Right People, Great Execution ebook

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1 Right People, Great Execution ebook The Right People Decisions Lead to Great Execution by Patrick Thean!

2 Is this ebook right for me? Not sure if this ebook is right for you? If you are in the midst of thinking through the opportunities or challenges below, then the content here will help you make better decisions Should I be focused on Execution or People? Sometimes what appear on the surface as execution problems are really people issues. How do I tell if my true challenges are people versus execution issues? Do I have the right people? How do I know if I have the right people on my team? And how does that affect the company s ability to execute well? Do I have the right team for today and tomorrow? My company is growing. How do I build a plan that ensures I have the right organization in place to meet the opportunities and challenges that come with growth over the next 3 to 5 years? How do I use coaching to get my team ready for tomorrow? How do I focus on BOTH the current business AND getting ready for the future? !2

3 Chapter 1 Question 1: Should I focus on Execution or People? We are Going To determine if your execution issues are really people issues in disguise In a way that Provides leading indicators to good team health Helps you identify warning signs Provides practical insights and suggestions So that you can apply the right methods to work on people issues, solve them, and get back to executing your strategies and fulfilling the purpose of the company. i!3

4 It is hard to notice when team health erodes. It appears that the problem creeps up on you. It always takes us by surprise. Nobody joins a team thinking I want to work with you today, but I can t wait to hate working with this team in two to three years! No... most people think they ve found their perfect opportunity; that s why they made the switch to work on your team. So team health erodes slowly... So slowly you hardly notice it. Then one day the avalanche happens, and it feels like teamwork died suddenly overnight. The key is to look for the Leading Indicators and take action instead burying your head in denial. Good Team Health There is freedom to discuss and debate opportunities. People don t hesitate to connect. Decisions are made quickly with confidence. Things get done fast! We agree, and the right things get done. Leading Indicators (erosion) Baby elephants are growing in the room. It feels less safe to discuss. Connecting with each other seems difficult, tiring, energy sapping. Decision-making slows down and you seem less aligned. We agree, but something else got done.!4

5 At the same time, projects begin to take longer and more mistakes start to happen. We begin to mistake our people issues for poor execution. After all, it is much easier to face processes and execution issues. Our execution dashboards go from Green to Red, and we believe we have execution and process problems. These are some of the people issues that look like execution issues. Fix them and your execution will move from Red and Yellow back to Green. 1 We force decisions by avoiding the discussion. We avoided the important discussions until the last minute, not giving our team the necessary time to discuss. Then, we insist on moving forward because time is of the essence. 2 We fake agreement. It looks like we are all in agreement! That s because we allow teammates to shrink and disappear in our meetings when discussing key projects to execute. 3 People don t seem to get it. When things go wrong, instead of quickly meeting to discuss issues and come up with the right solutions, we write off our teammates... and come up with the solutions ourselves.!5

6 Chapter 2 Question 2: Do I have the Right People? We are Going To develop recruitment and retention strategies In a way that Tests to see if your core values are alive and well Helps you discover your core values Provides practical ways to use and live your core values So that you have confidence that you have the right people in your company. i!6

In the best selling book Good To Great, Jim Collins suggests that your first and most important decisions are about people. Getting the right people on your bus.

7 In the best selling book Good To Great, Jim Collins suggests that your first and most important decisions are about people. Getting the right people on your bus. So how do you know if you have the right people on your bus? Jim Collins shared that you need to have a handful of rules... core values that everyone lives by. And those who do not, are the wrong folks on your bus! So how do we translate that idea into real world practical actions that we can inspect? Core values sound a bit squishy. So let s translate that into behavior. What are the behaviors? If you use your core values correctly, they should drive great business execution. Here are 3 tests to see if your core values are indeed driving the right behaviors that lead to great execution Are your people making great decisions, taking actions even when you are not around? Core values are about how you behave when no one is watching you. They should help us make difficult decisions on our own. Would you be proud of the decisions made by your team in your absence? Are they treating others well without micro-management? Can you share stories regularly of how your core values drove results? At your quarterly planning meeting, ask for a round of stories of how your core values made a difference this past quarter. Stories should come quickly without prodding. Are we using it in our everyday language? Are people referring to the company core values in their everyday discussions? Or do they change their voice and go into corporate speak when core values are mentioned? For example, at Rhythm Systems, we ask did we go the 2nd mile for this customer today? Go the 2nd Mile is one of our core values, and we validate it everyday when we inspect to make sure that we are thinking about 2nd mile ideas when we service our customers.!7

