Workshop Feedback Form

Transcription

1 Workshop Feedback Form Today s Date: Your Name: Your Company or Organization: Your Feedback from This Session What is the first action you will implement from this workshop? What did you like best about this training? What is one idea you will bring back to your employees? I do want regular support in applying this training in the form of short, monthly s. My address: Your address goes nowhere but our office I already receive your s. Check here if you would like Mike to call you directly regarding presenting this accountability training for your employee team: Phone Number: This is my Cell Phone Office Phone The only thing worse than training your employees and losing them is no training your employees and keeping them. Zig Ziglar Page 1 Copyright 2018 Totally Accountable Systems TM All rights reserved. Unauthorized reproduction, in any manner, is prohibited.

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5 ACCOUNTABILITY NOW! by Mike Scott How to Raise Revenues and Increase Profits by Creating a Totally Accountable TM Workplace AGENDA Meeting Purpose: To ground yourself in principles and key habits of accountability. Intended Outcome: Begin to implement an action plan for creating a Totally Accountable culture throughout your organization. Accountability: Doing what you said you would do, as you said you would do it, when you said you would do it, PERIOD! The Four Core Values Essential for Building a Totally Accountable Culture: Zero tolerance for non-accountability Totally clear, understood and accepted communication Consistent tracking of work to successful completion Allow no surprises of non-accountability Deal with parking lot issues Meeting attendees read their committed to action steps with the agreed-on due dates Page 5

6 Action Items Date "The value of an idea lies in the using of it." Thomas Edison Due Date Action Item & Time Done Accountability Partner s Name: Phone Number: Dates to Call: / / / The purpose for the follow-up Accountability Calls is to support your partner to apply the concepts from this seminar. Accountability Call Agenda: 1. Confirm completion of the first commitment you made from the Seminar Action Items. 2. Make a new action item commitment from your Seminar Action Items. 3. Make a new Accountability Call appointment. Page 6

7 Action Items (Overflow Sheet) Date Due Date Action Item & Time Done Copyright 2018 Totally Accountable Systems TM All rights reserved. Unauthorized reproduction, in any manner, is prohibited. Page 7

8 Action Items (Overflow Sheet) Date Due Date Action Item & Time Done Copyright 2018 Totally Accountable Systems TM All rights reserved. Unauthorized reproduction, in any manner, is prohibited. Page 8

9 Quotes: ACCOUNTABILITY QUOTES AND RECOMMENDED READING Don't cheat your people out of the opportunity to win because of your discomfort holding people accountable. - Michael Canic On good teams, coaches hold players accountable; on great teams, players hold players accountable. Joe Dumars "What you get by achieving your goals is not as important as what you become by achieving your goals." - Zig Ziglar "If your goals are larger than your need to be liked then you will reach your goals; If your need to be liked is larger than your goals, then your goal will become the need to be liked. - Peter F. Drucker "The problem isn't training your employees and losing them. The problem is no training your employees and keeping them. - Zig Ziglar "The significant problems we have today cannot be solved at the same level of thinking with which we created those problems." - Albert Einstein "Whatever is not communicated in any relationship, will control that relationship." - Werner Erhard How I do anything is how I do everything. - T. Harv Eker Whatever you tolerate, you get more of it. "Whatever you tolerate in an organization becomes the culture of the organization. - Allen Hauge "Culture eats strategy for breakfast." - Peter Drucker Those who are good at blaming others and making excuses are rarely good at anything else. - Benjamin Franklin If it s predictable, it s preventable. "The only difference between an excuse and a reason is the spelling." -Tim Harwood - Decisive Communications Those who failed to oppose me who readily agreed with me and accepted all my views were those who did me the most injury - Napoleon Bonaparte Success doesn't come from what you do occasionally; it comes from what you do consistently." - Marie Forleo You cannot talk your way out of a problem that you acted your way into. - Stephen Covey Accountability Builds Trust. Trust Builds Autonomy. Autonomy Builds Freedom. - Jim Jelinek It isn t normally people who fail. It s the underlying systems and processes that fail. - W. Edwards Deming Make your Bed - Retired Admiral William McRaven's talk to the University of Texas graduating class of 2014 on YouTube: Page 9

10 Recommended Reading: Checklist Manifesto - by Atul Gawande Good to Great by Jim Collins It s Your Ship - by Captain D. Michael Abrashoff Flawless Execution - by James Murphy The Five Dysfunctions of a Team: A Leadership Fable - by Patrick Lencioni Traction-Get a Grip on Your Business - by Gino Wickman Dig Your Well Before You re Thirsty: The Only Networking Book You ll Ever Need - by Harvey Mackay Einstein: His Life and Universe by Walter Isaacson Who s Got the Monkey (Article) Harvard Business Review I'm OK. You're OK - Thomas Anthony Harris In Search of Excellence - Tom Peters Self Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Self Leadership - Ken Blanchard, Laurence Hawkins, and Susan Fowler How Come Every Time I Get Stabbed in the Back My Fingerprints Are on the Knife - Jerry B. Harvey The E-Myth Revisited: Why Most Small Businesses Don t Work and What to Do About it Michael E. Gerber Strategic Work Versus Tactical Work: Strategic Work: The work that moves the organization forward towards the vision, mission and strategic plan. Tactical Work: The work that keeps the organization operating. Tech Support Tools: Software: Microsoft Outlook (Tasks); Google (Tasks); Wunderlist; Evernote; WeekDone; Todoist; Trello; Asana; Basecamp; OneNote Smartphone Mobile Apps: - Totally Accountable by Mike Scott - ToodleDo (all devices) - TaskTask (iphone using Exchange) Downloads with QR Code*: How to eliminate or to handle Got a Minute properly: *Scan Here for Video *To access these QR Codes: Download a QR Code Reader from the App Store Page 10

