Execution and Accountability - UBT New Zealand
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Execution and Accountability
UBT – New Zealand
Stephen Lynch
Get the slide deck:
www.RESULTS.com/slides
Get the software demo:
www.RESULTS.com Promo Code: UBT
90% of those who join health and fitness clubs will stop going within the first 90 days.
International Health Club Association
90% of those who join health and fitness clubs will stop going within the first 90 days.
International Health Club Association
90% of strategies FAIL due to poor execution [1]
Only 27% of employees have access
to their company strategic plan [2]
Only 1 in 20
employees
understands their
company strategy [3]
?
150,000 workers surveyed
Only 15% knew their company’s top priorities
Only 6% knew their own
individual priorities [4]
“However beautiful the strategy, you should occasionally look at the results”
Winston Churchill
92% of companies don’t measure KPIs [3]
Execution & Accountability - why so hard? Why is Business Execution so hard?
1. Why it all starts with a big goal
2. How to make performance visible
3. The power of small wins
4. How to really hold your people accountable
Agenda
Goal Setting is not Strategy
What is Strategy?
Big Hairy Audacious Goals
First we set our long-term Goal (BHAG)
Then we plan our Strategy, i.e. our climbing route & base camps along the way
it
- A measurable goal with a deadline
- Long timeframe (suggest 5 - 10 years)
- Clear, compelling and easy to grasp
- Inspires all your people, not just the management team
- Beyond current capabilities of the organization
- Set in understanding, not bravado
- Can outlive the involvement of the current leaders
Characteristics of a good BHAG©
Note: It’s not about being as large as possible, it’s about being “great”
Define what “greatness” looks like for you, and how you will measure it
What could your company be the best in the world at?
List your answers below:
What is your company passionate about?
List your answers below:
How will you make money in the future? (your revenue model)
List your answers below:
Describe your company at a future date: (e.g. 2020)
Question: Your decision:
What will be your revenue?
What will be your profit?
Size & scope of your company operations?
Number of offices?
How many staff?
What products and services will you be offering?
List your answers below:
What geographic locations will you be serving?
List your answers below:
Describe a typical work day at your future company?
List your answers below:
What other measures of success have you achieved?
List your answers below:
BHAG© – statement
The words, phrases, and vivid, detailed descriptions of your ideal future vision
which underpin your BHAG©
Best in (your) world at
$$$$
Customers
Purpose
People Products
Achievements
Services
Scope
Culture
Typically expressed as a goal statement (supported by a vivid description of what your company will be like when you achieve it)
“The world’s #1 brand for house cleaning robots, (Expression of category leadership)
with annual sales of 15,000,000 units by 2020” (plus a tangible measure you can use to
track your progress toward your BHAG)
State your BHAG© in <140 characters
State your BHAG©
State your BHAG© ( in less than 140 characters )
Where will you display your BHAG©
so it is clearly visible to your people every day?
List your answers below:
BHAG©
Core Values Core Purpose
Vision
BHAG © The compelling view you will see when you reach the top
Core Values Rules for team behavior, no matter what mountain you climb
Core Purpose The reason why you climb mountains at all
RESULTS.com - One Page Strategic Plan
1. Why it all starts with a big goal
2. How to make performance visible
3. The power of small wins
4. How to really hold your people accountable
Agenda
Radical Transparency Drives Business Execution
Make Performance Visible
RED = Unacceptable performance standard
YELLOW = Watch closely. Need help?
GREEN = Target performance standard
Using the “traffic light” concept to track KPIs
In the past, we used Spreadsheets / Excel
We wanted a software solution that: ● Offers a shared platform to view the Strategic Projects and Key Performance Indicators, so that
everyone in the company knows what the strategic plan is and the important things they need to
focus on to play their part
● Provides a helicopter view of how everyone is performing, including the ability to monitor team
and individual progress at a glance
● Uses color coding to show whether a Strategic Project or KPI is on track
● Has the ability to assign tasks to specific individuals to move goals forward
● Displays daily reminders to hold people accountable to make sure tasks are completed on time
● Runs more effective team and one-on-one meetings that drive the business forward
● Records meeting minutes and decisions made
● Enables real-time collaboration to capture conversations, discussions, and feedback
● Integrates with other commonly used business software
● Is available anywhere, anytime, on any device
Use this checklist for any software
system you choose or develop
Now we use our software to track KPIs
Key Performance Indicators
RED = Project behind schedule. Sound alarm!
YELLOW = Watch closely. Need help?
GREEN = Project on schedule
Using the “traffic light” to track Projects (Big Rocks)
Strategic Project (Big Rock) #1 Due Date Person
Accountable
Implement initiatives to reduce installation time to <20 days 31 Dec David
Associated Individual Tasks
Create & document quality assurance process for installation 15 Nov David
Train all installation team members in the revised process 30 Nov Jenny
Implement post installation audit program for completed jobs 15 Dec Peter
In the past we used Whiteboards / Excel
Now we use our software to track Projects & Tasks
Projects & Tasks
Everyone knows their own individual accountabilities
You can also see how the various teams are performing
Team leaders can drill down to identify the cause
Looks like Craig is struggling?
“What are the reasons for this trend Craig?”
Craig
Assign a Task to diagnose and solve the problem
Radical Transparency Drives Business Execution
How will you make performance visible so your people “know the score” every day?
List your answers below:
1. Why it all starts with a big goal
2. How to make performance visible
3. The power of small wins
4. How to really hold your people accountable
Agenda
The Progress Principle
Celebrate “Small Wins” every step of the way
How will you let your people measure their progress and experience the joy of “winning” every week?
List your answers below:
1. Why it all starts with a big goal
2. How to make performance visible
3. The power of small wins
4. How to really hold your people accountable
Agenda
Confront poor performance
Craig
“What are the reasons for this trend Craig?”
Assign a Task to address the issue
“He that is good for making excuses is seldom good for
anything else.”
Benjamin Franklin
“Leaders owe it to the organization & their fellow workers,
not to tolerate non-performing people
in important jobs”
Peter Drucker
They wish they had dealt with poor performance sooner!
#1 Regret of Business Leaders
Who do you need to speak with this week about their level of performance?
List your answers below:
Praise Frequently
Who do you need to praise this week?
List your answers below:
Get the slide deck:
www.RESULTS.com/slides
Get the software demo:
www.RESULTS.com Promo Code: UBT
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