8 If you have not written down your core values, today is a good day to start. I used to think that company culture should be natural and that by writing it down, you would lose spontaneity. I was wrong! I realized later (after lots of pain) that if I was not intentional and purposeful about shaping the culture in my company, it would get shaped like a weed with terribly negative consequences. Teams become dysfunctional if there are no boundaries and guidelines provided. Think of writing down your core values to provide a handful of rules and boundaries that will give everyone the freedom to interact in a safe environment. A safe environment is key towards having regular great execution. Here are 5 steps you can take to discover your core values: Pick a couple of folks that would be great ambassadors for you. What are the character or behavioral traits that you are proud of and want to see in everyone in your company? This is the "Live by" part. Now think about who you have fired that was not due to performance results, but due to difficulties in getting along with others. They just did not "get it" working in your company. This is the "Die by" part. Write down the behavioral traits that got them fired. Now convert these negative traits from your "Die by" list to positive and add them to the "Live by" list. Organize the list by removing duplicates. Now discuss, debate and agree with your team. 4 5!8

9 How to roll out your core values to your team Before you announce your core values to everyone in the company, consider living with and observing if these core values do indeed work for you and your company. Make sure these core values are not just for show. Can you walk the walk, and talk the talk? Don't be shy. Try them on like a new suit. If they do not fit or feel right, discuss again and change them until they fit perfectly. After "fitting" for a quarter, ink it, and roll it out to your company. The Ultimate Test of your core values is if you are willing to use them as the bright line to hire and fire by. This ensures that you have the Right People on your bus. 8 Practical Ways to Use and Live Your Core Values Use it in your everyday language. Use your core value phrases as part of your natural language every day. Keep stories. Write down personal stories of how your core values worked in the lives of your associates. Recruiting. Hire and fire based on your core values. Test that candidates have these values before you bring them on board. Job skills are easier to train than changing behavioral patterns. Orientation for new employees. Use stories to set expectations on behavior and work philosophy for new employees joining the company. Review and appraisal process. Incorporate your core values into your formal review process. Recognition & Reward. Name your company awards after your core values. Implement an employee recognition box where people can submit teammates for awards with a great core value story to share. Company newsletter. Use core values in regular employee newsletters. Provide a core values corner to share stories. Quarterly themes. You can use core values in themes to help focus people on the main thing for the quarter.!9

10 Chapter 3 Question 3: Do I have the right team for today and tomorrow? We are Going To grow and develop the right organization that can run a business 2X the size of your company today In a way that Clarifies the organizational structure of the company Identifies the company s key roles and capabilities for the future Maximizes the potential and strengths for all your current leaders So that you will have the right people in the right seats doing the right things to manage the company 3 to 5 years from now. i!10

11 I skate to where the puck is going to be, not where it has been. 11 Do you have a Future Puck Program? To help your team develop themselves and skate to where the puck is going to be??? 12 Wayne Gretzky Do you know what the right roles and skills are for an organization that can manage a business 2X your current revenues? 13?? Do you have a Path of Progress for all your executives to skate to where the puck is going to be in 3 to 5 years??? 14 Do you have the regular rhythm to skate to where the puck is going to be in 3 years?!11

12 1 Future Puck Program Develop your team NOW so that they have key roles in the future The concept is rather simple. Create a formal program to help each leader skate to where the puck is going to be. How will their roles change? What skills or capabilities do they need to acquire to continue being effective in 3 years? 4 Steps to Create your Future Puck Program Where is the puck going to be in 3 years? Begin with the end in mind. Clarify your growth strategy for the next 3 years. What are our winning moves that will help us 2X our revenues in 3 years? What products or services? What is the right organizational chart? What are the key roles in your future organizational chart? What results are expected from each role? What are the skills needed for each role? What s our plan to fill it? Internal candidates as well as hiring from the outside? What is every leader s Path of Progress towards where the puck will be? Do the hard work to help every leader consider successful roles and build towards the future together. What skills do they need to acquire? What roles take advantage of their strengths? What is your plan for coaching and helping each leader stay on track? What is the coaching plan for each person to track and measure their progress? How will you help them stay on track? What is the Cost for Not having a Future Puck Program? Emotional cost to replace long time team members Financial cost to retrain new people Time cost to rebuild teams that execute well together Profit cost as projects falter or pause while we get new leaders on board, through orientation and contributing at a high level!12

13 12 Organizational Roles & Capabilities Visualize and develop your organization for the future today Take the time to work on your future organization now. Think through the key roles and how they will be filled. It is great if current leaders can step up and be in key leadership roles in the future as well. To do this successfully, you need to know what it takes for each role to be successful. Future Organization Roles & Skills Role Results Expected Skills Required Head of Company Head of Finance Head of Marketing Head of Manufacturing (Make/Buy) Head of Operations (Deliver) Head of Research & Development Click Here Assess and Develop Leaders Free Webcast and Download these 2 Tools Role Candidate Strengths Skill Gaps Leadership Gaps { Head of Ops Example: Jack Project management LEAN Systems Delegation...!13

14 13 Path of Progress for Each Executive Do the work! Get on a regular path to close skill and leadership gaps Get each executive into your Future Puck Program. Have a crucial conversation and ask them which roles they might enjoy in the future. Don t just assume that they should fill the roles that they currently have. There might be new roles that their skills and strengths are better suited for. It is also an opportune time to find out what they do not enjoy doing... what they are taking one for the team on. Consider finding someone else who will love what they do not enjoy. Build new strengths in your company by hiring to cover existing weaknesses. Leaders cannot be grown overnight. Most companies waste time and money and miss opportunities because they do not have a Future Puck Program that allows them to meet future growth opportunities prepared for success. The great companies get prepared.!14

14 Regular Rhythm Get on a regular rhythm and skate to where the puck is going to be! True improvements do not come from only attending workshops and seminars. Those are educational events.

