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Stop Walking In Circles
The document discusses the importance of having a clear plan and strategy for achieving organizational goals, emphasizing that many individuals and businesses lack direction, which leads to inefficiency and high failure rates. It outlines a structured approach to setting S.M.A.R.T. goals, linking daily activities to long-term objectives. The document also highlights key success strategies, such as leveraging team strengths, focusing on significant problems, and accepting failure as a part of success.
Stop Walking In Circles
- 1. Stop Walking inCircles Institute for Biological Cybernetics – TÜbingen, Germany
- 2. Research Finding #1 Institutefor Biological Cybernetics Without reliable cues for their walking direction people who think they are heading in the right direction – do in fact walk in circles.
- 3. Research Finding #2 Institutefor Biological Cybernetics Without a map or compass – people become increasingly uncertain about where straight ahead is.
- 4. Research Finding #3 Institutefor Biological Cybernetics The perception of walking in a straight line or specific direction is highly unreliable.
- 5. Most individuals andmany Organizations don’t have a plan or a process for getting them from where they are now to where they want to be.
- 6. The failure ratefor small businesses in the U.S. is 96% within the first 10 years and …80% of those businesses fail within the first two years of start-up. Why?
- 7. One of theprimary reasons is they have no plan (strategy) for converting their passion into a profitable enterprise. FranklinCovey Center for Advanced Research
- 8. “If you can’tdescribe what you’re doing as a process, you don’t know what you’re doing.” W. Edwards Deming
- 9. “If you don’tknow where you’re going, you might end up somewhere else. Yogi Berra
- 10. Employee Goal AwarenessStudy • 5 Year Study • 6778 Employees • 530 Companies / Organizations • 9 Separate Sectors of the Economy
- 11. 44Had no organizationalobjectives
- 12. 45Couldn’t Name aSingle Organizational Goal Transportation & Utilities
- 13. 48Couldn’t Name aSingle Organizational Goal Retail
- 14. 49Couldn’t Name aSingle Organizational Goal Information
- 15. 59Couldn’t Name aSingle Organizational Goal Financial Services
- 16. 60Couldn’t Name aSingle Organizational Goal Manufacturing
- 17. 62Couldn’t Name aSingle Organizational Goal Health & Education
- 18. 63Couldn’t Name aSingle Organizational Goal Professional Consultants
- 19. 69Couldn’t Name aSingle Organizational Goal Hospitality Industry
- 20. 74Couldn’t Name aSingle Organizational Goal Public Administration (Gov’t)
- 21. “When large numbersof American workers show up to work each day knowing neither why they are there nor what they are supposed to do all day, it means American business is operating very inefficiently, and that means poor service and lower profits.” The Bottom Line
- 23. Tactical Operations Strategic TacticalExecution WHAT? BigPicture – Overall Objective WHERE is this going to take place?WHO does what?
- 24. Outperformers Action Plan See Clearly Focus Intently Work Wisely Whatyou want to accomplish Strategic Initiatives Specific Goals Daily/Weekly Focused Activity
- 25. Outperformers Action Plan S.M.A.R.TVision (What are you trying accomplish or achieve?) Specificity is key · Timeline (90 days · Product Offering(s)? · Target Market? · Geographical Scope · Desired Revenue Categories – Specific Areas of Focus · Sales · Marketing (Visibility) · Process Improvement – Continuous Improvement · Business Systems – Team Development Initiatives – General plans of Action – Areas of Focus for your business · Increase product sales · Increase XYZ product sales · Gain agency visibility through social media · Improve sales skills – Personally and for my team · Develop Sustainable Business Systems/Processes Goals – Measurable Objectives (How Much? By When? · Increase product sales by X% · Increase PIFs by X% · Informative Twitter and LinkedIn posts weekly · Improve sales skills by learning…. By 8/31/14 Action Items – DAILY goal achievement activities · 90 Minutes – every day · Specific tasks · EOD deadline
- 26. State Clearly WhatYou Intend to Accomplish See Clearly Focus Intently Work Wisely S.M.A R.T Vision Statements On key initiatives Link daily activities to Initiatives & objectives
- 27. “A pile ofrocks…. a cathedral.” Saint Exupéry
- 28. “The Only wayto get the future you want is to create it.” Peter Drucker
- 29. What are youwanting to accomplish or achieve? Specificity is the key S.M.A.R.T. Vision
- 30. GAP Analysis From OurCurrent State – To a Desired State Where We Are Now Clearly define the Current state – be Very specific. Where We Want To BE Clearly define the preferred state – again, be very specific . The Gap Closed by developing Strategies and goals For closing the gap. Limit the number of Strategies to no more Than five
- 31. Timeline of 90Days Specific Product/Service Offering Specific Target Market Specific Geographic Scope S.M.A.R.T. Vision
- 32. Why a 90Day Timeline? S.M.A.R.T. Vision
- 33. Within the next90 days increase consulting clients by 50% by focusing on “C” level executives of medium sized companies in the Phoenix metro area. S.M.A.R.T. Vision
- 34. Outperformers Action Plan S.M.A.R.TVision (What are you trying accomplish or achieve?) Specificity is key · Timeline (90 days · Product Offering(s)? · Target Market? · Geographical Scope · Desired Revenue Categories – Specific Areas of Focus · Sales · Marketing (Visibility) · Process Improvement – Continuous Improvement · Business Systems – Team Development Initiatives – General plans of Action – Areas of Focus for your business · Increase product sales · Increase XYZ product sales · Gain agency visibility through social media · Improve sales skills – Personally and for my team · Develop Sustainable Business Systems/Processes Goals – Measurable Objectives (How Much? By When? · Increase product sales by X% · Increase PIFs by X% · Informative Twitter and LinkedIn posts weekly · Improve sales skills by learning…. By 8/31/14 Action Items – DAILY goal achievement activities · 90 Minutes – every day · Specific tasks · EOD deadline
