High Performance Teams: The 4 KPIs of SuccessQELIedu
This document discusses the keys to developing high performance teams. It identifies 4 key performance indicators (KPIs) of success: 1) having a common vision and clear actions, 2) clear accountability and performance reporting, 3) leveraging diversity and leading by example, and 4) awareness and support of individual work/life goals. A case study shows that implementing a 3-phase high performance team program focused on these KPIs led to improved job demands, satisfaction, engagement, and a six month ROI of $254,951.50 for a team. Developing high performance teams can help organizations thrive through innovation, savings, and growth rather than just survive challenges.
Demonstra como fazer a Transformação Ágil. Apresenta as experiências, melhores práticas, técnicas, ferramentas e lições aprendidas na Jornada de Transformação.
People analytics: Breaking myths with agility and passion | Talent Connect 2016LinkedIn Talent Solutions
The document summarizes the people analytics work done by Nielsen over the past few years. It discusses how Nielsen started with limited data and basic tools like Excel but was able to gain insights and drive action. Key milestones included expanding people analytics projects to more countries and business units, analyzing topics such as women in leadership, employee rehires, and university recruiting. The work helped reduce attrition, save costs, and give managers useful insights. The CEO notes that Nielsen's focus is on using people analytics to create outcomes and drive business impact, not just provide reports.
O documento apresenta um barômetro para autoavaliação de times composto por 21 questões sobre características de um time eficiente. Cada questão contém duas alternativas, uma positiva em verde e outra negativa em vermelho, e os membros do time votam qual alternativa melhor descreve seu time atualmente. O objetivo é identificar áreas para melhoria a partir dos resultados.
O documento discute o framework OKR (Objectives and Key Results) para definir metas em empresas. OKR envolve definir Objetivos qualitativos e inspiradores acompanhados de Resultados-Chave quantitativos e mensuráveis para verificar o progresso rumo aos objetivos. O documento fornece exemplos de como aplicar OKRs em diferentes níveis como empresa, produto e TI.
This document discusses the importance of human resources (HR) in corporate social responsibility (CSR). It argues that HR is well-positioned to help companies implement CSR strategies and make CSR part of their culture. This is because HR already works on communicating policies and driving cultural and behavioral change. The document also suggests that CSR can help companies attract top talent, improve reputation and valuation, and connect to most HR domains like recruitment, training, and performance management. Therefore, HR should take a leading role in helping companies achieve their CSR goals.
Este documento discute vários tópicos relacionados à liderança no século 21, incluindo a confiança como pedra fundamental da liderança, diferentes estilos de liderança como a liderança carismática e transformacional, e desafios para a conceituação da liderança. O documento também aborda tópicos como mentoria, liderança online, ética e adaptação de estilos de liderança a diferentes culturas.
High Performance Teams: The 4 KPIs of SuccessQELIedu
This document discusses the keys to developing high performance teams. It identifies 4 key performance indicators (KPIs) of success: 1) having a common vision and clear actions, 2) clear accountability and performance reporting, 3) leveraging diversity and leading by example, and 4) awareness and support of individual work/life goals. A case study shows that implementing a 3-phase high performance team program focused on these KPIs led to improved job demands, satisfaction, engagement, and a six month ROI of $254,951.50 for a team. Developing high performance teams can help organizations thrive through innovation, savings, and growth rather than just survive challenges.
Demonstra como fazer a Transformação Ágil. Apresenta as experiências, melhores práticas, técnicas, ferramentas e lições aprendidas na Jornada de Transformação.
People analytics: Breaking myths with agility and passion | Talent Connect 2016LinkedIn Talent Solutions
The document summarizes the people analytics work done by Nielsen over the past few years. It discusses how Nielsen started with limited data and basic tools like Excel but was able to gain insights and drive action. Key milestones included expanding people analytics projects to more countries and business units, analyzing topics such as women in leadership, employee rehires, and university recruiting. The work helped reduce attrition, save costs, and give managers useful insights. The CEO notes that Nielsen's focus is on using people analytics to create outcomes and drive business impact, not just provide reports.
O documento apresenta um barômetro para autoavaliação de times composto por 21 questões sobre características de um time eficiente. Cada questão contém duas alternativas, uma positiva em verde e outra negativa em vermelho, e os membros do time votam qual alternativa melhor descreve seu time atualmente. O objetivo é identificar áreas para melhoria a partir dos resultados.
O documento discute o framework OKR (Objectives and Key Results) para definir metas em empresas. OKR envolve definir Objetivos qualitativos e inspiradores acompanhados de Resultados-Chave quantitativos e mensuráveis para verificar o progresso rumo aos objetivos. O documento fornece exemplos de como aplicar OKRs em diferentes níveis como empresa, produto e TI.
This document discusses the importance of human resources (HR) in corporate social responsibility (CSR). It argues that HR is well-positioned to help companies implement CSR strategies and make CSR part of their culture. This is because HR already works on communicating policies and driving cultural and behavioral change. The document also suggests that CSR can help companies attract top talent, improve reputation and valuation, and connect to most HR domains like recruitment, training, and performance management. Therefore, HR should take a leading role in helping companies achieve their CSR goals.
Este documento discute vários tópicos relacionados à liderança no século 21, incluindo a confiança como pedra fundamental da liderança, diferentes estilos de liderança como a liderança carismática e transformacional, e desafios para a conceituação da liderança. O documento também aborda tópicos como mentoria, liderança online, ética e adaptação de estilos de liderança a diferentes culturas.
The document summarizes a breakfast meeting about building high-performing teams. It discusses the importance of effective teamwork, what constitutes a high-performing team, and barriers to effective teamwork like lack of trust and clarity. Various activities are described aimed at building the five behaviors of great teams according to Lencioni: trust, conflict, commitment, accountability, and results. Attendees are encouraged to reflect on how their own team is doing and make changes to improve productivity and performance. The next breakfast meeting will focus on developing great leaders on the job.
