Next week I’ll be in Dallas attending the Fortune Sponsored Growth Summit Verne Harnish and our Gazelles coaches puts together twice annually.Read More
Strategic Discipline Blog
Nature generates variations through a massive and ceaseless set of experiments. Mutations test a wide range of survival strategies.
Is it cruel irony that for all the dedication Strategic Discipline concentrates on developing premier execution the reason your business will succeed or fail is not going to be due to how well you execute? Strategic Discipline, flawless execution of determining your priorities, following your metrics and developing consistent accountability patterns through meeting rhythms is really a means to an end.
Every company talks about it, yet not many make the commitment and follow through. That commitment is to training. The monthly meeting is a structured, consistent discipline for training when following the agenda we suggest.
There’s much more to the monthly meeting agenda, yet if it can accomplish one dedicated hour to improving your team’s education and learning it can reward your business many times over with improved efficiency and performance.
The Monthly Meeting should be held as soon as possible after the Financial Results are available from your Accounting Department. One of the most important aspects of the Monthly Meeting Cycle is to see how the organization is performing financially – in actuality – against Quarterly Priorities and Metrics.
The other primary aspect of the Monthly Meetings Rhythms is to spend some quality time evaluating progress on the Quarterly Priorities – and making decisions on any Corrective Actions that need to be taken, should performance not be tracking with the progress needed to deliver on all Accountabilities to the Plan from each SPA (Single Point of Accountability) – The WHO on the Who, What, When Accountability List.
When we speak of Mid-Course Adjustments, we are speaking of precisely that – WHAT is your Corrective Action to get your Accountability back on Plan? While there may be explanations offered in this environment, there can be no excuses for failing to deliver on one’s accountabilities to the Plan.
You will also want to devote time to one or two lengthier subjects of either Strategic or Tactical/Operational Issues. Pick an item or two which need an immediate and a wider level of discussion or discovery -- usually something that is taking shape as an Obstacle or a Chokepoint – and drill down on the subject, with the intention of advancing solutions to remove the obstacle or the chokepoint, before it begins eroding or affecting results.
This Meeting should run about 1-2 hours, and no more. Maintain focused discipline in managing the timeframe, and make every minute together count.”
Here’s our suggested agenda for the Monthly meeting:
15 Minutes - Review Priorities and Last Meetings Actions.
In Leadership’s Mission we discussed the critical need to satisfy spiritual resources first in building your business. Win the hearts and minds of your employees and then the right strategy pays dividends. The question becomes, how do you accomplish this and exactly what questions do my employees have that I need to satisfy.
Having a vantage point over your competitor is always a good thing. In war armies seek the high ground to provide an advantage over their enemy. As we move toward another Fourth of July I’ve been spending some of my free time reviewing books on the greatest battle that occurred on American soil. In the three days leading up to July 4th in 1863 the Federal army occupied the high ground around Gettysburg, turning it into an advantage that defeated General Lee’s confederate armies. The victory eventually led to the reunion of our nation. At Gettysburg the high ground determined the victor.
Why do most businesses fail? It’s natural to assume most businesses fail due to poor execution. The answer may surprise you.
A fundamental principal of Gazelles coaching is learning plus coaching equals growth. The book Strategic Learning, by Willie Pietersen confirms and reinforces these principals. The author points out that the key is to focus learning to shift from strategy as planning to strategy as learning, and thus to the new mission of strategy: to create an adaptive enterprise.
I read several books while on vacation including one recommended by one of our Gazelles coaches, Strategic Learning, by Willie Pietersen. I’m sure you’ve noticed how frantically the environment is changing. One of my clients today when reviewing his preparatory work for our Two Day Rockefeller Workshop noted one of his greatest fears is keeping pace with the rapid changes in technology that influence his business. He’s afraid some pimple faced kid in a garage may come up with a tool that will render his company obsolete.