- 35. Focus Intently -3 Areas See Clearly Focus Intently Work Wisely What you want to accomplish • Categories • Initiatives • Goals Link daily activities to Initiatives & objectives
- 36. Categories Areas of Focus– Profit Centers Category Initiative Sales Marketing Process Improvement/Continuous Improvement Business Systems / Team Development
- 37. Strategic Initiatives Categories Strategic Initiative SalesFocus on newly promoted “C” level execs Marketing Increase visibility in Phoenix metro area Process Improvement/Continuous Improvement Business Systems / Team Development
- 38. Measurable Goals Initiative Goal Focus onnewly promoted “C” level execs Speak with 10 “C” level prospects per week Increase visibility in Phoenix metro area Implement direct mail campaign by 7/15/14 Process Improvement/Continuous Improvement Business Systems / Team Development
- 39. “Goals are thefuel for the furnace of achievement” Brian Tracey
- 40. “If you can’tmeasure it, you can’t manage it” Anonymous
- 41. Action Plans –Daily Tasks See Clearly Focus Intently Work Wisely S.M.A.R.T. Vision Strategic Initiatives Measurable Goals Do those things (daily) that will accomplish stated objectives
- 42. “When an archermisses the mark he looks for the fault within himself. Failure to hit the bull’s eye is never the fault of the target, if we want to improve our aim we have to improve ourselves.” Gilbert Orland
- 43. “The only measureof what you believe is what you do...” Ashley Montagu
- 44. “Failure is theresult of a few errors in judgement - repeated every day.” Jim Rohn
- 45. “Success – isthe result of a few simple disciplines practiced every day.” Jim Rohn
- 46. Action Plans MIAs Most ImportantActivities Goal MIAs Speak with 10 “C” level prospects per week 10 Sales Calls every day this week Implement direct mail campaign by 6/30/14 Draft direct mail campaign piece by 6/30/14
- 47. Action Plans MIAs Most ImportantActivities 80/20 Time Management
- 48. Outperformers Action Plan S.M.A.R.TVision (What are you trying accomplish or achieve?) Specificity is key · Timeline (90 days · Product Offering(s)? · Target Market? · Geographical Scope · Desired Revenue Categories – Specific Areas of Focus · Sales · Marketing (Visibility) · Process Improvement – Continuous Improvement · Business Systems – Team Development Initiatives – General plans of Action – Areas of Focus for your business · Increase product sales · Increase XYZ product sales · Gain agency visibility through social media · Improve sales skills – Personally and for my team · Develop Sustainable Business Systems/Processes Goals – Measurable Objectives (How Much? By When? · Increase product sales by X% · Increase PIFs by X% · Informative Twitter and LinkedIn posts weekly · Improve sales skills by learning…. By 8/31/14 Action Items – DAILY goal achievement activities · 90 Minutes – every day · Specific tasks · EOD deadline
- 49. Achievement Solutions, LLC(DBA) Outperformers International Six Success Keys 1. The size of your success will be determined by the size of the problems you solve. What big problems are you facing – solving? 2. Build and utilize your team. “None of us is as smart as all of us.” Build your team around your deficits. Leverage your team’s strengths. Are you building / developing a team that leverages individual strengths? 3. The harder you work – the luckier you get. The key – working on the “right things.” The right things contribute to your professional development and contribute to your company’s success. What are the “right things for you and/or your company? 4. Focus & Clarity Rule – Multitasking is a myth. “Good is the enemy of the best.” Activity does not equal productivity. Are you carving out time – every day – to work on the “right things?” 5. Accept failure as a part of success. See adversity as a challenge. Take calculated risks. What’s the one risk you should be taking now? 6. Challenge yourself beyond your current capabilities. Strive for continuous growth and learning. Be greedy at getting better. Have a plan for personal and professional development and WORK that plan.
- 50. Today’s PRIORITIES: Date: ____________ MIA#1 ______________________________________________________________ Resources Needed: ________________________________________________ Challenges Expected: ______________________________________________ What finished will look like: ______________________________________________________________________________ ______________________________________________________________________________ ___________________________________________________________________________ ___ ______________________________________________________ Completed: ___Yes ___ No MIA #2 ______________________________________________________________ Resources Needed: ________________________________________________ Challenges Expected: ______________________________________________ What finished will look like: ______________________________________________________________________________ ______________________________________________________________________________ ___________________________ ___________________________________________________ ______________________________________________________ Completed: ___Yes ___ No MIA #3 ______________________________________________________________ Resources Needed: ____________________________ ____________________ Challenges Expected: ______________________________________________ What finished will look like: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________ Completed: ___Yes ___ No
- 51. “If you can’tdescribe what you’re doing as a process, you don’t know what you’re doing.” W. Edwards Deming
- 52. Think Strategically Act Tactically See Clearly Focus Intently Work Wisely Whatyou want to accomplish On what matters mostMIAs 80/20 = 90
- 53.
- 54. Exercise S.M.A.R.T. Vision Draft asample Outperformers Action Plan – for some aspect of your business
- 55. The Bullet ProofVest