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Strategic Discipline Blog

Last Friday of the Month – How’s Your Dashboard Looking?

Posted by Douglas A Wick on Fri, Jan 25, 2013

2013’s begun and we are already to the last Friday of the month of January!

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Topics: Strategic Discipline, Business Dashboards, Business Scorecards, lagging indicators, key performance indicators, measurement, Stockdale Paradox

Key Performance Indicators Critical Element - Ownership

Posted by Douglas A Wick on Wed, Jan 23, 2013

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Topics: Strategic Discipline, One Thing, Business Priorities, leading indicators, Business Dashboards, Pearsons Law, leading and lagging indicators, Business Scorecards

Business Dashboard - Metrics for Health

Posted by Douglas A Wick on Tue, Feb 28, 2012

How simple is it to make a dashboard?   I’m waiting for the diagnosis from my biopsy.  Still the University of Iowa has displayed on a bulletin board in my room a dashboard with some of the vitally important metrics for my condition. 

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Topics: Acute Myeloid Luekemia, priority, leading indicators, Business Dashboards, metrics, lagging indicators

Priorities Require Metrics

Posted by Douglas A Wick on Mon, Dec 12, 2011

If you want to improve something what should you do?  First make it a priority, then begin measuring it.  One of my clients and I share a goal to improve our lead generation activities.  We‘ve been talking about improving performance for months and recently decided in order to improve our behavior we need to make this intention a priority.  Establishing the priority came first.  Then we had to decide to measure it and finally put accountability in place. 

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Topics: priority, Business Dashboards, Pearsons Law, performance

Increase Meetings Effectiveness With Success Criteria

Posted by Douglas A Wick on Thu, Aug 18, 2011

Every day, depending on the area you live in, you see this universal symbol telling you when to stop or go. As part of Strategic Discipline we expect our clients to provide metrics for their company, team and individual performance.  It’s a part of the weekly meeting agenda.  That might seem sufficient to provide accountability, yet when conducting meetings we feel it’s important to dispense with the numbers as quickly as possible in order to get to the meatier topics that can help the business build momentum.  The metrics need to communicate quickly whether success is being achieved or there’s work to be done.

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Topics: Accountability, priorities, success criteria, Business Dashboards, metrics, meetings

The High Ground – Your Dashboard

Posted by Douglas A Wick on Thu, Jun 23, 2011

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.

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Topics: Strategic Discipline, Business Dashboards, metrics, measurement, Strategic Learning

Dandelions - What are your Business Dashboards?

Posted by Douglas A Wick on Wed, May 4, 2011

I confess.  I cannot walk by a dandelion without have the obsessive compulsion to grab my gardening tool and dig it out.

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Topics: employee engagement, employee performance, priorities, Business Dashboards

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Positioning Systems Brand Promise

1. Priorities: Determine your #1 Priority. Achieve measurable progress in 90 days.

2. Metrics: Develop measurable Key Performance Indicators. 

3. Meetings: Establish effective meeting rhythms. (Cadence of Accountability)  Compounding the value of your priority and metrics. 

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The Strategic Discipline Blog focuses on midsize business owners with a ravenous appetite to improve his or her leadership skills and business results.

Our 3 disciplines include:

- Priorities
- Metrics
- Meeting Rhythms

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