Manual de cultura organizacional - 2023.pdfRudiCardias
O documento apresenta os princípios e valores culturais da empresa AgroPrecision. Os princípios originais incluem dar o melhor, evolução tecnológica, resolver problemas e construir relacionamentos de confiança. A cultura também enfatiza a humildade, evolução, comprometimento e inspiração de líderes como Bernardinho e Ayrton Senna. A visão é clientes reconhecidos pela eficiência e rentabilidade, e o propósito é entregar soluções inteligentes baseadas em dados.
O plano de ação da Assessoria de Comunicação da Secretaria Municipal de Finanças para 2010 tem como objetivo projetar uma imagem positiva da Secretaria por meio de relacionamento transparente e de credibilidade com seus públicos-alvo, como a imprensa, contribuintes, comunicação interna e instituições. O plano define estratégias de divulgação de informações e atividades para esses públicos por meios como releases, boletins, sites e intranet. A equipe ASCOM é responsável por monitorar a mídia, responder demandas e tocar projetos de comunic
O documento fornece informações sobre liderança de equipes de projetos. Discute conceitos de liderança, estilos de liderança, habilidades necessárias para líderes, diferenças entre grupos e equipes, formação e coordenação de equipes. O autor é um consultor e professor especializado na gestão de projetos complexos de TI.
How to Build a World-Class High-Performance CulturePerformanceIN
This document discusses how to build a high-performance culture. It defines culture as a company's operating system that guides how employees make decisions. It outlines five qualities of a great culture: vision, values, goals, consistency, and clarity. It emphasizes treating employees with respect and honesty, clearly communicating expectations, providing feedback, and investing in high-potential employees who share the company's values. Hiring the right people, establishing consistent processes, and creating a culture of accountability and growth are presented as keys to developing a high-performance culture.
As 4 disciplinas da execução - Customer Success Training 2018Lilian Klemz
O documento descreve as 4 Disciplinas da Execução, que são: 1) Foque no Crucialmente Necessário, 2) Atue nas Medidas de Direção, 3) Mantenha um Placar Envolvente e 4) Crie uma Cadência de Responsabilidade. A aplicação destas disciplinas visa garantir o foco naquilo que é essencial, medir os resultados e manter a equipe comprometida através de reuniões periódicas.
The document describes a 9 box performance-potential matrix used to evaluate employees. The matrix compares an employee's current performance against their potential and places them into one of 9 boxes ranging from "outstanding performance/high potential" to "poor performance/limited potential". Each box provides definitions of the employee type and what behaviors and characteristics indicate they belong in that particular box.
O documento resume o currículo do Prof. Glauber Cabral, que possui mestrado em Gestão de Recursos Humanos e é consultor organizacional e professor universitário. Ele oferece serviços de assessoria, treinamento e coaching para empresas em diversas áreas como liderança, gestão de pessoas, mudança organizacional e desenvolvimento de carreira.
Strategic Culture: 3 Keys to Creating a High Performance Culture in Your Orga...Rob Lewis Jr., M.S.
Most mid to high level managers assume that culture and employee engagement is a waste of time. In contrast, most c-level executives place a great deal of importance on developing a culture of high performance. Much of the disconnect is due to the ambiguity of the subject of culture. Many assume that culture development cannot be related to the bottom line of a company. In this presentation I provide compelling evidence from James Heskett that actually shows the financial implications of a strong culture. In addition, I present the 3 most important components of developing a strong culture in your organization. The three keys are alignment, engagement and execution. These lay the foundation of culture development. Finally, I attempt to motivate you toward action in creating a plan for culture development and following through. The most important take away is that culture is like a garden, it must be nurtured and taken care of on a daily basis to affect change. Thus the executive team must condition the managers to integrate culture development into their daily routines. Please contact me for speaking & consulting opportunities.
This document provides an overview of operational excellence. It defines operational excellence as achieving success through the integration of four key elements: strategy deployment, performance management, process excellence, and high-performance work teams. It discusses each of these elements in detail with examples. For strategy deployment, it describes the importance of aligning business strategy with execution and provides frameworks for developing strategies. For performance management, it discusses how to translate strategies into measurable objectives and goals using balanced scorecards. For process excellence, it explains how to improve processes using approaches like Lean, Six Sigma and continuous improvement.
Don't waterfall your agile transformation effort. LACE stands for Lean Agile Center for Excellence, it's your uber group of change agents that shepard your Agile transformation. Whether the transformation is an organization decision, or a grass roots movement, you are going to hit a point where LACE is needed to sustain the change. Stickiness! LACE is one of the critical factors for the more successful enterprise transformations.
Resiliência: a competência que nos leva a excelência!Annelise Gripp
O documento discute a resiliência como a capacidade de lidar com problemas e superar obstáculos sem desviar dos objetivos. Ele define resiliência como autoconfiança, otimismo, temperança, empatia, competência social, proatividade, flexibilidade mental, solução de problemas e tenacidade. O documento conclui que pessoas resilientes possuem disposição para enfrentar dificuldades, sabem atuar sob pressão e estão preparadas para lidar com obstáculos, além de serem otimistas, criativas e se recuperarem rapidamente após sofri
Rock Content is a global company in the digital marketing space and a strong culture is the foundation of our company.
This is our Culture Code, a document where we put into words - and images - the principles that helped us become a global company with common values across all of our offices.
HR Shared Services Benchmarking Study Highlights: May 2017ScottMadden, Inc.
ScottMadden has joined forces with American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, to conduct the forth cycle of the HR Shared Services (HRSS) Benchmarking Study. This study identifies gaps in HR SS benchmarking data specific to service center and center of expertise (CoE) staffing and performance metrics, targeting HRSS organizations with a service center and CoEs.
Apresentação do programa C.A.R.M.A. Class, parte do método Career And Relationship Management. Baseado nos conceitos de antropologia e liderança natural, oferece uma alternativa eficiente, com custo benefício atraente para empresas que desejam formar novos líderes à partir dos cargos de coordenação, supervisão e gerência.
Dividido em seis módulos, desenvolve o conceito de liderança á partir do indivíduo para a empresa e desta para mercado:
1 - O líder e o indivíduo
2 - O líder e a equipe
3 - O líder e a empresa
4 - O líder e os resultados
5 - O líder e o mercado
6 - O líder e seu legado.
Um programa completo e de fácil assimilação.
