4 Disciplines to Reinvigorating your Local Chapter

1. 4 Disciplines to Reinvigorating your Local Chapter April 11, 2007

2. What is your end in mind? • OK, you have decided you want to start a Chapter • What is your vision? • To help others grow, develop your personal leadership skills and bring together broadband technical professionals in your community. • Who do we want on your team? • Disciplined people • Disciplined thought • Disciplined action

3. First who, then what • We began by first getting the right people on the bus and the wrong people off the bus. Now we can figure out where to drive it. • “Who” questions come before “what” questions – before vision, before strategy, before organization structure, before tactics. First who, then what as a rigorous discipline, consistently applied. • The comparison companies frequently followed the “genius with a thousand helpers” model. This model fails when the genius departs. Good to Great – Jim Collins

4. The Great Execution Gap • Execution is the great unaddressed issue in most organizations today. It is one thing to have clear strategy; quite another to actually implement and realize the strategy, to execute. • There are many things that effect execution in an organization but FranklinCoveys xQ research shows that there are six core drivers to execution in an organization: clarity, commitment, translation, enabling, synergy and accountability. • We call them execution gaps:

5. The Great Execution Gap • Clarity – people don’t clearly know what the goals or priorities of their team or organization are. • Commitment – People don’t buy into the goals. • Translation – people don’t know what they individually need to do to help the team or organization achieve its goals. • Enabling – people don’t have the proper structure, systems or freedom to do their jobs well. • Synergy – people don’t get along or work well together. • Accountability – people don’t regularly hold each other accountable.

6. Gauge Process Execution Wildly Important Goal Tasks / Activities Clarity Commitment Translation Enabling Synergy Accountability

7. The 4 Disciplines of Execution

8. Discipline 1 Focus on the Wildly Important Remember, the more we narrow our focus, the greater our chance of achieving our goals with excellence. Important Goal • A goal with much significance, consequence, or value. Wildly Important Goal • A goal that makes all the difference. Failure to achieve this goal renders any of our other achievements inconsequential.

9. Discipline 1 Focus on the Wildly Important • The first step is to form a Meeting Group • This is an introductory phase to forming a SCTE Chapter • Getting started • Contact SCTE Director of Chapter Support, Robert Fenton at chapters@scte.org or 800-542-5040 • Recruit people in your area who are interested in helping you establish an SCTE chapter. Local MSO involvement is imperative to your success. No involvement, no commitment. • Set a date for an initial planning meeting.

10. “Meetings…are not an empty ritual to be suffered through before getting ‘back to the office.’ Meetings are events in which real work takes place.” —Michael Begeman,Manager of the 3M Meeting Network

11. EffectiveMeetings Which of the following are true of your meetings? • Our meetings revolve around our wildly important goals. • Meetings are held regularly and often. • There is clear accountability and follow-through. • Successes are celebrated. • People report struggles and failures openly. • There is robust brainstorming and problem-solving. • People commit to helping each other. • People leave energized.

12. Effective Meetings What effective meetings are all about . . .

13. Effective Meetings Checklist

14. Conduct a Brainstorming Session • A facilitator-led meeting with specific ground rules. • Purpose/agenda: • What is happening? • How are we reacting? • What can we do differently going forward? • Separate the act of inventing options from the act of judging options. • Broaden our options rather than seek a single solution. • Search for mutual gains. • Invent ways of making decisions easily.

16. Discipline 2 Create a compelling scoreboard • We are not really serious about the goal until we start keeping score

17. Discipline 3 Translate lofty Goals into Specific Actions • Think “new and better.” • Plan weekly. • Plug into your planning system. 33

18. Discipline 3 Translate lofty Goals into Specific Actions Finding the New and Better • Where in your organization (or in another company) are people consistently achieving their wildly important goals? • What evidence validates that superior performance? • What are the critical behaviors these superior performers consistently do? Identify “pockets of excellence.” 35

19. Discipline 3 Translate lofty Goals into Specific Actions Finding the New and Better • What is it you want the team to accomplish? • In an ideal, barrier-free world, what one or two things would we do to accomplish the wildly important goals? • Are any of these ideal behaviors doable right now? Create it from imagination. 35

20. Discipline 3 Translate lofty Goals into Specific Actions Plan Weekly Is your week happening to YOU… or are YOU happening to your week? What is the most important thing I can do to advance the project today? This week?

21. Discipline 3 Translate lofty Goals into Specific Actions Plan Weekly • Little rocks: All of the little things that fill up your day but are not the wildly important things. • Big rocks: The wildly important things.

