Download
1 / 25
E N D
1. Strategic Management Forum
2. Welcome to Owners World Congratulations!
Its your company.
You make the decisions.
Nobody tells you what to do.
But
What about your employees? You need
them to do whats right.
How come they often dont??
3. Leading People People need to know what marks
theyre supposed to be hitting.
They want to understand how
they can conduct themselves
to please you and your customers.
They appreciate a reminder when they goof up.
And they want to know the rules arent a moving
target or prone to selective enforcement.
- Verne Harnish, Mastering the Rockefeller Habits The simple answer is, we dont tell them what is right not often enough, not clearly enough. This is a great quote from
.The simple answer is, we dont tell them what is right not often enough, not clearly enough. This is a great quote from
.
4. Our Agenda Introductions
Part I: Values & Purpose
EXERCISE
Part II: Goals
EXERCISE
Part III: Rewards
EXERCISE
Closing summary
5. Entrepreneur vs Employee EMPLOYEES
Do the work
Are focused on todays urgencies
Work in the business
ENTRPRENEURS
Know how to get the work done
Focus on tomorrows opportunities
Work on the business
6. The real difference
ENTREPRENEURS
Dont like to be told what to do
EMPLOYEES
Need to be told what to do
(if they didnt, they wouldnt be employees!)
But
they want to understand WHY
7. Employees as a Team An organization will attract and retain a Team of
people dedicated to the success of the
organization and its goals when it has
a Purpose, and;
a set of Values that it lives by;
effectively communicates them throughout the organization, and;
measures its actions and decisions against them.
So
the best way to build a team is to have everyone understand and be constantly reminded of what the organization stands for and why it exists, what it is striving to accomplish.
An organization that lives by a set of core values makes it easier to attract and retain the type of people who share those values. The team gains strength from its common purpose. Regular meetings to review accomplishments consistent with purpose helps the organization stay true. Recognition and correction of behaviors inconsistent with purpose helps keeps everyone motivated and supportive to the cause.So
the best way to build a team is to have everyone understand and be constantly reminded of what the organization stands for and why it exists, what it is striving to accomplish.
An organization that lives by a set of core values makes it easier to attract and retain the type of people who share those values. The team gains strength from its common purpose. Regular meetings to review accomplishments consistent with purpose helps the organization stay true. Recognition and correction of behaviors inconsistent with purpose helps keeps everyone motivated and supportive to the cause.
8. Company Purpose You want employees who share your
companys values, understand its
aspirations, and appreciate its purpose
Values what you stand for
Aspirations what you hope
to achieve
Purpose an internal statement
connecting values & aspirations;
why you do the things you do,
the way you do them
9. EXERCISE What are your Companys Core Values? These
will be used to help define the companys Purpose, which will ultimately become a written statement that all employees will know and understand.
To help you discover a way to identify the
Core Values of your company, we are going to do
something Verne Harnish calls
Your mission: to explain what your company stands for to a group of Martians. You have decided the best way to do this, is for them to observe the employees who best embody your companys core values, and embrace its purpose.
Form groups, and select a volunteer to take notes. Each group member is to describe to the other group members the person in their company who they think best conveys what their company stands for. This could be anything or any number of things: community service, customer service, technical expertise, profitability, efficiency, friendliness, knowledge, best dresser, most prompt, cleanest hair, etc. Articulate things about the person that can be written down in a few words. Come up with 3-5 points for each employee, for each member of the group.
(From one member to the next, the values articulated need not be unique. In fact, what the group is looking for is common themes.)
Next, identify the values that seem to be most prevalent within the group. These become the de-facto group values. Develop the most powerful word(s) to describe each of these group values. Write these down as the core values for the group employee. You should have 5-10. These will be the values of the employee your group sends on the Mission to Mars.
As a final step, we will develop a list of core values, using the employee representative from each group.
Your mission: to explain what your company stands for to a group of Martians. You have decided the best way to do this, is for them to observe the employees who best embody your companys core values, and embrace its purpose.
