©2014 competitive solutions, inc. all rights reserved1©2014 competitive solutions, inc. all rights...

©2014 Competitive Solutions, Inc. All Rights Reserved 1©2014 Competitive Solutions, Inc. All Rights Reserved.

Seth Davies Managing Partner,

Competitive Solutions, Inc.

Leading Your Business Forward: Aligning Goals, People, and Systems for

Sustainable Success

©2014 Competitive Solutions, Inc. All Rights Reserved 2

ABOUT US• Founded in 1991, Competitive Solutions, Inc. is an international

consulting firm serving clients in the Americas, Europe, and Asia

• Offices in Raleigh, NC and Atlanta, GA

• Authors of several books: Buried Alive – Digging Out of the Management Dumpster and Leaving Your Leadership Legacy

• April 2013 – Leading Your Business Forward: Aligning Goals,

People, and Systems for Sustainable Success

Process Based Leadership®


OUR CLIENTSProcess Based Leadership®


The CURRENT State of Organizations:• Reliance on the 3P’s: Leaders influencing through

their defined Position, Proximity, and powers of Persuasion

• Many leaders “Managing by Personality”• Good intentions driving cultures of dependency, not

accountability• True high performance teams rarely exist as most

teams are driven by selective engagement, not collective accountability



The CURRENT State of Organizations:CONTINUED…• No shortage of continuous improvement programs,

but the operating system to drive sustainment is non-existent

• Metrics today represent Thermometers, not Thermostats

• No Leadership Legacy – Organizational changes create vacuums and voids

• Employees at all levels looking to leaders to provide an operating environment where there is Clarity, Connectivity, and Consistency



NON-NEGOTIABLE PROCESSES

RETURNING TO CORE BUSINESS SYSTEMS




THE MODEL



CONNECTIVITYPROCESS

A BUSINESSSCORECARDSYSTEM



Is your Scorecard a Thermometer or Thermostat?



Key Outcomes


BUSINESS SCORECARD: A simple and concise tracking tool designed to create a common business language throughout an organization:

ARE WE WINNING OR LOSING?

A Business ScorecardProcess Based Leadership®


A BUSINESS SCORECARD

Connectivity Process


CONNECTIVITY PROCESS• Leadership team creates key business focus areas

and a standard format No more than 15 goals per scorecard Performance is color coded, Red/Green Visually projected in meeting room so that it sets the tone

• Are we “winning or losing?”• Tone is set within 5 seconds

• All lower teams develop tactical scorecards to support the key business focus areas• Shared ownership for populating data



CONNECTIVITY PROCESSCONTINUED…• Team members utilize an action register to address scorecard

performance issues• Red = corrective action• Green for 90 days = metric review• Provides “thermostat” application vs. “thermometer”

• Business scorecards are reviewed in every team meeting as a standard agenda item




CONSISTENCYPROCESS

ANACCOUNTABILITYSYSTEM


Action Register

ACTION REGISTER: An accountability tool designed to document critical tasks, ownership responsibilities, and target dates.

HOW ARE YOU MOVING THE BUSINESS FORWARD?



ACTION REGISTERProcess Based Leadership®



Designed to be used in the following manner:• Meeting Effectiveness – Drives elevated

expectations of engagement within meetings• Scorecard Effectiveness – Transforms metrics from a

“Thermometer” view to a “Thermostat” view• Performance Management – Provides data as a

measurement of engagement


Accountability AnalysisNAME #of

ActionsTaken

# of Actions

Completed

Value ofActions to

the Business

Shane 7 7 3.0

Anna 0 0 0

Debra 2 0 0

Adam 4 4 1.0

Patricia 0 0 0

Gwen 5 3 3.0

John 0 0 0

Linda 8 3 2.8

• What does this data tell the team leader?

• How should this data be used?

• Is this data conclusive?

Value Key: 1 - Low; 2 - Medium; 3 - High




CLARITYPROCESS

ACOMMUNICATIONSYSTEM


Home Team Meetings = Clarity• Action Register Review #1• Scorecard Review• Around-the-Table• Recognition• Pass Up/ Pass Down• Action Register Review #2 • Meeting Audit

The action register brings visibility to accountability. It is a visual representation of who is engaged. Without it, how do you know if activities have been completed?




The scorecard needs to be visible to all team members and used as the catalyst of each weekly meeting. Everyone should be able to see if the team is “winning or losing.”




Opportunity for each team member to speak about the business, make comment, or ask questions. A lot can be brought to light in 30 to 60 seconds.




Employees need to receive public praise for a job well done. An informal, yet sincere “thank you” will provide immeasurable effects.




CRITICAL! This is the mechanism that provides linkage between all team members, work groups, and leaders throughout all levels in the organization.



Senior TeamMonday 9 AM

info

Critical information from the leaders needs to be disseminated throughout the organization. It needs to remain unedited and intact.

Pass Up / Pass Down ProcessProcess Based Leadership®


infoLevel TwoMonday 11 AM

A Senior Team Member leads a team. During the team meeting the info is “passed down” as part of the standard agenda.

Pass Up / Pass Down ProcessProcess Based Leadership®


Pass Up / Pass Down Process

infoLevel ThreeMonday 1 PM

A member of that team is also a team leader. (S)he also uses the “pass down” process to provide that critical information.



infoLevel FourTuesday 8 AM

The following morning the information is “passed down” to the next level in the organization and the processes continues.

Pass Up / Pass Down ProcessCommunication: What Works, What Doesn’t, and Why


Pass Up / Pass Down Process

infoLevel FiveTuesday 9 AM

The process is successfully completed, and the organization’s leaders know that each employee now has that critical information.




Reinforcement of the actions to be taken will help to eliminate ignorance as an excuse. A thorough review of the new action register items will raise the level of engagement and accountability across the organization.




Did this advance the business? Did the time we spend in this meeting bring greater Focus, Urgency, and Accountability?



NON-NEGOTIABLE PROCESS DEPLOYMENT



An Organizational Operating System designed to:• Drive focus, urgency, and accountability throughout an

organization through Non-negotiable Operating Systems• Create and sustain a culture of Connectivity, Clarity, and

Consistency• Create an operating system that allows new employees to

assimilate themselves quickly and seamlessly into the overall mission of the installation

• Serve as an operating platform for sustainment activities such as LEAN, Operational Excellence, ISO, Class A Certification, High Performance Teams, etc…


©2014 competitive solutions, inc. all rights reserved1©2014 competitive solutions, inc. all rights...

Documents

leadership slide

business scorecard process

rights reserved10 process

rights reserved7 process

rights reserved8 process

rights reserved9 process

clients process

rights reserved3