Este documento presenta una introducción al uso de OKRs (Objectives and Key Results), un método de gestión que ayuda a las empresas a implementar su estrategia mediante el establecimiento de objetivos claros y resultados clave medibles. Explica los elementos básicos de un OKR, incluido el objetivo principal, los resultados clave, las iniciativas y la definición de indicadores. Además, muestra un ejemplo práctico de cómo formular un OKR y visualizar su evolución a lo largo del tiempo.
Este documento resume os principais pilares da liderança segundo o técnico de vôlei Bernardinho, incluindo a importância do espírito de equipe, da preparação extrema e da constante busca por aprimoramento para evitar armadilhas do sucesso.
Modern Agile - Porque Agile necesitaba un refresh!Johnny Ordóñez
El documento presenta los principios de Modern Agile, una evolución del enfoque ágil que enfatiza la seguridad psicológica, la mentalidad de experimentación, la entrega continua y el balance en toda la organización. Modern Agile amplifica los beneficios de la agilidad para equipos y empresas en un entorno dinámico sin perder la esencia del Manifiesto Ágil original.
This document outlines an agenda for a team quarterly planning meeting. The meeting will include reviewing results from the previous quarter, discussing opportunities and threats, and setting priorities and key performance indicators for the upcoming quarter to ensure they are aligned with the overall company priorities and annual plan. Each team member will identify their top 3-5 individual priorities that support the team's main priority for the quarter. Success criteria for all priorities will use a red-yellow-green system. The team will test that their plan is focused, has enough energy, and is accountable before the plans are shared across departments.
The document outlines an agenda for a quarterly planning meeting. It includes discussions on reviewing the previous quarter's performance, setting priorities and key performance indicators for the upcoming quarter, and developing an execution plan to achieve the quarterly goals. The plan is then to be cascaded to other departments and teams to ensure company-wide alignment on the strategic direction.
The document summarizes a breakfast meeting about building high-performing teams. It discusses the importance of effective teamwork, what constitutes a high-performing team, and barriers to effective teamwork like lack of trust and clarity. Various activities are described aimed at building the five behaviors of great teams according to Lencioni: trust, conflict, commitment, accountability, and results. Attendees are encouraged to reflect on how their own team is doing and make changes to improve productivity and performance. The next breakfast meeting will focus on developing great leaders on the job.
Manual de cultura organizacional - 2023.pdfRudiCardias
O documento apresenta os princípios e valores culturais da empresa AgroPrecision. Os princípios originais incluem dar o melhor, evolução tecnológica, resolver problemas e construir relacionamentos de confiança. A cultura também enfatiza a humildade, evolução, comprometimento e inspiração de líderes como Bernardinho e Ayrton Senna. A visão é clientes reconhecidos pela eficiência e rentabilidade, e o propósito é entregar soluções inteligentes baseadas em dados.
O plano de ação da Assessoria de Comunicação da Secretaria Municipal de Finanças para 2010 tem como objetivo projetar uma imagem positiva da Secretaria por meio de relacionamento transparente e de credibilidade com seus públicos-alvo, como a imprensa, contribuintes, comunicação interna e instituições. O plano define estratégias de divulgação de informações e atividades para esses públicos por meios como releases, boletins, sites e intranet. A equipe ASCOM é responsável por monitorar a mídia, responder demandas e tocar projetos de comunic
O documento fornece informações sobre liderança de equipes de projetos. Discute conceitos de liderança, estilos de liderança, habilidades necessárias para líderes, diferenças entre grupos e equipes, formação e coordenação de equipes. O autor é um consultor e professor especializado na gestão de projetos complexos de TI.
How to Build a World-Class High-Performance CulturePerformanceIN
This document discusses how to build a high-performance culture. It defines culture as a company's operating system that guides how employees make decisions. It outlines five qualities of a great culture: vision, values, goals, consistency, and clarity. It emphasizes treating employees with respect and honesty, clearly communicating expectations, providing feedback, and investing in high-potential employees who share the company's values. Hiring the right people, establishing consistent processes, and creating a culture of accountability and growth are presented as keys to developing a high-performance culture.
As 4 disciplinas da execução - Customer Success Training 2018Lilian Klemz
O documento descreve as 4 Disciplinas da Execução, que são: 1) Foque no Crucialmente Necessário, 2) Atue nas Medidas de Direção, 3) Mantenha um Placar Envolvente e 4) Crie uma Cadência de Responsabilidade. A aplicação destas disciplinas visa garantir o foco naquilo que é essencial, medir os resultados e manter a equipe comprometida através de reuniões periódicas.
The document describes a 9 box performance-potential matrix used to evaluate employees. The matrix compares an employee's current performance against their potential and places them into one of 9 boxes ranging from "outstanding performance/high potential" to "poor performance/limited potential". Each box provides definitions of the employee type and what behaviors and characteristics indicate they belong in that particular box.
O documento resume o currículo do Prof. Glauber Cabral, que possui mestrado em Gestão de Recursos Humanos e é consultor organizacional e professor universitário. Ele oferece serviços de assessoria, treinamento e coaching para empresas em diversas áreas como liderança, gestão de pessoas, mudança organizacional e desenvolvimento de carreira.
Strategic Culture: 3 Keys to Creating a High Performance Culture in Your Orga...Rob Lewis Jr., M.S.
Most mid to high level managers assume that culture and employee engagement is a waste of time. In contrast, most c-level executives place a great deal of importance on developing a culture of high performance. Much of the disconnect is due to the ambiguity of the subject of culture. Many assume that culture development cannot be related to the bottom line of a company. In this presentation I provide compelling evidence from James Heskett that actually shows the financial implications of a strong culture. In addition, I present the 3 most important components of developing a strong culture in your organization. The three keys are alignment, engagement and execution. These lay the foundation of culture development. Finally, I attempt to motivate you toward action in creating a plan for culture development and following through. The most important take away is that culture is like a garden, it must be nurtured and taken care of on a daily basis to affect change. Thus the executive team must condition the managers to integrate culture development into their daily routines. Please contact me for speaking & consulting opportunities.
