Graduate infrastructure and growth with Expect BetterSM
•Download as PPTX, PDF•
0 likes•30 views
ICSF 2017
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Graduate infrastructure and growth with Expect BetterSM
Similar to Graduate infrastructure and growth with Expect BetterSM (20)
More from Inman News
More from Inman News (20)
Recently uploaded
Recently uploaded (20)
Graduate infrastructure and growth with Expect BetterSM
- 1. EXPECT BETTERSM YOUR TITLE GOES HERE Presenter name or date
- 3. EXPECT BETTERSM BASED ON ACTUAL EVENTS
- 8. EXPECT BETTERSM Graduate infrastructure along with growth! GROWTH INFRASTRUCTURE
- 10. EXPECT BETTERSM People 1. Moving From Agent/Team To “True” Broker 6. Support 7. Affiliated Agents/ Independent Contractors And Staff 8. Key Roles To Consider 11. The Key To Growth 12. Education And Agent Growth 15. The Importance Of Giving Back
- 11. EXPECT BETTERSM Process 3. Articulate And Track Your Financial Metrics 5. Set Winning Goals For Yourself And Your Company 9. Brokerage Responsibilities 12. Education And Agent Growth 14. Lead Management & Conversion EXPECT BETTERSM
- 12. EXPECT BETTERSM Strategy 2. Be Able To Articulate Your Competitive Differentiation 4. Assess Your Infrastructure And Needs For Your Office Environment 5. Set Winning Goals For Yourself And Your Company 8. Key Roles To Consider 10. Develop Key Partnerships 11. The Key To Growth 13. Develop A Winning Marketing Strategy 15. The Importance Of Giving Back EXPECTBETTERSM
- 13. EXPECT BETTERSM Knowledge is only a rumor until it lives in the muscle Asaro tribe of Papua New Guinea
- 14. EXPECT BETTERSM
- 16. EXPECT BETTERSM Good opportunity or just another idea? Contacts and networks needed to reach goals? Setbacks, failures or tough times? Money needs and terms?
- 17. EXPECT BETTERSM
- 18. EXPECT BETTERSM Over analyzes Hours on every detail Bookshelf trophies Plans Everything
- 19. EXPECT BETTERSM It’s never accurate It’s clear in my head I'm too busy working I’m more of a big picture person Plans Nothing
- 20. EXPECT BETTERSM
- 21. EXPECT BETTERSM Not to foresee, but enable Plan is not as valuable as planning Overtime becomes mindset Best of Breed
- 22. EXPECT BETTERSM DESIGN WITH INTENTION
Editor's Notes
- Speaker to walk out and start into story that sets up need for blueprint. Elements to include: A start up or existing business growing in size and responsibility but also highlights pitfalls when Infrastructure (people, process, strategy) competencies don’t grow along with the company. Transition statement after story: “Now this isn’t to point out what not to do... In fact, Zacs (CEO of company in story) intentions are good, he has passion, had a vision, convinced a others to join, set goals and had some early success. But fast forward a year and change, more people were involved, business offerings had reached new levels of sophistication, communication was taken for granted which fed into arguments or misinterpretations between key people. Adding to that, pulling all nighters to solve these problems, like they had in the past, was no longer good enough.
- (Click and let slide motion through) In otherwords for this young company "problems had become messes". Speaker to expand that a “problem” may have a solution in start up or mom and pop phase but as complexity increases with growth problems become messes. A “Mess” is a series of interrelated problems where solving for one tends to exaggerate another or outright create a new one. (Give example) ie… Offering a raise to 1 team member, solves a problem. Creates a mess though if you have other team members who did not.
- (While screen is blank): Zac (CEO from story) and team, like many owners, are learning the hard way two very important lessons: * Companies are perfectly designed to get the exact results they achieve. (Eludes to importance of strategy, structure and design by intention) * This is not a "bigger version" of that. (eludes to mindset and skillset shift necessary to sustain success)
- My name is ….. (Speaker to build specific credibility based on career, expertise ect.) i.e. My name is John Sylvester, I've spent over 15 yrs as owner, operator and consultant specializing in organizational transformation and development. As a national consultant for Better Homes and Gardens Real Estate, my role is to simply partner with and support the growth, productivity and profitability of our franchisee owners across US, Canada and Bahamas. Now while I have changed the name and a few minor details, the situation you just heard was a real one – yet not a rare one. Thats why we created the EB…. (Speaker to fill in reasons specific to audience) (transition to set up next slide) Now some of you maybe thinking “Is this relevant to me if I don’t want to own a brokerage” Yes, The EB is a tool written in modular format and will help you broaden how you attack each day in a making sure not to overlook key moments, ideas, or areas .......This broader theme approach is a best practice be it for a small team lead or a growing broker/owner. What about if Im currently successful and have more business than I can handle as it is. Is it releveant? YES, Zac’s (CEO from story) chaos and frustration didn’t come from inactivity or bad ideas. It came from growth.
