Right people in the right seats (Julia Langkraehr)
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The document discusses how to identify if a business has the right people in the right roles using several tools. It introduces the EOS Model, which focuses on strengthening six key components: vision, people, data, issues, process, and traction. It emphasizes defining core values, creating an accountability chart to match skills to roles, and using a "people analyzer" to evaluate if people possess the right attributes. When all six components are strong, the business will be more successful, with the goal of operating at 80% strength across all areas.
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Right people in the right seats (Julia Langkraehr)
- 1. 1 HOW TO KNOW YOU HAVE THE RIGHT PEOPLE IN THE RIGHT SEATS?
- 3. 3 See your business differently
- 4. 4 Simple practical tools 1. Get more done 2. Gain more traction 3. Run a better business
- 5. 7 7 begin at the end, to illustrate what it looks like at the end of the journey a discovery 136 ISSUES – LOTS TO MANAGE
- 6. 8 8 DISCOVERY: STRENGTHEN 6 KEY COMPONENTS EVERYTHING FALLS INTO PLACE 1 2 3 4 5 6 YOUR BUSINESS
- 7. 9 9 One quick pass to introduce the 6 Key Components Second pass to go into more detail SIMPLIFYING YOUR WORLD
- 8. 10 10 100% ON THE SAME PAGE WITH WHERE YOU ARE GOING & HOW YOU WILL GET THERE VISION YOUR BUSINESS
- 9. 11 11 CAN’T ACHIEVE A GREAT VISION WITHOUT GREAT PEOPLE VISION YOUR BUSINESS PEOPLE
- 10. 12 12 OBJECTIVE MEASURABLES VS SUBJECTIVES (CLEAR VISION + GREAT PEOPLE + DATA = TRANSPARENCY) VISION YOUR BUSINESS PEOPLE DATA CUT THROUGH EGOS & FEELINGS
- 11. 13 13 SOLVING YOUR PROBLEMS AS THEY SURFACE VISION YOUR BUSINESS PEOPLE DATA ISSUES SET THEM UP KNOCK THEM DOWN SUCCESS IS IN DIRECT PROPORTION TO YOUR ABILITY TO SOLVE YOUR OWN ISSUES
- 12. 14 14 THE SECRET INGREDIENT IN BUSINESS OFTEN NEGLECTED VISION YOUR BUSINESS PEOPLE DATA ISSUES PROCESS MORE CONSISTENT SCALABLE EASIER TO MANAGE MORE PROFITABLE FUN
- 13. 15 15 THE WEAKEST LINK VISION YOUR BUSINESS PEOPLE DATA ISSUES PROCESS TRACTION ENVIRONMENT OF ACCOUNTABILITY & DISCIPLINE – SOLID EXECUTION
- 14. 16 16 WHEN ALL 6 COMPONENTS ARE STRONG EVERYTHING FALLS INTO PLACE VISION YOUR BUSINESS PEOPLE DATA ISSUES PROCESS TRACTION MOST ORGANIZATIONS ARE OPERATING AT 20 – 40% AIM FOR 100% UTOPIA GOAL IS 80%+ ATTAINABLE
- 15. 17 17 second pass around The EOS Model to see what 100% looks like and to see how The EOS Tools fit in to strengthen each Key Component HOW DO COMPANIES GET TO 80%+?
- 16. 18 18 HOW DO WE DEFINE RIGHT PEOPLE and RIGHT SEATS? SIMPLIFYING YOUR WORLD
- 17. 19 Objective… TOOLS TO DEFINE: RIGHT PEOPLE and RIGHT SEATS?
- 18. 20 YOUR BUSINESS PEOPLE DATA ISSUES PROCESS TRACTION – 8 Questions – Shared By All – Right People – Right Seats – Scorecard – Measurables – Issues List – IDS – Documented – Followed By All – Rocks – Meetings Vision
- 19. 21
- 20. 22 22 MUST HAVE RIGHT PEOPLE IN RIGHT SEATS VISION YOUR BUSINESS PEOPLE DATA ISSUES PROCESS TRACTION – 8 Questions – Shared By All – Right People – Right Seats CUT THROUGH ALL THE JARGON: “A-PLAYERS”, “SUPERSTARS”, “WINNERS”
- 21. 23 23 RIGHT PEOPLE POSSESS YOUR CORE VALUES VISION YOUR BUSINESS PEOPLE DATA ISSUES PROCESS TRACTION – 8 Questions – Shared By All – Right People – Right Seats
- 22. 25 Who Belongs on Your Bus?
- 23. 26 The People Analyzer Name Hum bly confident G row ordie Help first Do the rightthing Do w hatyou say The Bar Sally Jones John Smith George Wilson + + + + + – – – – – +/– +/– +/– +/– +/– + + + +/– +/– + +/- -
- 24. 27 Are they in the RIGHT SEATS?