This document provides an overview of operational excellence. It defines operational excellence as achieving success through the integration of four key elements: strategy deployment, performance management, process excellence, and high-performance work teams. It discusses each of these elements in detail with examples. For strategy deployment, it describes the importance of aligning business strategy with execution and provides frameworks for developing strategies. For performance management, it discusses how to translate strategies into measurable objectives and goals using balanced scorecards. For process excellence, it explains how to improve processes using approaches like Lean, Six Sigma and continuous improvement.
Don't waterfall your agile transformation effort. LACE stands for Lean Agile Center for Excellence, it's your uber group of change agents that shepard your Agile transformation. Whether the transformation is an organization decision, or a grass roots movement, you are going to hit a point where LACE is needed to sustain the change. Stickiness! LACE is one of the critical factors for the more successful enterprise transformations.
Resiliência: a competência que nos leva a excelência!Annelise Gripp
O documento discute a resiliência como a capacidade de lidar com problemas e superar obstáculos sem desviar dos objetivos. Ele define resiliência como autoconfiança, otimismo, temperança, empatia, competência social, proatividade, flexibilidade mental, solução de problemas e tenacidade. O documento conclui que pessoas resilientes possuem disposição para enfrentar dificuldades, sabem atuar sob pressão e estão preparadas para lidar com obstáculos, além de serem otimistas, criativas e se recuperarem rapidamente após sofri
Rock Content is a global company in the digital marketing space and a strong culture is the foundation of our company.
This is our Culture Code, a document where we put into words - and images - the principles that helped us become a global company with common values across all of our offices.
HR Shared Services Benchmarking Study Highlights: May 2017ScottMadden, Inc.
ScottMadden has joined forces with American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, to conduct the forth cycle of the HR Shared Services (HRSS) Benchmarking Study. This study identifies gaps in HR SS benchmarking data specific to service center and center of expertise (CoE) staffing and performance metrics, targeting HRSS organizations with a service center and CoEs.
Apresentação do programa C.A.R.M.A. Class, parte do método Career And Relationship Management. Baseado nos conceitos de antropologia e liderança natural, oferece uma alternativa eficiente, com custo benefício atraente para empresas que desejam formar novos líderes à partir dos cargos de coordenação, supervisão e gerência.
Dividido em seis módulos, desenvolve o conceito de liderança á partir do indivíduo para a empresa e desta para mercado:
1 - O líder e o indivíduo
2 - O líder e a equipe
3 - O líder e a empresa
4 - O líder e os resultados
5 - O líder e o mercado
6 - O líder e seu legado.
Um programa completo e de fácil assimilação.
Este documento presenta una introducción al uso de OKRs (Objectives and Key Results), un método de gestión que ayuda a las empresas a implementar su estrategia mediante el establecimiento de objetivos claros y resultados clave medibles. Explica los elementos básicos de un OKR, incluido el objetivo principal, los resultados clave, las iniciativas y la definición de indicadores. Además, muestra un ejemplo práctico de cómo formular un OKR y visualizar su evolución a lo largo del tiempo.
Este documento resume os principais pilares da liderança segundo o técnico de vôlei Bernardinho, incluindo a importância do espírito de equipe, da preparação extrema e da constante busca por aprimoramento para evitar armadilhas do sucesso.
Modern Agile - Porque Agile necesitaba un refresh!Johnny Ordóñez
El documento presenta los principios de Modern Agile, una evolución del enfoque ágil que enfatiza la seguridad psicológica, la mentalidad de experimentación, la entrega continua y el balance en toda la organización. Modern Agile amplifica los beneficios de la agilidad para equipos y empresas en un entorno dinámico sin perder la esencia del Manifiesto Ágil original.
This document outlines an agenda for a team quarterly planning meeting. The meeting will include reviewing results from the previous quarter, discussing opportunities and threats, and setting priorities and key performance indicators for the upcoming quarter to ensure they are aligned with the overall company priorities and annual plan. Each team member will identify their top 3-5 individual priorities that support the team's main priority for the quarter. Success criteria for all priorities will use a red-yellow-green system. The team will test that their plan is focused, has enough energy, and is accountable before the plans are shared across departments.
The document outlines an agenda for a quarterly planning meeting. It includes discussions on reviewing the previous quarter's performance, setting priorities and key performance indicators for the upcoming quarter, and developing an execution plan to achieve the quarterly goals. The plan is then to be cascaded to other departments and teams to ensure company-wide alignment on the strategic direction.
The document outlines an annual planning meeting agenda for Rhythm Systems. The objectives are to review strategy, set annual goals and initiatives, and develop the execution plan for the next quarter. The agenda includes reviewing the previous year's results, discussing opportunities and threats, connecting strategy to execution by reviewing winning moves and 3-5 year plans, and then planning the next year and individual quarters through setting targets, initiatives, and milestones.
The document discusses Big Hairy Audacious Goals (BHAGs), which are long-term visionary goals for an organization. It explains that a BHAG should stretch an organization, guide its decisions, and be connected to its "Hedgehog Concept" - the intersection of what it is deeply passionate about, what drives its economic engine, and what it can potentially be best in the world at. The document provides examples of BHAGs and guides readers through developing their own BHAG by first understanding their Hedgehog Concept and then crafting a goal that meets criteria like being exciting, compelling, and measurable.
This document provides guidance on developing winning moves, which are strategic decisions and actions that enable doubling business revenue within 3-5 years. It outlines a 5-step process to advance winning moves: 1) name the move, 2) identify necessary resources, 3) develop revenue projections, 4) test assumptions, and 5) adjust as needed based on real-world data. Managers are encouraged to brainstorm moves, evaluate top ideas, and select 1-3 winning moves for revenue and 1-3 for profitability to include in their 3-5 year plan. Regular reevaluation helps avoid pitfalls like premature execution or an excessive focus on non-revenue moves.
The document discusses the importance of defining an organization's core purpose. It explains that a core purpose reflects an organization's passion and reason for existing, capturing its soul. It should help guide decisions and inspire employees. Examples are given of core purposes for 3M ("To solve problems innovatively") and Facebook ("To make the world more open and connected"). Readers are encouraged to work with their teams to define their own core purpose and bring it to life in various ways, such as using it for recruiting, training, and strategic planning.
