EO Accelerator San Francisco Presentation 13 Jun 2016
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Stephen Lynch is the Head of Strategy & Consulting at RESULTS.com. He presented best practices for business execution based on observations of thousands of client firms. Some key practices included focusing both short and long-term strategic planning, setting clear strategic projects and metrics, conducting regular meetings to drive accountability, and using coaching questions to support employees in achieving goals.
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EO Accelerator San Francisco Presentation 13 Jun 2016
- 1. Presenter: Stephen Lynch Role: Head of Strategy & Consulting at RESULTS.com Email: [email protected] Linkedin: linkedin.com/in/stephengeoffreylynch Slides: results.com/slides Software Demo: results.com/EO Business Execution for RESULTS Best practices based on the direct observations of thousands of RESULTS.com client firms
- 8. "If everything you do needs to work on a 3 year time horizon, you're competing against a lot of people. But if you're willing to invest on a 7 year time horizon, you're competing against a fraction of those people, because very few companies are willing to do that. We can't realize our potential as people or as companies unless we plan for the long term."
- 10. “Companies need to operate with one eye focused on the short-term, and one eye focused on the long-term. Short-term is about projects related to improving the current core business, and meeting the needs of today’s target customers.”
- 11. Often, this demands bold, disruptive strategic moves away from the present to reshape the company for future success.” “Long-term is NOT about performance improvement. It is about forgetting the past and reshaping the business to compete more effectively in the future.
- 12. “Every leader needs to clearly explain the top 3 things the company is working on. If you can't, then you're not leading well”
- 14. RESULTS.com - One Page Strategic Plan
- 15. Core Values BHAG Core Purpose Geographic Focus Target Market Customer Generic Strategy / Value Discipline Core vs. Non-Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves Numerical Targets SWOT Analysis Current Strategic Projects (OKRs) Metrics (KPIs) RESULTS.com - One Page Strategic Plan
- 18. Core Values BHAG Core Purpose Geographic Focus Target Market Customer Generic Strategy / Value Discipline Core vs. Non-Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves Numerical Targets SWOT Analysis Current Strategic Projects (OKRs) Metrics (KPIs) RESULTS.com - One Page Strategic Plan
- 21. What are the top 3 long-term strategic moves to position your firm for future industry success? (will be implemented within the next 3-5 years) 3-5 Year Strategic Move Person Accountable 1. 2. 3.
- 23. What are the top 3 Current Strategic Projects your organization needs to execute in the coming period (quarter)? - Each must address 1 or more issues described in your SWOT analysis (relevant) - Describe tangible end-point milestones (so everyone knows the finish line) - Balance short-term business improvement initiatives (improving “what is”) vs. building long-term strategic capability for the future (creating “what will be”) Current Strategic Project Due Date Person Accountable 1. 2. 3.
- 25. Strategic Project #1 Due Date Person Accountable Associated Individual Tasks
- 26. Strategic Project #2 Due Date Person Accountable Associated Individual Tasks
- 27. Strategic Project #3 Due Date Person Accountable Associated Individual Tasks
- 30. Accountability for Projects / Tasks “I hope to get this Project done by (date)” vs. “You can absolutely count on me to have this Project 100% complete by (date), no matter what. I am making a promise to the team that I am willing to be held firmly accountable for. ”
- 31. Conduct a “Pre-Mortem” Imagine the worst case. 3 months have passed and each Project is significantly behind schedule. People over-committed and did not get their Tasks done on time. There were delays and interruptions. Everything that could go wrong, did go wrong. Ask everyone to individually write down their story of “what happened” that caused the Project to fail. 5 minutes should be ample. Then get everyone to read aloud what they wrote. Everyone needs to listen to these stories without comment or judgement. Now, as a Group, discuss the following questions for each Project:
- 32. What factors could negatively impact this project? List your answers below:
- 33. What actions could we take to eliminate or reduce the factors could negatively impact this project? List your answers below:
- 34. What changes do we need to make to scope of the Project, and to the due dates of each Project and its related Tasks? List your answers below:
- 41. Project or Task overdue? (“In the red”) What’s happening here? When can you promise to have it done by? (commit to new due date) How can I help? What support do you need?
