The Secret Sauce Is Execution: The Art of Getting Things Done!

Transcription

1 SESSION 410 Thursday, May 11, 10:00am - 11:00am Track: Service Desk Masters The Secret Sauce Is Execution: The Art of Getting Things Done! Kenneth Wendle Instructor, consultant, speaker, Edify ITSM, Inc. ken.wendle@edifyitsm.com Session Description Go for it! Just do it! Get r done! Popular culture is full of references to execution: the art of getting things done. So why does it sometimes seem so difficult to just get things done? Just when you think you re making progress, so many things tend to get in the way. This insightful and entertaining session will provide concrete examples of the power of execution and practical advice on getting out of the paralysis of analysis and into the arena of achievement! Speaker Background Ken Wendle, known for his pragmatic and insightful advice, whether as instructor, consultant, or speaker, is a cofounder and past president of the itsmf USA and past member of the HDI Strategic Advisory Board. Ken is recognized for his pivotal role in creating awareness, adoption, and global expansion of ITIL and ITSM best practices. He is the author of numerous white papers and articles, and his entertaining presentations have been a enjoyed nationally and internationally. Ken is also the only person (thus far) to have received two prestigious industry awards: the itsmf USA Lifetime Achievement Award (2007) as well as the HDI Ron Muns Lifetime Achievement Award (2016).

2 The Secret Sauce is Execution The Art of Getting Things Done! Ken Wendle, FSM Edify ITSM, Inc. & Propoint Solutions

3 First things First THANK YOU! AGENDA The Essence of Effectiveness Purging Poisonous Politics The Vital Value of Vision Proper Prioritization The Elements of Execution The 4 Disciplines Maintaining Momentum

4 The Essence of Effectiveness Effectiveness: Getting the results you want today, in a way which allows you to get even better results in the future. Greatness: Sustained - and sustainable superior performance. Purging Poisonous Politics Dirty Politics vs. Clean Politics Set goals! Don t make wishes. Focus on behavior: The 4 Political types Behavior HELPS Personal Goals Behavior HURTS Personal Goals Behavior HELPS Business Goals Winner Martyr Behavior HURTS Business Goals Sociopath Dimwit From Secrets to winning at office politics M.G.McIntyre, Ph.D.

5 Purging Poisonous Politics The Political Golden Rule: Never advance your own interests by harming the business or hurting other people. Purging Poisonous Politics Political Fact: The person with the most power wins. The Power of Results The Power of Knowledge The Power of Attitude The Power of Empathy The Power of Networks The Power of Inclusion The Power of Detachment

6 The Value of Vision What is the vision? Where are we now? How do we keep it going? Where do we want to be? How do we get there? EXECUTION! Did we arrive? Copyright AXELOS Limited All rights reserved. Material is reproduced under license from AXELOS. Copyright AXELOS Limited All rights reserved. Material is reproduced under license from AXELOS. Proper Prioritization Definitions: Important Goal: A goal with significance, consequence, or value Wildly Important Goal (WIG): A goal that makes all the difference.

7 Proper Prioritization The most important thing is to keep the most important thing the most important thing! important urgent I: necessity crises deadlines maintaining not urgent II: opportunity PC activities planning & prevention commitment WIGs not important III interruptions some meetings some reports IV trivia busy work time wasters Proper Prioritization The Whirlwind WHIRLWIND (The Day Job) URGENT GOALS (New Activities) IMPORTANT

8 The Elements of Execution Execution is THE great unaddressed issue in the business world today. Ram Charan The Elements of Execution Execution is THE great unaddressed issue in the business world today. Ram Charan

9 The Elements of Execution Sustained Superior Performance Achieving business results Define and install an Execution process - The Four Disciplines of Execution - Because People need to know the goal (1) People need to know what to do to achieve it (2) People need to know the score at all times (3) People need to hold themselves accountable (4) The Elements of Execution Says Easy, Does Hard Is Counterintuitive Is an operating system