GPSBUS206_Best Practices for Building a Partner Database Practice on AWSAmazon Web Services
In this session, we walk through an overview of AWS database services. We discuss why customers choose to adopt AWS database services and how APN Partners can help customers by building a database practice using AWS services such as Amazon Aurora, Amazon Redshift, and Amazon DynamoDB. We share best practices for APN Partners to start building a successful database practice on AWS. We also talk about how APN Partners can use various resources offered by APN to accelerate their practice-building process.
Brand Promise Guarantee Rhythm University Slidesharejessicawishart
This document discusses how companies can develop an effective brand promise and guarantee. It recommends that companies identify their core customers and understand customers' needs. Companies should also determine what makes them unique and how they can convince customers to buy based on this uniqueness. An effective brand promise guarantee reduces risk for customers and forces companies to ensure they always deliver on their brand promise. Examples of brand promise guarantees from Graniterock and Intuit are provided. The document stresses that companies must communicate the guarantee throughout the organization and use it to help close deals.
Brand Promise Rhythm University Slidesharejessicawishart
The document discusses developing an effective brand promise for a company. It explains that the brand promise should meet customer needs, differentiate the company, and convince customers to buy. It provides a 5-step process to determine the brand promise: 1) define the target market, 2) identify the core customer, 3) understand customer needs, 4) leverage company strengths, and 5) craft the promise. An effective promise attracts customers, makes the company memorable, and helps sales. Companies should test the promise and ensure delivery through aligned activities, strategies, and metrics.
The document outlines a process for generating winning moves to drive company growth over the next 3 years. It involves stating the objective, brainstorming ideas, rating and ranking ideas based on revenue impact and ability to execute, prioritizing the top 2-3 ideas, and executing on those ideas by establishing dashboards to track data and make adjustments. An example is given of how using this process allowed objective discussion of all ideas, rather than an idea being chosen just because it came from the CEO.
Fuzzy Matching on Apache Spark with Jennifer ShinDatabricks
This document provides an overview of fuzzy matching techniques for surveys. It begins with an introduction to fuzzy matching and edit distances. A use case of applying fuzzy matching to label thousands of survey questions is described. Different approaches for fuzzy matching labels are explored, including a word-based comparison model and cell-based comparison model using Levenshtein distance. Implementation considerations for fuzzy matching like data suitability, validation methodology, and computing resources are also discussed. Code in Python for calculating Levenshtein distance is provided.
Compensation Strategies for Fast Growing CompaniesBambooHR
In a market where getting good talent for your fast growing company is difficult, compensation strategies matter! This slideshare will make it easy for you to know what's important in a compensation strategy.
Data speaks. Discover how Ivy Tech, the nation's largest singly accredited community college, uses AWS to gather, analyze, and take action on student behavioral data for the betterment of over 3,100 students. This session outlines the process from inception to implementation across the state of Indiana and highlights how Ivy Tech's model can be applied to your own complex business problems.
Compensation Strategies for Fast Growing CompaniesNaba Ahmed
When organizations get into a high growth phase, everything starts moving faster. From recruiting to onboarding new hires, everything speeds up and becomes more challenging.
Compensation is a critical piece of the puzzle that you must get right as you scale quickly. Neglecting to think about compensation planning can cost you top talent, slow down recruiting, and create internal inequities down the line.
Webinar-Comp Strategies for Fast Growing CompaniesPayScale, Inc.
This document discusses compensation strategies for fast-growing companies. It notes that rapid growth can lead to issues like cultural dilution and inconsistencies that create friction. Effective compensation plans can help companies reinforce their strategy, align resources to goals, develop pay guidelines, and ensure fairness across locations. When companies merge or acquire other companies, they have three options for compensation plans: maintain separate plans, use one plan, or merge plans. The document emphasizes that compensation is about more than just money - it involves ensuring employees feel valued and appreciated for their contributions.
Nonprofit Leadership: How to Show the WayBloomerang
https://bloomerang.co/resources/webinars/
Larry C Johnson will explain how three hallmarks of effective leadership work together to put a nonprofit organization on top—and stay there.
Great Web Meeting: We Got to Keep Meeting Like This!Cynthia Clay
This document outlines an agenda for a webinar on January 25, 2016 about designing effective virtual meetings. The webinar objectives are to help participants design engaging virtual meeting agendas, harness attendee input, minimize multitasking, and provide a virtual meeting checklist. The webinar is led by Cynthia Clay, an expert in virtual learning and chief architect of Virtual Leader. The webinar includes polls, statistics, and tips to improve productivity and focus in virtual meetings.
Knowing what needs to be done and achieving it are dramatically different things. While there’s general consensus that carefully and deliberately establishing and articulating a content strategy for a product, an organization, or an enterprise is a good thing, execution remains an elusive holy grail.
We’ll take a look at real challenges—logistic, political, technical—faced as one organization in a Fortune 300 company undertook to develop what Ann Rockley first described as a “unified content strategy,” across functional groups (documentation, training, knowledge management functional organizations) and divergent content. We’ll discuss techniques and strategies such as:
• Emphasizing common goal of client/user satisfaction to unite groups with different historical foci
• Employing data-driven decision making–to ensure good decisions but also to relieve organizational bias
• Using charters and other PM tools to identify, celebrate, and effectively make use of the unique skills, perspectives, and assets of each participating group
This presentation was given at Information Development World on May 16, 2017
Don’t miss our upcoming event, Information Development World: Creating Machine-Ready Content to be held on November 28-30, 2017.
http://www.informationdevelopmentworld.com
Transform Your Team from QA to Test EngineeringTechWell
Are you being asked to shorten your testing timelines? Do you feel pressured to increase your test automation coverage but don’t have the time, staff, or budget? How do you as a leader upgrade your existing teams’ programming skills and technical abilities without bringing in external resources—and still meet your daily release deliverables? Join Jennifer Scandariato as she shares her journey in transforming the QA department at iCIMS into a Test Engineering Center of Excellence, where manual testers are now automation engineers who apply appropriate automation technologies to expedite and streamline the testing efforts. Learn how this transformation impacted behavior, garnered respect, and increased team quality, while her test labs group specializing in performance, security, accessibility, and localization efforts stabilized this transformation. Jennifer shares effective step-by-step strategies and lessons learned about creating new job paths and introducing boot camps for training, all while advancing her department’s ability to accelerate application delivery.
