The Key to Great Result

Transcription

1 The Key to Great Result Alex Denni

2 Agenda 1. Problem 2. Solution 3. Implementation

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5 !"#$%& 1. Problem 2. Solution 3. Implementation

6 The 3 Warnings 1. Says Easy Does Hard 2. Counter Intuitive 3. Match-Set

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8 Focus on less to achieve more

9 Discipline 1: Focus on the Wildly Important We are the most focused company that I know of or have read of or have any knowledge of. We say no to good ideas every day. We say no to great ideas in order to keep the amount of things we focus on very small in number so that we can put enormous energy behind the ones we do choose. The table each of you are sitting at today, you could probably put every product on it that Apple makes, yet Apple s revenue last year was $40 billion Tim Cook, Apple COO

10 Narrow focus above the whirlwind Narrow focus here

11 Maintenance Significant Impact X Y Wildly Important Goal

12 Discipline 1: Focus on the Wildly Important Rules for Discipline 1 1. No more than 1 to 2 WIGs Per Person at the Same Time

13 Discipline 1: Focus on the Wildly Important Wildly Important Goals WIG WIG WIG WIG Marketing Sales Operations WIG WIG WIG Eastern Region Central Region Western Region

14 Discipline 1: Focus on the Wildly Important Rules for Discipline 1 1. No more than 1 to 2 WIGs Per Person at the Same Time 2. The Battles have to win the War 3. You can Veto, but don t Dictate 4. A WIG must have a Gap (From X to Y by When)

15 ()*+),-)$#./ 01+2* 1$ 34# 5)-%-6 78,193&$3 From: Strategic Intent To: Specific Finish-lines What How What What What How How? How How How What?

16 ()*+),-)$#./ 01+2* 1$ 34# 5)-%-6 78,193&$3 WIGs (Finish-lines) LAG Measure LAG Measure LAG Measure LAG Measure LAG Measure LAG Measure LAG Measure

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18 Lead Measures LAG MEASURE Measures the Goal Decrease total body weight from X to Y by 12/31/11 LOSE WEIGHT LEAD MEASURE - Measures something that leads to the goal - Something we can influence Limit Calories to 2100 or less per day (Diet) Run12 Miles per week (Exercise) Predictive Influence-able Reduce total accidents from X to Y by 12/31/11 REDUCE ACCIDENTS Increase Compliance on 8 Key Safety Standards to 97% Increase Low Cost Deposit from X to Y by 12/31/11 INCREASE LOW COST DEPOSIT Visit potential corporate customer at least 50 per week

19 Piping: Lead Measures drive the Lag Measures!"#$ %& ($)* +,-*.$ &* /$ )* +,-*+$!"#$"%&" ()*)!"#$"%&" ()+)

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21 ()*+),-)$# :/ ;##, & <18,# -)$" =+19#>1&9% People play differently when they are keeping score

22 Discipline 3: Keep a Compelling Scoreboard Wildly Important Goals Lag Measure Lag Measure Lag Measure Lag Measure Lag Measure Lag Measure Lag Measure Lead Measure Lead Measure WIG Improve Customer Sat from X to Y By 12/31/2010 Front line game Lead Measure Greet 95% of guests with a warm and friendly greeting Lead Measure Ensure 95% of orders are available by 3:00 pm

23 ()*+),-)$# :/ ;##, & <18,# -)$" =+19#>1&9% Compelling Player s Scoreboards: Are Simple Are Highly Visible to the Player Have the Right Lead and Lag Measures Tell us Immediately if we are Winning or Losing!

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25 Discipline 3: Keep a Compelling Scoreboard The fundamental purpose of a scoreboard is to motivate the players to win. Jim Stuart

26 Discipline 3: Keep a Compelling Scoreboard --- WARNING --- Scoreboards built by the team can be disturbing to leaders. Lines are not perfectly horizontal Construction paper is often used Emoticons (smiley faces) are visible They are fun to read

27 ,-. %&(),$/0(1/-02#)

28 ()*+),-)$# :/ ;##, & <18,# -)$" =+19#>1&9% Where am I now W.I.G. Where Should I be

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30 Discipline 4: Create Cadence of Accountability 1. Report on Last Week s Commitments 2. Review and Update Scoreboard 3. Make Commitments For Next week

31 Key Question for determining weekly commitments What are the 1 to 2 most important things I can do this week to impact the team s performance on the Scoreboard?

32 WIG SESSION 1. Report on last Weeks Commitments 2. Review and update the Scoreboard 3. Make commitments for next week

33 Piping: Lead Measures drive the Lag Measures!"#$ %& ($)* +,-*.$! **012$ $ 5*97+$ &* /$ )* +,-*+$ Discipline 1 Discipline 2 Discipline 4

34 !"#$%& 1. Problem 2. Solution 3. Implementation

35 Implementation Organizations That Execute What doesn t work? Open Enrollment Event Based-training What does work? 1. It has to be a process, not an event 2. Working with intact teams / Business Units 3. Certifying leaders to take this to their teams - Credibility with the team - Commitment of the leader - The leader truly learns the process

36 4DX Manager Certification Process Precall Launch Meeting And Coaches Training Manager Cert Day 1 Manager Cert Day 2 Manager Cert Day 3 Team Execution Launch Launch Review 5 Stages of Increasing Results (with Coaching) Champion s Quarterly Summits Q4 Q3 Q Weeks Q1 6 To 12 Months

37 Implementation Organizations That Execute 4DX Certification (The Driver) (The Mechanic) 1. Champion & Coach Certification 2. Manager Certification 3. My4dx Web-portal

38 Implementation Organizations That Execute Keys to Success 1. Pursuing a goal that really matters 2. Having a leader / champion fully committed 3. A credible internal coach 4. Visibility for process adherence