10 The 4 Disciplines of Execution Discipline 3 KEEP A COMPELLING SCOREBOARD Discipline 1 FOCUS ON THE WILDLY IMPORTANT Discipline 2 ACT ON LEAD MEASURES Discipline 4 CREATE A CADENCE OF ACCOUNTABILITY 1. Focus on the Wildly Important Emphasis: FOCUS The more we narrow our focus, the greater our chance of achieving our goals with excellence. Outcome: Clarify your team's WIGs and align them to the organization so you and/or your team are clear and committed to the most important objectives(s) amidst all the other competing priorities (a.k.a. The Whirlwind )

11 1. Focus on the Wildly Important Approach: A Bold Vision What new services, new markets, new technology should we invest in? Assess the importance in terms of value to customers! What is/are the Game Changer(s)! 1. Focus on the Wildly Important WHIRLWIND (The Day Job) GOALS (New Activities) NARROW FOCUS HERE

12 1. Focus on the Wildly Important Simply put, Discipline 1 is about applying more energy against fewer goals because, when it comes to setting goals, the law of diminishing returns is as real as the law of gravity. NUMBER OF GOALS (In addition to the Whirlwind) GOALS ACHIEVED WITH EXCELLENCE Focus on the Wildly Important CONVENTIONAL THINKING All of our goals are Priority 1. We can successfully multitask and succeed at five, ten or fifteen important goals. All we need to do is work harder and longer 4DX PRINCIPLE Many of our goals are important, but only one or two are WIGs - wildly important goals which are the goals we must achieve. Our finest effort can only be given to one or two wildly important goals at a time.

13 THERE WILL ALWAYS BE MORE GOOD IDEAS THAN THERE IS CAPACITY TO EXECUTE. 1. Focus on the Wildly Important WHIRLWIND (The Day Job) GOALS (New Activities) WILDLY IMPORTANT GOAL

14 1. Focus on the Wildly Important Rules Rule #1: No team focuses on more than 2 WIGs at a time Rule #2: The battles chosen must win the war Rule #3: Senior leaders can veto, but not dictate Rule #4: All WIGS have a finish line (A to B by when) NASA S GOALS: The expansion of human knowledge of phenomena in the atmosphere and space; 2. The improvement of the usefulness, performance, speed, safety, and efficiency of aeronautical and space vehicles; 3. The development and operation of vehicles capable of carrying instruments, equipment, supplies, and living organisms through space; 4. The establishment of long-range studies of the potential benefits to be gained from, the opportunities for, and the problems involved in the utilization of aeronautical and space activities for peaceful and scientific purposes; 5. The preservation of the role of the United States as a leader in aeronautical and space science and technology and in the application thereof to the conduct of peaceful activities within and outside the atmosphere; 6. The making available to agencies directly concerned with national defense of discoveries that have military value or significance, and the furnishing by such agencies, to the civilian agency established to direct and control nonmilitary aeronautical and space activities, of information as to discoveries which have value or significance to that agency; 7. Cooperation by the United States with other nations and groups of nations in work done pursuant to this Act and in the peaceful application of the results thereof; 8. The most effective utilization of the scientific and engineering resources of the United States, with close cooperation among all interested agencies of the United States in order to avoid unnecessary duplication of effort, facilities and equipment NASA S GOALS: 1961 I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth. - President John F. Kennedy Delivered in person before a joint session of Congress May 25, 1961

15 1. Focus on the Wildly Important? What?? How How How? What? Battles War A to B Navigation by When Man A to on B the by When Moon A to B by Propulsion When A to Life B by Support When? A to B by When A to B by When A to B by When Discipline 1 is the FOCUS discipline Discipline 3 KEEP A COMPELLING SCOREBOARD Discipline 1 FOCUS ON THE WILDLY IMPORTANT Discipline 2 ACT ON LEAD MEASURES Discipline 4 CREATE A CADENCE OF ACCOUNTABILITY