The document discusses key performance indicators (KPIs), including how to develop them and use them effectively. It explains that KPIs measure the health of a company, while targets and critical numbers are goals and priorities used to drive KPIs. Leading indicators guide future performance, while results indicators report past outcomes. The document provides examples and a process for setting KPIs, tracking them, reviewing them, and avoiding common pitfalls like having too many or not using them properly.
The document provides steps for developing a 3-5 year plan, including brainstorming potential winning moves to increase revenue, evaluating and ranking the top ideas, selecting 1-3 winning moves to pursue, and setting targets for revenue and profit growth. The plan involves ongoing meetings in a "Think Rhythm" to continue working on the selected winning moves.
The document discusses core values and ideology for companies. It states that core values are a handful of rules that remain constant over time and describe a company's culture and behavior. Core ideology combines core values with core purpose and envisioned future to set the company's vision. Examples of other companies' core values are provided, such as focusing on customer service and employees. The document also provides exercises and tips for developing, defining, communicating, and living by an organization's own core values.
This document discusses core values and provides examples of companies that have established core values. It defines core values as a handful of rules that remain constant over time and should describe a company's culture and drive its behavior. The document describes how one company discovered its core values after firing half its managers, then used those values to create a competitive advantage by focusing on customer service and only hiring employees who lived the values. It provides examples of other companies' core values statements.
This document discusses finding an organization's "Big Hairy Audacious Goal" or BHAG. It explains that a BHAG should connect to an organization's "Hedgehog Concept" which involves understanding what the organization is deeply passionate about, what drives its economic engine ("Profit/X"), and what it could be best in the world at. Readers are guided through questions to determine these three elements for their own organization. The document provides examples of companies' Hedgehog Concepts and BHAGs and cautions against setting BHAGs that are too financially oriented, complicated, or not connected to the organization's core purpose and passion.
The document discusses determining a brand promise for a company. It explains that the brand promise is how a company sells its products or services to its target customer and should matter to customers and differentiate the company. It provides steps for determining a brand promise, which include deciding on the target market, identifying the core customer and their needs, understanding what makes the company uniquely qualified to meet those needs, and developing the brand promise statement. The document emphasizes delivering on the brand promise and aligning marketing, sales and service around it.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
NOTE TO FACILITATOR:
This is the basic takeaway for an annual & quarterly planning session. You may have more, less or different objectives. The important thing is to make sure everyone starts the session with a clear idea of what you hope to accomplish.
It is also good to remind the team that it is more important to be effective than to be efficient. You may decide that it’s a better use of time to slow down and have good quality debates and conversations around critical topics than it is to complete everything on this list. But, be intentional if you do that and make sure the team understands why you are making those choices. Give yourselves permission to be flexible.
NOTE TO FACILITATOR:
There are many different ways to check in and open the meeting. The idea is to get everyone’s mind working and mouth talking. Use your own icebreaker, or use this one.
Exercise:
1. Ask everyone to think of one piece of good news, a recent victory or someone they want to brag on.
2. Give everyone a minute or two to think about and write down their answer.
3. Ask for a volunteer to go first, then go around the room, each person sharing.
LEAD ACTIVITY:
Goal:
The goal of this exercise is to reflect over the past year, gather insight into what worked well and what didn’t, what you learned during the year, and what is different today than it was a year ago. A lot of work has been done over the past year, and it’s important to celebrate the progress you have made. All that you have accomplished and improved this year creates a foundation for planning that is stronger, smarter, and steps ahead of the foundation you had to plan from last year.
There are 3 ways to lead this exercise.
Open Rhythm and discuss the bullet points below about the year that is ending for the company.
Include screenshots from Rhythm in this deck to review the bullet points below about the quarter that is ending for the company. (You can insert a slide with screenshots immediately following this slide if this is how you choose to lead the activity.)
List your company priorities from the quarter that is ending on flip chart paper and use the bullet points below for the discussion.
Steps
Review your Previous Year’s Plan and Results
* Discuss what was successful, which were not?
* Did we meet company goals?
* Did we meet our departmental goals?
Brainstorm Bright Spots and Victories during the year
Consider the company as a whole
Consider your department
Consider great additions to the team
Consider tough issues you have resolved
Consider new clients or products you’ve added or old ones you saved
Discuss what you learned from your victories and failures - lessons to take forward into the new year
Link to Parking Lot in Rhythm® 4: https://rhythm.cloud/#/wklymtg/parking
(Link to Parking Lot in Rhythm® 3: https://rhythm.rhythmsystems.com/#ParkingLotPlace:;tab=5)
Review the Parking Lot items added during the previous quarter.
Do any require further discussion?
Could any end up being a Team or Individual Priority?
There is no right or wrong way to do this. The real value is in the reflection and conversation about the year. It helps to establish some context for the new year you are planning for.
NOTE TO FACILITATOR:
The purpose of this exercise is to:
Get people thinking about the next year before coming to the planning session
Identify the topics and ideas that are top of mind
Allow everyone the opportunity to express an idea or bring up a subject in the session
* There are two ways to facilitate this exercise: using the Rhythm screens or using the printed tool. Decide which way will work best for your team and send out instructions at least a week before the planning date. Everyone should come to the meeting prepared to share their SSKs with the team. There will be many SSKs suggested. It’s important to listen to all of them.
LEAD ACTIVITY USING THE RHYTHM SCREENS:
****Link to Start-Stop-Keep screens in Rhythm 3: https://rhythm.rhythmsystems.com/#PlanningPrepPlace:;seg=0;type=ANNUAL;tab=4
**Link to Ideas screens in Rhythm 4: https://rhythm.cloud/#/anngrpplan/meeting/ideas
Prior to the session: Each person should enter up to 3 Start, 3 Stop and 3 Keep ideas into the Rhythm screens under Annual Planning.
If a person sees that someone else has already entered the same idea that they wanted to share, they can hit the Agree button instead of entering the same idea twice. This will still count as one of their 3.