- 43. ★ Use your 3 to 5 year Strategic Moves and SWOT as the context for choosing your Strategic Projects ★ Review and update SWOT & Strategic Projects every quarter ★ Clear Project milestones - everyone knows the finish line ★ Conduct Pre-Mortems to avoid the “planning fallacy” ★ Conservative due dates for Projects and Tasks ★ Update status of Projects and Tasks every week ★ Capture “The 1 thing” - the most important Task that will get done each week to move each Project forward ★ Follow up every week to make sure Tasks are getting done ★ “Weed the garden” to drive accountability Strategic Projects - best practices
- 44. Metrics / Key Performance Indicators
- 45. 92% of companies don’t measure KPIs [3]
- 47. Create leads Convert leads into sales Provide product-service Delight customers Grow cash make profit
- 48. Questions to identify your KPIs 1. What are the functional areas of our operating model? 2. What result or outcome are we looking for in each area? 3. What “activities” or “actions” drive this outcome? 4. What “effectiveness” measures let us know how well these activities are being performed?
- 53. In the past, we used Spreadsheets / MS Excel
- 54. Now we use software
- 55. Everyone knows their own individual accountabilities
- 56. They can also see how other teams are performing
- 57. We can see who is, and who is NOT performing
- 61. Metrics / KPIs “In the Red”? What’s happening here? What 1 thing can we do this week to improve this? How can I help? What support do you need?
- 63. “I know what is expected of me at work” Questions / Answers: #realKPIs || @RESULTSdotcom
- 67. Always aim for the STARS, if you miss… ..you’ll at least reach the moon
- 76. Questions / Answers: #realKPIs || @RESULTSdotcom Regrets? I’ve had a few….
- 78. Accountability is meaningless without consequences What positive consequences can the person accountable expect if their KPI is consistently in the “GREEN” at the end of the month? What negative consequences can the person accountable expect if their KPI is consistently in the “RED”… • For 1 month? • For 2 months in a row? • For 3 months in a row? • For 4 months in a row? Questions / Answers: #realKPIs || @RESULTSdotcom
- 79. KPI performance thresholds Be conservative in the beginning Get everyone used to “winning” You can always raise the bar later
- 80. ★ KPIs drive “business as usual” (your current operating model) ★ Don’t just track outcomes or currency measures ★ Focus on activity & effectiveness measures that drive outcomes ★ Make performance visible on a dashboard ★ Weekly team and 1 on 1 meetings to discuss performance ★ Good performance praise and recognize ★ Poor performance discuss every week, “What’s happening here?” ★ Shame is not a motivator. Beware setting thresholds too high ★ Be conservative in beginning. Get everyone used to winning ★ Ratchet up performance threshold over time ★ Adjust thresholds every quarter to ensure relevance Metrics / KPIs - best practices
- 81. 10 Benefits of KPI Dashboards 1. Radical Transparency - motivates action 2. Drive your operating model (Business as usual) 3. Keep people focused critical success factors 4. Communicate “what” needs to be done 5. Delegate authority to staff to figure out “how” 6. Recognize progress when things going well 7. Early warning indicator when things going wrong 8. More effective meetings to drive accountability 9. Objective decision making based on data 10. Drive business execution and RESULTS
- 82. Meetings to Drive Execution
- 84. ● Dashboard data must be updated ● Good news ● Review Projects Reinforce focus and accountability ● Review KPIs Reinforce focus and accountability ● What’s happening here? Weed the garden ● The “1 Thing”? Capture Tasks in software & follow up ● Parking Lot Capture decisions as Tasks ● Core Values story ● One phrase close Team Meetings
- 86. ● Same time each day 15 minutes max ● Circular - fast paced ● What did you get done yesterday? ● Any lessons learned? ● What will you get done today? ● Any obstacles? ● Take issues “offline” Daily Huddle
- 88. ● Booked in calendar every week. 30 minutes max ● Dashboard data must be updated ● Status update on Goals & Tasks Reinforce focus and accountability ● What’s happening here? Weed the garden ● The “1 Thing”? Capture Tasks in software & follow up ● What support do you need? ● How are you feeling? ● Finish with praise and encouragement 1-on-1 Meeting
- 90. GROW Coaching Questions ★ G = Goal. What is the Goal here? (What is desired outcome? Make sure everyone is aligned on this) ★ R = Reality. What is the Reality right now? (Get the facts. What does the data say?) ★ O = Options. What Options do you have? (List all options, and the pros and cons of each option) ★ W = Will. What Will you do? (Support them them to choose a course of action and assign a Project/Task to put their decision immediately into action)
- 91. Presenter: Stephen Lynch Role: Head of Strategy & Consulting at RESULTS.com Email: [email protected] Linkedin: linkedin.com/in/stephengeoffreylynch Slides: results.com/slides Software Demo: results.com/EO Business Execution for RESULTS Best practices based on the direct observations of thousands of RESULTS.com client firms