3. Communication rhythm is established and information moves through organization accurately and quickly. All employees are in a daily huddle that lasts less than 15 minutes. All teams have a weekly meeting. The executive and middle managers meet for a day of learning, resolving big issues, and DNA transfer each month. Quarterly and annually, the executive and middle managers meet offsite to work on the 4 Decisions. 4. Every facet of the organization has a person assigned with accountability for ensuring goals are met. The Function Accountability Chart (FACe) is completed (right people, doing the right things, right). Financial statements have a person assigned to each line item. Each of the 4-9 processes on the Process Accountability Chart (PACe) has someone that is accountable for them. Each 3-5 year Key Thrust/Capability has a corresponding expert on the Advisory Board if internal expertise doesn’t exist.
  11. 11. 5. Ongoing employee input is collected to identify obstacles and opportunities. All executives (and middle managers) have a Start/Stop/Keep conversation with at least one employee weekly. The insights from employee conversations are shared at the weekly executive team meeting. Employee input about obstacles and opportunities is being collected weekly. A mid-management team is accountable for the process of closing the loop on all obstacles and opportunities. 6. Reporting and analysis of customer feedback data is as frequent and accurate as financial data. All executives (and middle managers) have a 4Q conversation with at least one end user weekly. The insights from customer conversations are shared at the weekly executive team meeting. All employees are involved in collecting customer data. A mid-management team is accountable for the process of closing the loop on all customer feedback. 7. Core Values and Purpose are “alive” in the organization. Core Values are discovered, Purpose is articulated, and both are known by all employees. All executives and middle managers refer back to the Core Values and Purpose when giving praise or reprimands. HR processes and activities align with the Core Values and Purpose (hiring, orientation, appraisal, recognition, etc.). Actions are identified and implemented each quarter to strengthen the Core Values and Purpose in the organization. 8. Employees can articulate the following key components of the company’s strategy accurately. Big Hairy Audacious Goal (BHAG) – Progress is tracked and visible. Core Customer(s) – Their profile in 25 words or less. 3 Brand Promises – And the corresponding Brand Promise KPIs reported on weekly. Elevator Pitch – A compelling response to the question “What does your company do?” 9. All employees can answer quantitatively whether they had a good day or week (Column 7 of the One-Page Strategic Plan). 1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person. Each employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight). Each individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company.
  12. 12. Elevator Pitch – A compelling response to the question “What does your company do?” 9. All employees can answer quantitatively whether they had a good day or week (Column 7 of the One-Page Strategic Plan). 1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person. Each employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight). Each individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company. All executives and middle managers have a coach (or peer coach) holding them accountable to behavior changes. 10. The company’s plans and performance are visible to everyone. A “situation room” is established for weekly meetings (physical or virtual). Core Values, Purpose and Priorities are posted throughout the company. Scoreboards are up everywhere displaying current progress on KPIs and Critical Numbers. There is a system in place for tracking and managing the cascading Priorities and KPIs. Copyright 2015 Gazelles, Inc. To download more copies and to get help implementing these tools, please go to www.gazelles.com
  13. 13. The Priority Focus:”The main thing is to keep the main thing the main thing” Finish lines: Memorable themes around your priority; achieve it- by a specific due date Fun: Celebrate with rewards
  14. 14. Data At the heart of a leader’s ability to predict (fundamental job) is data Metrics Gather employee data Gather customer input KPIs for everyone Scoreboards everywhere
  15. 15. Meeting Rhythm The daily huddle: 5-15 min The weekly meeting: 60-90 min The monthly management meeting The quarterly & annual meetings
  16. 16. 4 Disciplines of Execution Focus on the Wildly Important Goal Act on Lead Measures Keep a Compelling Story Board Create a Cadence of Accountability
  17. 17. Discipline #1 Focus on the Wildly Important Goal (WIG) A goal that makes all the difference. Failure to achieve this goal renders any other achievements inconsequential RULES 1. Only 1 to 3 WIGs for the same team at the same time. 2. Sub-WIGs must ensure the success of the parent-WIGs 3. Finish line: From X to Y by when
  18. 18. 1. Discover Team Wigs Which areas of team’s performance would you want to improve the most in order to achieve the overall top WIG? What are the greatest strengths of the team that can be leveraged to ensure top WIG achievement? Where are the areas where team’s poor performance most needs to be improved to achieve top WIG?
  19. 19. 1. Discover Team Wigs 1. Rank the WIGS 2. Test top ideas Is team aligned to top WIG? Is it measurable? Who owns it (results)? Who owns the game? 3. Define the WIGs: ‘Verb’ X to Y by ‘When’
  20. 20. Discipline #1 Focus on the Wildly Important Goal (WIG) “ We will put a man on the moon and return him safely home by the end of the decade” - John F. Kennedy
  21. 21. Discipline #1 Focus on the Wildly Important Goal (WIG) “ We will increase our on-time case delivery from 75% to 100% by September 1, 2015” - Dr. ______
  22. 22. TOP WIG TEAM 1 Subwig 1 Subwig 2 TEAM 2 Subwig 1 Subwig 2 TEAM 3 Subwig 1 Subwig 2 [ Verb X to Y by Date ]
  23. 23. Discipline #2 Act on the Lead Measure Lag Measure Lead Measure Measures the goal Something that leads to the goal Something we can influence Predictive Influenceable
  24. 24. 2. Act on Lead Measures What could you do that have never done before? What strengths of team can be used as leverage? What weakness might keep you from achieving WIG? What could you do more consistently? To Discover:
  25. 25. 2. Act on Lead Measures 1. Rank the team WIGS 2. Test top ideas: Predictive? Influenceable? Measurable? Worth Measuring? 3. Define lead measures • Tracking team or individual’s performance? • Tracking lead measures daily or weekly? • Start with a verb and keep it simple
  26. 26. Discipline #2 Act on the Lead Measure Lag Measure Lead Measure Weight loss (pounds) Number of calories (diet) Miles run (Exercise) eg. If you want to loose weight Predictive Influenceable
  27. 27. Discipline #2 Act on the Lead Measure Lag Measure Lead Measure • Practice production • Emergency rate • Case acceptance • Patient waiting • Internet patients • Patient referrals • Compliance to safety standards • Qualified tx plan proposals • On-time report to work • Posting weekly blogs
  28. 28. Discipline #3 Keep a Compelling Scoreboard Purpose is to hold the Wigs and lag measures and make it visible to the team RULES 1. Simple 2. Highly visible to the team 3. Show the “lead” and “lag: measures 4. Tell us immediately if losing or winning
  29. 29. Discipline #4 Create a Cadence of Accountability This is where the real execution happens Key Question: what are the 1-3 most important things I can do this week to impact the scoreboard? Each Member A weekly 20-30 min meeting (no whirlwind) 1. Reports on last week’s commitments 2. Reviews and updates scoreboard 3. Makes commitments for next week
  30. 30. 4. Create a Cadence of Accountability Account: Report on last week’s commitments Review the scoreboard: Learn from success / failures Plan: Clear the path and make new commitments • “What are the one or two important things I can do this week to impact the team’s performance on scoreboard?”
  31. 31. 4. Create a Cadence of Accountability Leader presents the scoreboard and his commitments Celebrate success No whirlwind discussion during ‘WIG Session’
  32. 32. The 4 Disciplines of Execution Three Outcomes 1. Clarifies organization’s priorities 2. Engages every member of the team 3. Allows organizations achieve wildly important goals

×