During the session: Use the filter tool to display each person’s ideas, one person at a time. Ask that person to share all their SSKs and then specify which 2-3 (out of the possible 9) they think could be most important this quarter.
After each person has shared, ask the team to enter a total of 3 votes into Rhythm next to the ideas (Starts, Stops and Keeps) that they think could be most important to address this quarter.
Allow time for the team to discuss the ideas that have the most votes.
Be sure to circle back around to this when you begin to select the Top 3-5 Company, Team and Individual Priorities as some of the SSK ideas may become priorities.
If there are SSK ideas that should be acted on, but aren’t priorities, they could be entered as Action Items, as long as they will not distract the team or divert energy from the true priorities.
LEAD ACTIVITY USING THE PRINTED TOOL:
Individual Sharing: Ask each person to share all their SSKs and then specify which 2-3 (out of the possible 9) they think could be most important this quarter.
Write each person’s top 2-3 SSKs on a flip chart and highlight or add checkmarks to the ones that are mentioned multiple times.
Team Voting: The facilitator should number the items on the combined list and ask each person in the team to identify their top 3 votes for the ideas (Starts, Stops and Keeps) that they think could be most important to address this quarter.
Allow time for the team to discuss the ideas that have the most votes.
Be sure to circle back around to this when you begin to select the Top 3-5 Company, Team and Individual Priorities as some of the SSK ideas may become priorities.
If there are SSK ideas that should be acted on, but aren’t priorities, they could be entered as Action Items, as long as they will not distract the team or divert energy from the true priorities.
LEAD ACTIVITY:
This activity can be done using flipchart paper or using the Rhythm screens in Annual Planning
***Link to the Opportunities and Threats screens in Rhythm: https://rhythm.rhythmsystems.com/#PlanningPrepPlace:;seg=0;type=ANNUAL;tab=4
**Link to Ideas screens in Rhythm 4: https://rhythm.cloud/#/anngrpplan/meeting/ideas
Allow 5-10 minutes for each team member think independently of any opportunities or threats that haven’t already come out of the SSK exercise and either write these out on a piece of paper or enter them in the Rhythm screens in Annual Planning.
Have each person share with the team and record them on a flip chart or view them in Rhythm. Put a check mark next to any that are mentioned multiple times or mark Agree if you are using the Rhythm screens. As the facilitator, you may see ideas that are duplicates. You can use the Agree button and delete duplications to consolidate ideas.
Each team member gets 3 votes as to which they think could have the biggest impact on this year.
Look for patterns in the voting to get a sense of what’s most important to the team.
Keep ideas posted on the wall or refer back to the screens during the session as you discuss potential priorities for the year and quarter.
NOTE TO FACILITATOR:
Open Rhythm to review your Company’s Targets, Main Thing (Theme) Critical Numbers for the year
OR take a screen shot of the Company’s plan in Rhythm and include it in this slide
LEAD ACTIVITY:
Review your Company’s Main Thing (Theme) for the year.
Discuss and review your Company’s Targets & Critical Numbers for the year
Consider these as you determine your priorities for your department for the year and the new quarter
LEAD DISCUSSION
What are the top 3-5 Annual Initiatives that the company has determined must be accomplished in the upcoming year?
How do these relate to your department?
What contributions can your team make to the company’s plan for the year?
NOTE TO FACILITATOR:
It is important that you link this conversation to the Company’s Plan for the year. Your Team’s plan for the year must first and foremost support the company plan.
LEAD DISCUSSION:
Get your team talking about what a successful year will look like for your team. You can do the Destination Postcard exercise that you did in the Company planning session (worksheet available for download in the Company Annual Planning section on Rhythm 3 University: http://university.rhythmsystems.com/index.php/annual-planning-session OR Rhythm 4 University: https://www.rhythmuniversity.cloud/plan/annual-planning-session), or use these questions to prompt the discussion:
How will we measure success in our Team this year?
What areas of our performance would we like to improve?
What does the company need most from us this year?
Pick one or two measurable Targets that you will use to measure success this year.
Discuss how the Company’s Main Thing and Critical Numbers for the year can be supported by your department.
NOTE TO FACILITATOR:
We recommend 3-5 Annual Initiatives at the Company Level, but at the Team level, it is likely that you will have fewer Annual Initiatives that will span the whole year. Much of what you will accomplish this year will be identified in your Quarterly Plans.
LEAD DISCUSSION
What Company Annual Initiatives will your Team OWN?
Any other Annual Initiatives that your team must successfully complete in order to reach your targets?
Any other Improvement initiatives your team might add?
LEAD Activity:
Now that you have identified your Team’s Top 3-5 Annual Initiatives for the Year, you need to take the following steps to make sure there is complete alignment around the scope and intent of the initiative. (You can download the 4 Quarter Annual Plan Tool for Teams in Rhythm University: http://www.rhythmsystems.com/hs-fs/hub/116436/file-1480521174-pdf/Rhythm_Systems_PDFs/Annual_Plan_-_4_Quarters_Flyover_Tool.pdf)
Step 1: Assign an owner to each Annual Initiative. Only one owner per Initiative.
Step 2: Discuss, debate and agree on the correct Red-Yellow-Green success criteria for each Annual Initiative.
Step 3: Think through the major milestones for each of the Annual Initiatives:
What is the correct sequence for each of these milestones?
Estimate how long each milestone should take and determine which quarter each milestone is likely to fall in.
Are there any milestones for one Initiative that are dependent on the completion of a milestone in another initiative?
Are there any Annual Initiatives that must be completed by a certain quarter?
Plug the milestones for each Annual Initiative in the quarter you believe they are likely to be completed in.
Completing this step will make it much easier to identify the first quarter’s Team Priorities and Individual Priorities. You can revisit this worksheet each quarter and make adjustments as you learn more and move through the year. Don’t spend too much time trying to fine tune the details of the quarters beyond the very next quarter. The other quarters are just placeholders until you move into planning for that quarter. You should make sure that someone on the team takes ownership for completing the items in the first quarter’s box, either as a Quarterly Team Priority, an Individual Priority, or an Action Item, depending on the size and scope of the item.