15 14 Regular Rhythm Get on a regular rhythm and skate to where the puck is going to be! True improvements do not come from only attending workshops and seminars. Those are educational events. Improvement and behavioral change only come from having a regular rhythm to work on what you learned from workshops and seminars. Suggested Rhythm for Each Executive Start The Year Right Begin with the end in mind. What job skills and leadership skills do you want to work on for the year? Stronger Every Quarter What ONE thing do you need to work on each quarter? What skills or leadership ability do you need to learn? Who can help you and coach you? Monthly Coaching Meet with a coach every month. Work on the ONE thing you wanted to improve this quarter. Weekly Accountability Use a buddy accountability system. Share with your buddy each week what you wanted to accomplish and if you did what you said you were going to do. Weekly Journal Use a journal to reflect on what you learned every week. Begin by committing to writing a single line in your journal. And over time, you will find more things to write.!15

16 Chapter 4 Question 4: How do I use coaching to grow my leadership team? We are Going To learn how to coach and develop your leadership team In a way that Builds them up as stronger leaders Gives them ownership of their own growth Path Of Progress Gives them a process and rhythm to continue growing on their own So that my current leadership team can increase their leadership lid and grow as our company grows. i!16

17 1 Start with a Great Coach Get serious about growing your team An experienced coach can help your senior team determine their leadership blindspots. And over time, a coach can help them become stronger leaders that lead to stronger execution by their teams. It s not how effective they are at their jobs. Rather, it s how effective the leaders teams are at their jobs. A great coach will ask questions to... Help you lead your team better: Marcus Buckingham s research proved that the manager is the #1 reason behind the performance of a team. Consider various points of view when presented with difficult decisions.? Hold you accountable to do what you say you are going to do and learn what you say you are going to learn in order to improve and grow with the company. Gain clarity and focus on your goals and what you are supposed to achieve.!17

18 12 Regular Rhythm of Coaching The journey of a thousand miles begins with a single step 4 Steps to get going with Coaching Begin with your Path Of Progress You own your Path Of Progress. Get yourself a coach and take the first step. Work on the first item on your path of progress. Lao Tzu Commit to a rhythm of monthly and quarterly coaching True improvement only comes if you get into a regular rhythm. Here are 3 agenda items I would suggest when you meet monthly and quarterly with your coach: (1) Leadership abilities to grow; (2) Skill gaps to fill in your Future Puck Program; (3) Open talk time for any challenge or opportunity that s on your mind. Get feedback from others Request and receive feedback from your peers as well as teams that you manage. Write weekly in your journal The act of writing helps imprint what you learn into your mind and habits. Write down what you have learned each week and what you would like to achieve the next week. The best leaders are always a continuous work in progress.!18

.. (How I want to grow) 4 My Coach: 5 Coaching Date: Worked On Learnings & RYG Next Actions When Download This Tool Coaching Date: Worked On

19 13 Coaching Tool Download this coaching tool Rhythm Tools People: Performance Coaching 1 Name & Date Objective (One Thing for this Quarter) 2 Desired Results Measure? SG (A+) Green Yellow Red Between G/R Between G/R Between G/R 3 Coaching Desired (1-3 Topics/Skills) Successful if... (How I want to grow) 4 My Coach: 5 Coaching Date: Worked On Learnings & RYG Next Actions When Download This Tool Coaching Date: Worked On Learnings & RYG Next Actions When Click Here Coaching Date: Worked On Learnings & RYG Next Actions When v Copyright Rhythm Systems, Inc. All rights reserved.! 1!19

20 Summary Learning is good... but doing is much better Consider these Action Steps, and take action now! Take stock. Do I have the Right People in the Right Roles? Start your Future Puck Program and build towards a successful future Have each executive develop and own their Path Of Progress Invest in a coach and get on a regular rhythm to skate to where the puck will be!20

21 For more learnings... about people and other business topics,! join our blog at Rhythm Systems, Inc.!21

22 People Deep Dive Session Build a High Performance Team for Today and Tomorrow Do you have a People Plan that will take you to the next level?! If not - let our Expert Coaches help you: Determine the right roles needed to grow the company today and tomorrow Create a path to grow existing team members Identify critical people gaps and create job scorecards to fill them Click Here!22

LEADING A CULTURE TRANSFORMATION

LEADING A CULTURE TRANSFORMATION CONTENTS Introduction... 1 Understanding Organizational Culture Transformation... 2 Is Culture Transformation Needed in Our Organization in the First Place?... 3 When and