11 INFORMATION TRANSFER FORM (I.T.F.) Totally Accountable Systems TM B/P = Business task or Personal task P? = Priority of the task: (S) Specific Date - Action date & due date are the same (F) Flexible Date - Flexible action date prior to an inflexible due date (N) No Date - No planned action date and no consequences if not done (Just captured ideas) Use this form in meetings for random thoughts. Use for one day only. Enter incomplete tasks into the Master Task System in the SPA. Find this form at: B/P P? Delegated to TASKS / PROJECTS / THOUGHTS / IDEAS / REQUESTS / DELEGATIONS (with deadline date) DUE DATE / TIME Copyright 2018 Totally Accountable Systems TM All rights reserved. Unauthorized reproduction, in any manner, is prohibited. Page 11

12 INFORMATION TRANSFER FORM (I.T.F.) Totally Accountable Systems TM B/P = Business task or Personal task P? = Priority of the task: (S) Specific Date - Action date & due date are the same (F) Flexible Date - Flexible action date prior to an inflexible due date (N) No Date - No planned action date and no consequences if not done (Just captured ideas) Use this form in meetings for random thoughts. Use for one day only. Enter incomplete tasks into the Master Task System in the SPA. Find this form at: B/P P? Delegated to TASKS / PROJECTS / THOUGHTS / IDEAS / REQUESTS / DELEGATIONS (with deadline date) DUE DATE / TIME Copyright 2018 Totally Accountable Systems TM All rights reserved. Unauthorized reproduction, in any manner, is prohibited. Page 12

13 Client Accountability Assessment Recovering Found Money...Together Name Organization Product/Service Annual Revenue Number on Senior Leadership Team Number of Employees Potential Lost Revenue Industry Average Your Estimate Re-Work Re-Staffing Tardiness Poor Tracking Forgetting Lost Customers Unstated/Missed Deadlines Negative Surprises 5% - 10% of Annual Revenue 3 x Salary 2% of Annual Revenue 12% of Annual Revenue 10 % of Annual Revenue 10% of Customer Base Unique to each organization Unique to each organization 1. What are you trying to accomplish this year? 2. What do you think you would need to DOUBLE your business? 3. What strategies have you already tried to improve your business that worked OR didn't work? 4. What holds you back the most? 5. Who should go through TAS training? Page 13 TAS TOTALLY ACCOUNTABLE SYSTEMS Mike Scott - President / mike@totallyaccountable.com totallyaccountablesystems.com

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15 "Got a Minute Pre-discussion Template 1. Issue or problem to be resolved: 2. Negative impact of this issue or problem: 3. What are three possible solutions to resolve this issue: 4. Positive payoff when this issue or problem is resolved: Page 15

16 Task Meeting/Appointment Project A single 1) Agenda A series of planned out activity 2) Purpose tasks with a deadline 3) Date and a goal 4) Start time 5) End time The Master Task System should be the one location for all tasks and projects. All tasks and projects assigned from meetings and on the ITF should go into the Master Task System during the SPA. s containing tasks need to be put into the Master Task System, as well. The Master Task System Date Specific Business Date Flexible Business Date None Business Project Bus: ABC Proposal Delegated to Jim Delegated to Diana Strategic Activities Page 16 Copyright 2018 Totally Accountable Systems TM All rights reserved. Unauthorized reproduction, in any manner, is prohibited.

17 Box of Tolerance (for Accepting Non-Performance) Box of Accountability ACCOUNTABILITY Doing what you said you would do, as you said you would do it, when you said you would do it PERIOD! Your internal company level of accountability 0% = Low 100% = High Where would you say, overall within the organization, the level of accountability is? Not to the customer, which should be 100%. 0% % What is the reason for this level of accountability? Average Level of Internal Accountability 100% 85% After Accountability Training 66% Before Accountability Training 0% Page 17 Copyright 2018 Totally Accountable Systems TM All rights reserved. Unauthorized reproduction, in any manner, is prohibited.

18 Surprise Tracker Sheet Week of Total number of surprises This tracker is designed to help you determine how much non-accountability happens within a week. When you see it, deal with it as you normally would but also track each occurrence on this sheet. A non-accountability surprise happens when someone made a commitment; and it didn t happen; and you didn t know about it beforehand. Accountability means "Your word is your bond." It is defined as: Doing what you said you would do, As you said you would do it, When you said you would do it, With NO surprises! Each time you are surprised with any form of non-accountability, on your part, or on the part of anyone else in the organization, track it using the columns below. A non-accountability surprise means that somehow, someway, something didn t happen as it was committed to being done. Some examples of non-accountability surprises are: You or someone else forgets to do something and consequently misses a detail or has an error. starts or ends a meeting late. says, "I didn't understand what you said or meant," and as a result misses a commitment. says, "I wasn't sure when you wanted it done." misses a deadline or the scope of a commitment and no one says anything. DATE NAME SURPRISE DATE NAME SURPRISE Page 18