22. Discipline 3 Translate lofty Goals into Specific Actions Typical Week M T W Th F Sa Su

23. Discipline 3 Translate lofty Goals into Specific Actions Big Rocks Week M T W Th F Sa Su

24. Plug into your Planning System • We’ve talked about thinking “new and better” all the time. The second step was weekly planning. The next step is to plug into your planning system. • Unless you actually block out time in your planning system for the key weekly goals and tasks you’ve identified, they won’t get done. • This is the step most people skip. They develop a good plan, but then fail to schedule blocks of time to get the plan done. • Remember the “big rocks” metaphor- if you don’t schedule time for your big rocks each week, your life will fill up with minutia. • You can use a variety of planning tools including software, handheld devices, and paper.

25. Discipline 3 Translate lofty Goals into Specific Actions At the initial planning meeting • Name your group • Elect officers – the group organizers will most likely become the first board of directors. Remember, every Officer and Board Member must be an Active SCTE member • Using the template provided by SCTE Headquarters, draft bylaws to establish the structure and operating procedures for your group • Assign someone the responsibility to open a Chapter bank account and post office box • Secure funding – many times, one of the founding member’s companies will lend or contribute money to get your first mailing out and reserve meeting space. Determine who will be responsible for securing funding. • Submit letter requesting approval of meeting group

26. Discipline 3 Translate lofty Goals into Specific Actions Moving Forward • Send your by-laws, bank account information, officer listing and post office box information to Robin Fenton at SCTE to review • Upon review and initial approval, your bylaws will be submitted to the Board of Directors for approval • SCTE HQ will notify you of the approval of your bylaws • Subscribe to Chaplist. Each of your officers should subscribe to Chaplist, and email listserv that enables you to solicit feedback and share ideas with other chapter leaders. Plus, you’ll get the latest chapter news from SCTE HQ. • Find a mentor! Use Chaplist to solicit advice from other chapter pioneers who can share ideas and pitfalls to avoid or ask Robin Fenton for references.

27. Discipline 3 Translate lofty Goals into Specific Actions Now You’re Ready • Select a date for your first meeting. Pick a day of the week and time that you will live with indefinitely (ie second Tuesday of the month at 10:00). Consistency is key to maintaining high attendance. Also, set the date far enough into the future to give you time to promote the event (at least 6 weeks) • Select a good location for your first technical meeting. Choose a central location near the center of the area you plan to serve and from which you wish to draw members. Again, pick a location you can live with. You don’t want to change locations or members will have a difficult time finding you.

28. Discipline 3 Translate lofty Goals into Specific Actions Now You’re Ready • Pick a dynamic topic and speaker for your first meeting. High attendance at the first meeting is critical. If the program is good, word will spread, and more people will come to the next meeting, and the next. • Determine the meeting registration fee for members and nonmembers. • Spread the word about your first meeting. Call SCTE HQ to obtain contact information for SCTE members in your area. SCTE HQ can send an email to members in your area free of charge (available for initial meeting only). Plus, use phone books, supplier mailing lists and the latest edition of the Television and Cable Factbook to get names and addresses of cable systems within your meeting area. Faxes and emails are an inexpensive alternative to mailings. • Assign responsibilities for the first meeting, so everyone understands his/her role (name tags, registration, announcing speaker, etc.

29. Discipline 3 Translate lofty Goals into Specific Actions First meeting • Be professional! This meeting will set the tone for all future meeting. Start on time. • Recruit volunteers (to plan future meetings, write a newsletter, promote your chapter, organize fundraisers, etc) • Have fun! • Celebrate your success. You’ve worked hard, enjoy the fact that you accomplished your goal! • Submit your meeting report using the online form within 30 days of your meeting.

30. Discipline 4 Hold each other accountable – All of the time Maintaining commitment to the goal requires frequent team engagement and accountability Execution at an “A+” Level • You get an “A” for doing what you said you’d do – keeping your commitments. • You get an “A+” when you keep your commitments and help others keep theirs.

31. Discipline 4 Hold each other accountable – All of the time The flywheel and the doom loop • Sustainable transformations follow a predictable pattern of buildup and breakthrough. Like pushing on a giant flywheel, it takes a lot of effort to get the thing moving at all, but with persistent pushing in a consistent direction over a long period of time, the flywheel builds momentum, eventually hitting a point of breakthrough.

32. Discipline 4 Hold each other accountable – All of the time • If we try to skip slowly accumulating momentum – turn by turn of the flywheel – if we try to skip buildup and jump directly to breakthrough we will end up with disappointing results. We will lurch back and forth failing to maintain consistent direction and fall into the pattern of the doom loop.

33. Bring it Home • Remember “No involvement, No commitment” • We are working with volunteers so maintaining enthusiasm is key • Capture best practices and lessons learned • Talk to successful chapters • Identify their behaviors and get the evidence that validates their superior performance • Translate your lofty goals into specific actions and then execute • Make a stop doing list

34. 4 Disciplines to Reinvigorating Your Local Chapter Thanks for coming! • Open discussion • Questions & Answers