Execution and Accountability - UBT New Zealand

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Execution and Accountability - UBT New Zealand

  1. 1. Execution and Accountability UBT – New Zealand Stephen Lynch
  2. 2. Get the software demo: www.RESULTS.com Promo Code: UBT Get the slide deck: www.RESULTS.com/slides
  3. 3. 90% of those who join health and fitness clubs will stop going within the first 90 days. International Health Club Association
  4. 4. 90% of those who join health and fitness clubs will stop going within the first 90 days. International Health Club Association
  5. 5. 90% of strategies FAIL due to poor execution [1]
  6. 6. Only 27% of employees have access to their company strategic plan [2]
  7. 7. Only 1 in 20 employees understands their company strategy [3] ?
  8. 8. 150,000 workers surveyed Only 15% knew their company’s top priorities Only 6% knew their own individual priorities [4]
  9. 9. “However beautiful the strategy, you should occasionally look at the results” Winston Churchill
  10. 10. 92% of companies don’t measure KPIs [3]
  11. 11. Execution Business Execution so hard? Why is & Accountability - why so hard?
  12. 12. Agenda 1. 2. 3. 4. Why it all starts with a big goal How to make performance visible The power of small wins How to really hold your people accountable
  13. 13. Goal Setting is not Strategy
  14. 14. What is Strategy?
  15. 15. Big Hairy Audacious Goals
  16. 16. First we set our long-term Goal (BHAG) Then we plan our Strategy, i.e. our climbing route & base camps along the way
  17. 17. it
  18. 18. 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
  19. 19. What could your company be the best in the world at? List your answers below:
  20. 20. What is your company passionate about? List your answers below:
  21. 21. How will you make money in the future? (your revenue model) List your answers below:
  22. 22. 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:
  23. 23. What products and services will you be offering? List your answers below:
  24. 24. What geographic locations will you be serving? List your answers below:
  25. 25. Describe a typical work day at your future company? List your answers below:
  26. 26. What other measures of success have you achieved? List your answers below:
  27. 27. 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
  28. 28. 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)
  29. 29. State your BHAG © State your BHAG© ( in less than 140 characters )
  30. 30. Where will you display your BHAG© so it is clearly visible to your people every day? List your answers below:
  31. 31. BHAG © Vision Core Values Core Purpose
  32. 32. BHAG © The compelling view you will see when you reach the top
  33. 33. Core Values Rules for team behavior, no matter what mountain you climb
  34. 34. Core Purpose The reason why you climb mountains at all
  35. 35. RESULTS.com - One Page Strategic Plan
  36. 36. Agenda 1. 2. 3. 4. Why it all starts with a big goal How to make performance visible The power of small wins How to really hold your people accountable
  37. 37. Radical Transparency Drives Business Execution
  38. 38. Make Performance Visible
  39. 39. Using the “traffic light” concept to track KPIs RED = Unacceptable performance standard YELLOW = Watch closely. Need help? GREEN = Target performance standard
  40. 40. In the past, we used Spreadsheets / Excel
  41. 41. 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
  42. 42. Now we use our software to track KPIs
  43. 43. Key Performance Indicators
  44. 44. Using the “traffic light” to track Projects (Big Rocks) RED = Project behind schedule. Sound alarm! YELLOW = Watch closely. Need help? GREEN = Project on schedule
  45. 45. 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
  46. 46. Now we use our software to track Projects & Tasks
  47. 47. Projects & Tasks
  48. 48. Everyone knows their own individual accountabilities
  49. 49. You can also see how the various teams are performing
  50. 50. Team leaders can drill down to identify the cause
  51. 51. Looks like Craig is struggling?
  52. 52. “What are the reasons for this trend Craig?”
  53. 53. Craig
  54. 54. Assign a Task to diagnose and solve the problem
  55. 55. Radical Transparency Drives Business Execution
  56. 56. How will you make performance visible so your people “know the score” every day? List your answers below:
  57. 57. Agenda 1. 2. 3. 4. Why it all starts with a big goal How to make performance visible The power of small wins How to really hold your people accountable
  58. 58. The Progress Principle
  59. 59. Celebrate “Small Wins” every step of the way
  60. 60. How will you let your people measure their progress and experience the joy of “winning” every week? List your answers below:
  61. 61. Agenda 1. 2. 3. 4. Why it all starts with a big goal How to make performance visible The power of small wins How to really hold your people accountable
  62. 62. Confront poor performance
  63. 63. Craig
  64. 64. “What are the reasons for this trend Craig?”
  65. 65. Assign a Task to address the issue
  66. 66. “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
  67. 67. #1 Regret of Business Leaders They wish they had dealt with poor performance sooner!
  68. 68. Who do you need to speak with this week about their level of performance? List your answers below:
  69. 69. Praise Frequently
  70. 70. Who do you need to praise this week? List your answers below:
  71. 71. Get the software demo: www.RESULTS.com Promo Code: UBT Get the slide deck: www.RESULTS.com/slides

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