Form groups, and select a volunteer to take notes. Each group member is to describe to the other group members the person in their company who they think best conveys what their company stands for. This could be anything or any number of things: community service, customer service, technical expertise, profitability, efficiency, friendliness, knowledge, best dresser, most prompt, cleanest hair, etc. Articulate things about the person that can be written down in a few words. Come up with 3-5 points for each employee, for each member of the group.
(From one member to the next, the values articulated need not be unique. In fact, what the group is looking for is common themes.)
Next, identify the values that seem to be most prevalent within the group. These become the de-facto group values. Develop the most powerful word(s) to describe each of these group values. Write these down as the core values for the group employee. You should have 5-10. These will be the values of the employee your group sends on the Mission to Mars.
As a final step, we will develop a list of core values, using the employee representative from each group.
10. From Purpose, to
The aspirations of your company, the long-
term what we hope to achieve, could be:
a number (or set of numbers)
an event (become recognized as
., achieve the reward for
.)
geographical reach (serving people across the central US
)
a combination of things.
But fulfilling purpose requires more than just a
statement. It requires a clear vision of the
accomplishments needed for success.
It requires
11. Be SMART Goals should be
Specific
Measurable
Attainable
Relevant
Time-Framed
12. SPECIFIC Goal: I want to write an article. SPECIFIC: I want to write internet articles about time management that have at least 6 steps per article and I want to write them for the next three weeks. Ill commit myself to writing at least 2 articles every workday until I reach completion.
13. MEASURABLE
Goal: I want to be rich. MEASURABLE: I want to generate $6,000 in passive income within 2 years from this date.
14. ATTAINABLE Goal: I want to become a millionaire in 2 months. ATTAINABLE: I want to become a millionaire within 10 years by starting my own personal design company, giving speeches about design, networking and by creating demand.
15. RELEVANT Goal: Within one year, I want to become an owner of a Vegas Casino and start a gambling cartel that weeds out the competition. RELEVANT: By the end of the year, I want to create a website that sponsors design development and draws clients for my new company.
16. TIME-FRAMED Goal: I want to write an article. TIME-FRAMED: I want to write an internet article about design concepts that has at least 6 phases and have it done by July 3rd."
17. Exercise What would be SMART Goals for an integration
company to have?
Form groups and make a list of goals. Each group
will present its top-priority goal and explain
Goal specifics
How it will be measured
Why it is attainable
Its importance/relevance
Its time-frame for achievement (one year or less)
18. From Goals, to
The vision of success is clear, but now
you need to get there:
WHAT needs to be done (actions)
WHEN is it to be done (deadline)
WHO is responsible (accountability)
HOW is it to be done (training/quality)
To sucessfully achieve goals, you
need to have
19. Alignment This is a powerful model, especially
when communicated throughout the
organization:
WHY we are doing this (Purpose)
WHERE we are going (Goals)
HOW we are going to get there (Plans)
There is one other essential element to
making this all work
20. Measure & Reward Did it get done
On time?
Correctly?
Monitor Constantly
What if it did? What if it didnt?
Timely with praise (public), equally consistent with consequences (private)
Develop rewards for achievement of goals
21. Types of rewards Frequent (daily, weekly)
Monthly, quarterly, annual (commission; bonus)
Individual or Group (eg, monthly team bonus)
Deferred income (profit-sharing, 401(k) match)
Personal days
Lunches/dinners
Merchandise/Gifts
Recognition (internal/external)
22. Exercise Develop company rewards for individual and/or
group achievement
Use the group goals developed earlier. Create a
reward system for them, and
be prepared to discuss
Type of reward
Who will be eligible
Time-frame/frequency
How it will be administered
23. Values & Purpose Align Company Activities
24. The Planning Pyramid
25. Your Action Items Identify your companys core values & aspirations; develop a purpose statement that describes why you do things the way you do; and what the company hopes to achieve (see sample)
Develop SMART goals for 90-day and 1-year achievement
Develop rewards for excellence
26. Your Team Needs to Know! What
Why
Where
How
When
Who
- Never assume, always follow up -
THANK YOU!