- 25. 29 29 SEAT MATCHES PERSON’S SKILL SET THE ACCOUNTABILITY CHART VISION YOUR BUSINESS PEOPLE DATA ISSUES PROCESS TRACTION – 8 Questions – Shared By All – Right People – Right Seats
- 26. 30 Integrator Sales/Marketing Operations Finance Visionary The Accountability Chart
- 27. 31 Integrator Sales/Marketing Operations Finance Visionary THE ACCOUNTABILITY CHART • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ • _____________ KeyKey ResponsibilitiesResponsibilities of eachof each KeyKey ResponsibilitiesResponsibilities of eachof each
- 28. 32 Get It Want It Capacity to Do It G W C Function Name • –––––––––––––––––––––––––––––– • –––––––––––––––––––––––––––––– • –––––––––––––––––––––––––––––– • –––––––––––––––––––––––––––––– • ––––––––––––––––––––––––––––––
- 29. 33 The People Analyzer Name Humblyconfident The Bar Sally Jones John Smith George Wilson + + + + + – – – – – +/– +/– +/– +/– +/– + + + +/– +/– Grow ordie Helpfirst Dotherightthing DowhatyousayGetit WantitCapacity Y Y Y
- 30. 34 34 HOW DO WE DEFINE RIGHT PEOPLE and RIGHT SEATS? SIMPLIFYING YOUR WORLD
- 31. 35 How to Drive Culture 1. Clearly Define your Core Values 2. Create your Accountability Chart 3. Do the People Analyzer on Leadership Team 4. Make Core Values & GWC part of Reviews 5. Hire, Fire, Review and Reward based on your Core Values
- 34. 39 WHEN ALL 6 COMPONENTS ARE STRONG EVERYTHING FALLS INTO PLACE VISION YOUR BUSINESS PEOPLE DATA ISSUES PROCESS TRACTION MOST ORGANIZATIONS ARE OPERATING AT 20 – 40% AIM FOR 100% UTOPIA GOAL IS 80%+ ATTAINABLE
- 35. 40 40 RESULT = A GREAT ORGANIZATION VISION YOUR BUSINESS PEOPLE DATA ISSUES PROCESS TRACTION – 8 Questions – Shared By All – Right People – Right Seats – Scorecard – Measurables – Issues List – IDS – Documented – Followed By All – Rocks – Meetings AIM FOR 100% UTOPIA GOAL IS 80%+ ATTAINABLE
- 36. 41 @ JuliaLangkraehr HELLO@BOLDCLARITY.COM #1: Free copy of the e-book “Decide” #2: Free 90-Minute Meeting explaining the Tools to your Executive team
Editor's Notes
- Warm Up Wow, thank you XXXXXX, for that flattering introduction, and thank you for reading it exactly the way I wrote it. In the interest of thank-yous. I must say leading up to this event it has been an absolute pleasure working with XXX and the people at XXXX. A great experience so if you would please help me in thanking them for putting together such a great event. Lets give them a round of applause. What a privilege to be here. Would you please shake the person’s hand next to you and say good-bye. Say good-bye, See ya! I ask you to say good-bye because if we do our jobs in the next 3 hours or so, you will not walk out of this room the same people that you walked in. Let’s do a 30 second exercise: Take out your workbooks and on the inside cover please grab your pen and print your name. Now, please take the pen in the other hand – the opposite or non dominant hand write your name underneath your name - write your name with the opposite hand. Everybody finished? How was that? How does it look? What did you experience? Describe your experience.
- Set Up There are two goals during out time together. Goal number one: is to get you to look at your business a difference way.
- To get you to see your business through a different lens. I am going to create a context for you that will truly simplify the way you run your business and help you gain more control of that business. That’s the number one goal.
- Goal number two: is to give you some tools, some real practical, simple tools that will help you get more done, gain more traction, and again, run a better business. So those are the two goals. My passion, my obsession is you. For the last 14 years I have been a business owner so I know the challenges, lows and highs of running a business. Now I am passionate about working with entrepreneurial leaders, helping people get what they what out of their business. And in the interest of helping you get what you want out of your business, I would like you to take take a minute and think…..think of what you want out of your business?
- Take a minute. Look forward. There’s two criteria. Number one: it has to be at least five years out. The second criteria, is it can only be one thing. What is the one thing you want out of your business? What I the number one goal five years or more out? It could be five, 10 years, 20 year. Hold that thought in your mind, and what the heck, lets turn this into a workshop. If you’ll turn to your workbook – everyone should have a workbook – page 1 is a notes page. I’m more of a teacher at heart so you might miss something if you don’t have a handout. With that said, on page 1, if you will please capture that thought. Go to the place in your brain to get you engaged and make this talk productive. On page 1, if you will please write it down, five years or more out, the one goal. What do you want from your business? As I mentioned, my obsession and my passion is helping you get what you want from your business. It started for me 9 years ago when I started training entrepreneurs. I noticed something, I noticed that there are two types of people in the world. There were the people that were getting everything they wanted out of their business, and then their were the people that weren't! They were people that were frustrated, for lack of a better term. They weren’t quite getting what they wanted, and I was perplexed. The ones that were getting everything seemed peaceful and happy. The ones that weren’t frustrated. I still to this day see these frustrations over and over.
