SBL Workshops Facilitator Training

1. SBL Workshops Facilitator Training

2. Getting Your Member to Use SBL Learning Objectives • Dealing with common objections • Embracing SBL as part of personal and company culture • Reinforcing SBL benefits through use of Personal Vision • Integrating SBL into Board Meetings • Conducting a Strategic Planning Workshop

3. Agenda Positioning SBL Workshops Pre-Planning Conducting the Workshops Case Studies

4. POSITIONING SBL WORKSHOPS

5. Creating Demand for Strategic Workshops Reasons to Act Your members joined TAB to work ON their business not IN it To gain new perspective To establish accountability

6. No Excuses SBL can be used by businesses of all sizes and all levels of success. EXCUSES

14. Creating Demand for Strategic Sessions • Use SBL live in board meetings at least three times per year • Create Booklets with the One Page report for all members • Distributed for all members so each can see other’s plan • Project SBL plans on screen during a discussion of each members plan • No one get’s off the hook • Real time updates

15. The Need for Strategic Workshops Members who are dissatisfied with info supplied by their direct reports will have an opportunity to create alignment through the workshops The involvement of their entire leadership team serves to create a business less dependant on the member – and achieves more buy-in on the plan Their business will improve – isn’t that the idea?

16. Benefits of a Workshop • NOT A RETREAT! • This term is seen as negative and defensive • Use Workshop, revival, strategic session, but do not call it a retreat • Dedicate time to the improvement of the company • Liberate your member from the day to day issues and problems • Lay the groundwork for success • This is an energizing event

17. Benefits of Being Offsite • Getting away • The site needs to be neutral so the existing power dynamics are reduced. • No one’s home turf. • No interruptions • Offsite prevents walk in interruptions • Ban personal communication devices • Increases perceived importance • Focus

18. Creating Demand for Strategic Sessions • Integrate SBL live in board meetings at least three times per year • November/December Meetings • Establish Next Year’s Strategic Plan • April/May Meetings • First Tertial Accountability • August/September Meetings • Second Tertial Accountability

19. Pre-work

20. Who Attends the Workshop • Key decision makers • Owners, Managers • Partners/Shareholders • Passive investors • Up and coming stars • Shake it up • Gets new ideas/perspective • Recognition

21. Pre-Work for the Workshop • DiSC and PIAV Profiles • All participants • TAB Vantage – Assesment & Gap Analysis • Key for S.W.O.T. • Objective Call to Action • Company Financial Reports • Last Year’s Plan – Review Make sure all attendees can access SBL prior to workshop

22. Facilitator Advice "I always conduct a session with the CEO/member to talk through what he/she would like to achieve in the retreat. While I generally lay out a potential framework similar to what is here, I find it’s best to let them weigh in on what outcomes they’re hoping to achieve and buy-in to the proposed process. Many times this leads to an additional step of interviewing retreat participants prior to the retreat to make sure we’re calibrating our approach properly, get a heads up of any toxic people or significant issues that could be problematic."

23. Conducting the workshop

24. Agenda for the Workshop

25. Conducting the Workshop • Team Building • TABenos Exercise • DiSC and Values Discussion with Charts • A Look in the Rear View Mirror • Financial Results • Goal results from prior year (if any)

26. Conducting the Workshop • A Look at the Big Picture • Writing a new Company Vision • Use SBL live on screen • Show the Fishman Video • Electronically “Flip Chart” answers to the Exercises • Document draft in SBL real time • Reviewing and Existing Company Vision • Show on screen and make revisions

27. Company Vision • Components of a Company Vision • What is your market position? • What will your company do? • What geographical markets do you want to be in? • What particular market segment will you focus on? • How do you treat your stakeholders (customers, employees, vendors, etc)? • What is your cultural statement?

28. Sample Business Vision Statement • To be a high-quality, custom solutions provider employing state-of-the-art metal fabrication technology within the metal fabrication industry. • To manufacture our products in the USA. • To sell solution metal fabrication products throughout North America through a sophisticated selling system. • To have an enlightened, skilled, dynamic, forward-thinking management team supporting and directing a motivated, loyal and flexible workforce. • To develop non-customized products/commodity products that could be bought in bulk by distributors. • To stay with, although not necessarily be on, the leading edge of new state-of-the-art materials.

29. Conducting the Workshop • A Look in The Mirror • Review Vantage Reports • Produce a custom report showing all attendees responses • Focus on top priorities and top gaps • Positive Gaps + Strengths • Negative Gaps = Weaknesses

30. Conducting the Workshop • A Look in The Mirror • Recording a new SWOT • Use SBL live on screen • Show the Fishman Video • Electronically “Flip Chart” answers to the Exercises • Document draft in SBL real time • Reviewing and Existing SWOT • Show on screen and make revisions • Incorporate the Vantage Results • Compare to prior vantage scores

31. A Look in the Mirror Company Strengths Company Weaknesses Company Opportunities Company Threats Company SWOT

32. A Look in the Mirror • Company Strengths • Those strengths possessed to a greater extent by your company than by the competition. • Examples: • Products • Geographic Markets • Customer, Client or User Segments • Sales and Marketing • Must look at the owner’s strengths

33. Sample Strengths Statement • Our reputation for quality workmanship in our products and a talented, experienced engineering team. • Our firm is renowned for the unusual level of customization we offer at reasonable pricing levels. • Our product line in our niche market has been exceptionally successful. • We have loyal customers who count on our precision components to “fit first time, every time.” • Consistently meeting—and even exceeding—our customers’ expectations results in a high rate of repeat business from shopping center and commercial building contractors.