16 2. Act on the lead measures Emphasis: LEVERAGE Outcome A process for individually selecting and activating the critical few weekly objectives that will drive the goal. Paradigm Old If people know the goal, they'll know what to do about it New Goals will never be achieved until everyone on the team knows exactly what they're supposed to do about them 2. Act on the lead measures LAG MEASURE MEASURES THE GOAL Eg., Annual Water production LEAD MEASURE PREDICTIVE: Measures something that leads to the goal INFLUENCEABLE: Something we can influence Eg: % shifts with full crews % compliance to preventative maintenance

17 2. Act on the lead measures Approach Think "new and better" Identify "pockets of excellence" Create it from imagination Plan weekly Plug into planning system Identify behaviors Get everyone to agree Provide training, practice, testing, reinforcement Do it, report (Check) and adjust (Act) 2. Act on the lead measures ROCK (LAG MEASURE) PREDICTIVE INFLUENCEABLE

18 2. Act on the lead measures LAG MEASURES Customer Satisfaction with process Number of changes backed out Number of changes creating incidents LEAD MEASURES Increased percentage of changes that meet agreed requirements Increase in change success rate Reduction in number compliance issues for the change management process Discipline 2 is the LEVERAGE discipline Discipline 3 KEEP A COMPELLING SCOREBOARD Discipline 1 FOCUS ON THE WILDLY IMPORTANT Discipline 2 ACT ON LEAD MEASURES Discipline 4 CREATE A CADENCE OF ACCOUNTABILITY

19 3. Keep a compelling scoreboard Emphasis: ENGAGEMENT Outcome Identify key measures for goals, transform them into a visible, dynamic scoreboard Paradigm Old Once we've communicated the goal, people will know we're serious about it. New We're not really serious about the goal until we start keeping score. 3. Keep a compelling scoreboard Approach Measure Types Lag (past) Lead (future prediction) Real Time (right now) Characteristics of a Player s Scoreboard Simple Visible Lead AND Lag measures Quickly communicates: AM I WINNING?

20 3. Keep a compelling scoreboard 3. Keep a compelling scoreboard Associate AVG Mary x x 2 Bob x x 3 2 Sally x x Jeff 0 0 x x Phyllis 3 x x Stuart x x Charles x x 2.8 TOTAL Lead Measure: Complete two quality site visits per associate pert week 90% WIG: Increase revenue to $32,000 by December 31 Discipline 3 is the ENGAGEMENT discipline Lead Measure: Upsell our premium package To 90% of all events

21 Discipline 3 KEEP A COMPELLING SCOREBOARD Discipline 1 FOCUS ON THE WILDLY IMPORTANT Discipline 2 ACT ON LEAD MEASURES Discipline 4 CREATE A CADENCE OF ACCOUNTABILITY 4. Create a Cadence of Accountability To review Discipline 1: Focus Discipline 2: Leverage Discipline 3: Engagement Discipline 4: Achievement

22 4. Create a Cadence of Accountability Objectives: Paradigm Shift Old As long as the goal is clear and compelling, people will remain focused and committed to it New Maintaining commitment to the goal requires frequent team engagement and accountability 4. Create a Cadence of Accountability Approach: Regular WIG Sessions 1 Account 2 Review the Scoreboard Report on last Week s commitments Learn from Successes and Failures 3 Plan Clear the path and make commitments

23 4. Create a Cadence of Accountability WIG (Lag Measure) Weekly Commitments Lead Measure Discipline 1 Discipline 4 Discipline 2 Maintaining Momentum Discipline 4 Achievement Cadence of Accountability How do we keep it going? What is the vision? Where are we now? Where do we want to be? How do we get there? Discipline 1 Focus Discipline 2 Leverage Did we arrive? Discipline 3 Engagement Copyright AXELOS Limited All rights reserved. Material is reproduced under license from AXELOS.

24 A grateful acknowledgement of presentation references! Look for them in the Bookstore!!!! I hope you enjoyed and received value from this session! Session 602 Secret Sauce: The Power of Execution And please don t forget to complete an evaluation Ken.wendle@edifyitsm.com

25 Thank you for attending this session. Please complete the short evaluation for this session on your mobile device. It is available in your or through the conference app.

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