NOTE TO FACITLITATOR:
Grab a screen capture from the Rhythm side panel screen for the Theme for the Quarter.
(Use Alt + PrtScr on Windows or ctrl + cmd + shift + 4 on a Mac)
NOTE TO FACITLITATOR:
Grab a screen capture from the EnergyMap® screen for the Company Priorities for this quarter or of the Team Leader’s Individual Priorities for this quarter.
(Use Alt + PrtScr on Windows or ctrl + cmd + shift + 4 on a Mac)
NOTES TO FACILITATOR:
Add the Daily Question identified during the Company Quarterly Planning Session to this slide.
Share it with the team
If it was recorded in Rhythm® during the Company Quarterly Planning Session, you can find it here in the Main Thing (Theme) box on the Quarter Focus page:
In Rhythm 4: https://rhythm.cloud/#/qtrplan/focus
In Rhythm 3: https://rhythm.rhythmsystems.com/#QuarterPlanPlace:;tab=5;seg=1
NOTE TO FACITLITATOR:
Rhythm 4 Link: https://rhythm.cloud/#/qtrplan/focus
Rhythm 3 Link: https://rhythm.rhythmsystems.com/#CompanyKpiPlace:;seg=1;tab=5
Ask: Do we have the right list of KPIs in Rhythm®?
Are we talking about the right things at our weekly meetings?
If your team has Composite KPIs, discuss accuracy, consistency, and timing for updating the data. Make sure everyone knows where the data should come from, what format to use for reporting, and when to have their KPIs updated.
Ask: Do we need to delete any KPIs?
- Do will still find all of them helpful and worth keeping? (Tip: If it does not prompt an action when it goes Yellow/Red or provide a needed insight, delete it.)
Delete any KPI that is no longer needed. (Note: This does not delete the KPI in historical quarters. It only removes it from the current quarter.)
Ask: Do we need to add any KPIs?
Did we have any blindspots in the previous quarter?
Is there a specific problem we need to solve? (revenue, retention, etc.)
Do we have a good mix of leading and lagging indicators?
Leading indicators GUIDE you. They give you a glimpse into the future and help you see where you need to make adjustments.
Lagging indicators REPORT the results. They let you know where you ended up. They are driven by your leading indicators
Ask: What will we consider success (Green) and failure (Red) for each KPI?
What is the stretch goal for each (SuperGreen)?
How will we gather the data for each KPI?
Will the Red-Yellow-Green® Success Criteria be a weekly, monthly or quarterly number?
Blog for reference: http://www.rhythmsystems.com/blog/bid/157381/KPIs-We-Know-WHAT-to-Measure-Now-HOW-Do-We-Measure-It
Grab a screen capture from the Rhythm® KPI dashboard screen for your Team from the previous quarter.
(Use Alt + PrtScr on Windows or ctrl + cmd + shift + 4 on a Mac)
LEAD DISCUSSION:
Discuss, Debate, and Agree as a team
Rhythm 4 Link: https://rhythm.cloud/#/qtrplan/priorities
Rhythm® 3 Link: https://rhythm.rhythmsystems.com/#PrioritiesEnergyMapPl:;tab=5
*** If any of the Team Leader’s Individual Priorities need to become Team Priorities, convert them by opening the priority, clicking “More” and “Convert to Team Priority”
*** Be sure to add a Team Priority entitled “Operational Priorities”
Ask: What are the top 3-5 things we need to focus on in the next 90 days to support our Main Thing this quarter?
You may have already identified one priority when you determined the company’s Main Thing for the company.
You may identify 2-3 additional Priorities (Rocks) that support or are related to the company’s priorities or the team leader’s individual priorities
You may also have 1-2 Operational Priorities not related to the Main Thing or company’s priorities
Review Top SSK items and opportunities & threats discussed in the session.
Look at your Parking Lot in Rhythm® to see any other ideas that came up during the quarter.
Look at your calendar; what commitments have you already made for this quarter?
The right combination will be unique for your team.
Fewer priorities is better..... definitely no more than 5.
State your priorities with a verb using SMART criteria:
Specific
Measurable
Attainable
Realistic
Timely
NOTE TO FACILITATOR:
Take a few minutes to review the Red-Yellow-Green® criteria for each Priority. Is it reasonable? Is it a true measure of success?
Green = Success
Yellow = Between Red & Green
Red = Failure (something bad happens)
SuperGreen = Stretch Goal
Red-Yellow-Greening® your priorities should make them SMART (Specific, Measureable, Attainable, Realistic & Timely).
For help setting Red-Yellow-Green® success criteria, refer to Rhythm® University: http://university.rhythmsystems.com/index.php/success-criteria
Rhythm® 4 Link: https://rhythm.cloud/#/qtrplan/priorities/race
Rhythm® 3 Link: https://rhythm.rhythmsystems.com/#IndPriorityTablePlace:;type=USER;tab=5
Users: Record your Individual priorities with Red-Yellow-Green® Success Criteria in Rhythm® and link to related Team Priorities and KPIs
LEAD ACTIVITY:
Steps:
Allow 15-20 minutes for everyone to work independently on their top priorities.
Note which Team Priority and/or KPI your Individual Priorities are linked to.
Each person should have a combination of 2-3 Individual Priorities that are directly linked to Team Priorities.
Each person may also have 1-2 Individual Priorities that are linked to their Operational responsibilities, and not necessarily linked to a Team Priority.
Go around the room and let each person share what they have written down.
It is important for the team to listen carefully to each person and speak up if they believe they have missed something or have identified something that may not need to be done this quarter, or if they have too much on their plate.
This is where the team becomes most fully aligned.
LEAD DISCUSSION:
Ask: Does our plan pass all 3 tests?
Tip: If you have been recording your plan in Rhythm® as you go, it will be easier to see this at a glance.
If your plan does not pass one of these tests, discuss as a team to fix it. This may require some homework or a revisit at your next weekly meeting.
LEAD DISCUSSION:
In the Company Planning Session, the team should have set a date for Teams to get together to share Plans across departments.
** Add the date and meeting details to this slide.
LEAD ACTIVITY:
Before you leave, wrap up your session by asking everyone to share how they’re feeling about the work you’ve done one phrase.