34. A Look in the Mirror • Company Weaknesses • Identify the major weaknesses of your company. • Focus on weaknesses possessed to a greater extent by your organization than by your primary competition. • Look for characteristics responsible for product failure. • Most owners want to focus on strengths and ignore weaknesses. • Must look at the owner’s weaknesses

35. Sample Weakness Statement • Lack of focus by CEO on Big Picture items. • Quality-control problems due to way employees are compensated. • Company sales are more dependent on one salesperson than the other, causing her to be overburdened. • No formally designed sales structure or systems for prospecting for new business. • Inventory turn rate is low and ties up capital. • 75% of receivables are over 30 days, even though the sales terms of the company are net 30 days. • Shipping costs are high which limits our ability to ship outside a certain radius.

36. A Look in the Mirror • Company Opportunities • What internal or external opportunities exist that: • If eliminated, changed or improved could have major positive impact. • If capitalized on by the company could have major positive impact. • Owner may have an opportunity that can aid the organization.

37. A Look in the Mirror New Product/Service Competition Environmental Changes Raw Materials Economic Trends Capital Changes Taking Place with Your Customers Legislation Opportunities may exist because of:

38. Sample Opportunity Statement • Create a Planning Team that will meet weekly to discuss company challenges and opportunities. • Produce a new aluminum line as an adjunct to our current products. • Get ISO certification and form strategic alliances to improve our cost structure and open new markets in other countries. • Modernize the fabrication plant to lower the number of production personnel hours. • Enter a larger market in a city within our current market • Develop a distribution strategy to attract new distributors around the country.

39. A Look in the Mirror • Company Threats • What has a real possibility to happen in the future to hurt your company, but over which you have no real control. • You can prepare for threats, but you can’t stop them from happening, only react to them. • Add owners threats (illness, incapacitation)

40. Sample Threat Statement • Threat of new competition from composite materials replacing steel in our type of products in the future. • New competitor from 200 miles away who may secure our customers with lower pricing. • May lose our good sales representative(s) due to the lack of sales plan. • Growing unionization of welders locally is a threat to our hiring capable welders within our current wage range.

41. Conducting the Workshop • A Look to Focus • Defining the Critical Success Factors • Use SBL live on screen • Show the Fishman Video • If there is conflict use facilitative techniques to gain consensus • Document draft in SBL real time • Reviewing and Existing Critical Success Factors • Show on screen and make revisions • Remove Satisfied Factors

42. Conducting the Workshop • A Look at What • Establish Goals for each CSF • Start with the Critical Success Factor • Use SBL live on screen • Show the Fishman Video • Use S.M.A.R.T criteria • Document draft in SBL real time • Close out or update any existing Goals

43. Conducting the Workshop • A Look at How • Create Strategies for each Goal • Conceptual in Nature, broad areas of direction • Use SBL live on screen • Show the Fishman Video • Document draft in SBL real time • Any surviving strategies need to be questioned for effectiveness

44. Conducting the Workshop • A Look at Getting it Done • Create Action Plans for each Goal • Document the at least next three actions that must take place for each strategy • Use the SMART Criteria • All steps must be assigned, and given a due date • Use SBL live on screen • Show the Fishman Video • Document draft in SBL real time • Any existing Action Plans must be reviewed for the responsible party and the due date

45. Conducting the Workshop • A Look at Accountability • Create Follow Up Plans to keep plan current • Weekly Scrum Meetings • Monthly Coaching Sessions • Periodic offsite workshops to update • Periodic Board reviews

46. Case studies

47. Case Studies • Insurance Agency: 30+ Employees • Each November Owners and Facilitator • Update SWOT • Determine 3 to 5 Critical Success Factors • December All Hands Meeting • Review Vision • Conduct SWOT Exercise – Compare to Owners Version • Adopt or Change CSFs • A Critical Success Leader Named for each CSF

48. Case Studies • Insurance Agency: 30+ Employees • Critical Success Leaders (CSL) Meeting with facilitator for SBL training and Leadership Training • Owners Meeting with facilitator and CSls to Define Goals • All Company Employees are drafted by CSLs • CSLs hold work session to develop Strategies and Action Steps • January Each CSL present plan at a company wide meeting • Owners Meet with CLS Monthly for updates

49. Case Studies • Engineering Firm: Five Partners • 1 ½ Day Annual Offsite at a local college • Session lasts 8 hours • Vision, SWOT and CSFs and Goals discussed as a group • One Goal assigned to each partner. • All partners bring laptops and took about 2 hours working alone to develop Strategies and Actions Plans

50. Case Studies • Engineering Firm: Five Partners • Each partner presents goal and plan to group for feedback • Plans revised and on the half day offsite each presented a final plan incorporating feedback. • Progress reviewed every other week as a group • Facilitated Quarterly offsets held for major revisions