- Any one remember these, or how about watching youtube videos about entrepreneurship? (wait for hands to show or talk about a well know specific one) Here is the thing these motivational clips or posters don’t tell us (Click to show stamp of faulty) “I don't care how powerful, persuasive, driven, gifted, intelligent or creative you are....if you don't have a solid infrastructure around you wont last very long.“ **Note with that transition you are setting up the critical need to grow infrastructure along with growth. In this context infrastructure refers to people, process and strategic competencies of a business.***
- “I don't care how powerful, persuasive, driven, gifted, intelligent or creative you are....if you don't have a solid infrastructure around you wont last very long.“ **Note with that transition you are setting up the critical need to grow infrastructure along with growth. In this context infrastructure refers to people, process and strategic competencies of a business.***
- (The intent of the next few slides is to simply tie back to the actual blue print. The elements make up infrastructure) People: talent must improve through new people with stronger more specialized talent, the enhancement of existing or combination of both. Also includes motivation, leadership and cultural elements. Process: What holds it together, creates efficiencies, allows for better margins…its the glue between the assets. Strategy: the essence of strategy is choosing a unique and valuable position difficult to match relative to all the forces in your competitive environment.
- Refers to modules in EB
- Refers to modules in EB
- Refers to modules in EB
- This is a transition slide to get audience on board with the need to do something with it. I.E. You have the blueprint, there is nothing sexy or rocket science about it. Yet stories like (Zacs are still common place) bc as this proverb reminds us: we must move what we're learning from our heads to our hearts through our hands. Lets roll up our sleeves a little and Ill give you a few examples tactical examples that you can take back today.
- Team leadership and effectiveness tips: Its funny, I spend a lot of time across the country in meetings like the one I shared a few moments ago (again referring to opening story). Zac (CEO from story) in the meeting used a sports team analogues to the team in office. He isnt alone. leaders use sports teams all the time, and I guess a case could be made for the comparison ---with one ridiculous difference, 1000's of hours spent together in rigorous, grueling and specialized practice…long before any score is counted. Yet we often leave that part out. There seems to be an expectation that top performers never develop bad habits, people posses the exact skills a business needs and that a business team can be assembled----instantly start performing at high levels. (like world series champs) Reality is we actually hit the field like (Click to Error gif of Astros while that plays behind you): we have stress from bills, debt, husbands, wives, girlfriends, boyfriends, births, deaths, we make mistakes, do dumb stuff, and sometimes like things that are not good for us. We have bad days and come from places where learning how to tolerate variations of working styles, handle stress, ambiguity, set back and disagreements are just not very high on priority lists. And well the results sometimes show.
- (what are some ways to make sure that we give our teams best chance to succeed?) Test them How many of you do business planning process? (Ill go into planning in just minute) but during this process you set new priorities and different goals right? Most do but few then take the time to make sure that your “old team” aligns best with “new priorities”. (Want to get them thinking about the people that make decisions for them daily. Did you add new talent, drop old? Did some grow? regress?) if so then it’s a different team with new priorities, if not its an old team with new priorities. Either way important to recalibrate or align them effectively. Fit/flexibility test: Does team direct enough attention to key strategic priorities and company vision? You have to actual have priorities for this test to occur Does team structure and roles allow for growth, new strategies or worst case with least amount of disruption? People test: Does it align with current strengths of talent and how does it mask the weaknesses? Start w/ key top talent - ask "Does role provide appropriate autonomy / responsibility / decision authority to win their commitment?" Do you have great people most pivotal jobs? Allow for career pathing? Difficulty links test: Does design/structure provide positive coordination for unit to unit links? Allow compromise, foster collaboration and clarify decision authority? If there is a problem can you ID if its a people problem or a process one? Accountability test: Does it command responsibility from decision makers for critical priorities? Ensures influence over performance The point here we are making is that For many entrepreneurs organizational design is neither art or science, its an oxymoron (can also mean team design). Instead of setting up as result of systematic and intentional planning, they just evolve overtime (fits and starts; shaped by boom and bust) which can get the job done just takes a whole lot of wasted effort and resources to do it.
- I mentioned I would get back to business planning. Probably one of the most miss interpreted, miss understood practices in business today. Look, small business is not a little big business. The size itself creates a special condition (resource poverty) where mistakes are magnified and not talking just money but time, talent, and ability to take a hit and get back up. (Click to copy) it helps not just you but all those who make decisions on your behalf: (note that copy on slide is shorter version of how you articulate questions below) Can you differentiate between a good opportunity and just another idea? What are the contacts and networks I need to access and develop to reach our goals? How do I handle setbacks, failures or tough times? How much money do I need and when, where and how do I get it on acceptable terms? Having quick decisive and effective action related to these tough realities is what separates good from great.
- When it comes to spectrum of business planners we have two polar ends.
- Planners who plan so much they plan the plan that makes the plan (fancy bound documents, wordsmithed like an old English novel, outlining strategies and goals that few if any will recall when asked in the hall.
- On the other side those who believe planning is a waste of time or maybe a "nice" thing to do if they had the time. You hear :Its never accurate, its clear in my head,Imtoo busy working,Immore of a big picture person. Well like most things there is a golden mean.
- (Best of Breed can also talk about golden mean here. Also note that the points on next slide are by click only)
- The plan is not as valuable as the planning. P and P not perfection. Want everyone responsible for decisions go through process. It requires more than goal setting or having mission or vision statements. Over time good planning process becomes a mindset, A pattern and set of techniques for running a business. Not something more to do but a better way to do more. *** Between this and the next slide you can talk to more of the EB if time is longer. In closing refer back to: - Story of growth and common pitfalls - two key take aways of “This is not a bigger version of that” so develop infrastructure (people, process and strategy) along with your growth. - Organizations are perfectly designed to get the exact results they achieve………So design with intention as you click to last slide.
- Organizations are perfectly designed to get the exact results they achieve………So design with intention as you click to last slide.