Have you ever had someone in your life who believed in you?Read More
Strategic Discipline Blog
Last year one of my customers, Fleck Sales, created a theme based on the 1967 film Cool Hand Luke, “What we have here is a failure to communicate.”Read More
If you recall when I first got into the hospital I wrote a blog Can Routines Really Set You Free? Little did I realize that getting back home would be a routine changer as well. Football legend Bear Bryant said, “It's not the will to win, but the will to prepare to win that makes the difference.”
In The ONE Thing: The Surprisingly Simple Truth Behind Extraordinary Results by Gary Keller, Jay Papasan, Gary Keller shares the following story to emphasize the power of Time Blocking:Read More
Last blog Why Meeting Rhythms are a Critical Strategic Discipline we captured why weekly meetings are so important, providing a little tease on why, what and how to conduct this centerpiece of aligning discipline that stirs growth in your business.
Why Doug? Why should we do daily, weekly, monthly, quarterly and annual meetings?
Execution is about turning your hard-earned revenue (top line income that remember comes from Strategy) into bottom line net profit. Companies that are strong on top line performance and yet struggle to make a reasonable or attractive bottom line profit typically have challenges with Execution – that is being both efficient and effective operationally. In this blog we will cover the principles and habits that John D. Rockefeller used to build an operationally excellent company and which Verne Harnish (Scaling Up and Mastering the Rockefeller Habits) has adapted for mid-market growth companies.
You’re probably familiar with the term KPI’s or Key Performance Indicators. KPI’s are driven by top-down leadership decisions. These are the Key Performance Indicators for the company based on the Annual, Quarterly and Trimester planning and strategy meetings businesses have to set direction for the business.
Last Monday when I arrived at my customers business in Concord, CA I was able to observe their daily huddle. It was about ten minutes in length and included about 12 people. They went through the first two agenda items, priorities and metrics, but left out the “where are you stuck” portion of the meeting. It was precise and punctuated with meaningful metrics and priorities from each individual including two who reported from the phone: one who works remotely, another who was stuck in traffic.