- Some of the frustrations I see – by the way, if your going to write anything down, don’t write these! The first frustration I see is lack of control. The frustrated ones, the ones that aren’t getting everything they want, they feel out of control. They don’t feel like they’re in controlling their business. They feel like the business is controlling them. Second is profit. Lack of, if I’m not being clear here. In other words, they they are not making the kind of money they want to make. Third frustration is people. They tend to be frustrated about their people, their employees, their customers, their vendors, their partners, they just don’t listen. Fourth, hitting the ceiling. They tend to be frustrated because they want to go here, they want that thing that you wrote down, and you all want something different. Some of you, you want to grow rapidly. Some of you want to stabilise. Some of you are happy with where you are in terms of the size of the organisation, but you want to maximise profits. Some of you want a profit. Some if you want to get to that thing, but your hitting the ceiling. You can’t figure out how to break through. There’s something holding you back and you can’t put your finger on it, and hope to help you put your finger on it today. The fifth thing they tend to be frustrated about is that nothing is working. They’re trying all the stuff. They’re reading all the books, Every month they bring back a new book to all their people and make everyone read it, and become this flavor-of-the-month organisation and nothing is working. These are the frustrations. To me, I see this and I become obsessed and I want to try and solve that for you. I want to help you get what you want our of your business.
- ----- Meeting Notes (10/14/14 11:31) ----- Leaders Managers and Entreprenures tend to wrestle with 136 issues at the same time, a lot going on. To the degree that you can focus and strenthen the Six Key Componets of your business, the 136 things just fall into place, because they are actually sysptoms of the root cause.
- Two discipline – First discipline with People - getting the right People – Capsizing on Jim Collins – masterpiece Good to Great and his terminology – Right People, right Seat. What I am about to give you is two tools that are going to help you crystallise if you have great people and Everyone's definition of great people is differed for everyone in this room
- Two discipline – First discipline with People - getting the right People – Capsizing on Jim Collins – masterpiece Good to Great and his terminology – Right People, right Seat. What I am about to give you is two tools that are going to help you crystallise if you have great people and Everyone's definition of great people is differed for everyone in this room
- Right people means this: If you’ll turn the page, if you haven’t already, it’s a tool called The People Analyzer, it’s on page 7. And what I need you to do is take those three core values that you came up with earlier, and I need you to move those to the top. For instance, I have five core values in my organization. We have about 50 people. “Humbly confident.” “Grow or die.” “Help first.” “Do the right thing.” “Do what you say.” That’s what we reek of. That’s who we are at our core. So if you’ll write down your three please, it’s going to be very important that you play along. What the heck, lets turn it into a workshop. Left hand side - I want you to list two names – your best and your worst people. Call it what it is. And hopefully your worst is good. `lucky you.’ On the left-hand side, I want you to list two names and only two in the interest of time. I want you to list your best and your worst. Please, just do it. Put the best person in your organization and the worst person in your organization. Sorry for the crude language. Let’s call it what it is: your best and your worst. And hopefully your worst is one of your best. Lucky you. In this case we have Sally Jones, John Smith, George Wilson. The People Analyzer is one of the top five tools in EOS. It’s so powerful in its simplicity, and it cuts through all the subjectives and the history and the emotion and helps you really see if you have great people. The way it works is everybody gets one of three rating: a plus, a plus/minus, or a minus. Plus, means that that person exhibits that core value most of the time. Nobody’s perfect. But most of the time they exhibit that value. Plus/minus means sometimes they do, sometimes they don’t. Minus means most of the time they do not. Sally jones - + + + Jonh Smith – not so much George Wilson – right on the fence – to give you a contrast When you People Analysis it means nothing until you set the minimum acceptable standard for a people– we call it the bar. My recommendation for 5 core values is 3 +’s and 2 +/-’s. 3 core values – 2 and 1 4 Core Values – even number - +/- 50/50 two and two. The bar is the minimum acceptable standard. You Managers can now manage to your minimum standard. You’ll be amazing at how people rise up and also be amazing at how you have to make tuff people decisions. ABC Construction – Guy walks up - I am interested in the job – one value – Tuff – lumber jack up north and I was cutting a tree with a cain saw and I cut my arm off and sewed it back on. Forman says – wow, that tuff – your hired. And the guy gones. – Cool That’s People Analyser.
- Right people – they hae your core values Right Seat – you can’t know the right seat until you know the Accountability Chart.