Check in /Segue #

(Take 5 Minutes to write down)

(A) Greats – Last Great Things that happened in the business in the past 3 months, One Unexpected Business Great, One Personal Great

(B) Expectations – What Expectations You Have or need

 

Review Previous Quarter #

(a) Previous Quarter Review

Revenue Goal 36M

Profits 30% Profitability

Company Goals (Current Traction %)

100% ERP Implementation

Draw Year 2021 Marketing Strategy and Implement at 100%

100% Implementation of The 6 EOS Components

NB: Grade the Quarter between an A – F

(b)Rock Review

Numbers First – Hit or Not Hit

Individual Rocks – Done or Not Done

Total Rocks Ratio and Completion ratio Calculation – Mark up 95%

NB: We Learn from The Past as it will form a basis of planning and prediction for the future

 

Team Health #

Ensure You Have Read a summary shared on the five dysfunctions Of a Team

 

(a) The Five Dysfunctions of a Team

The first step towards reducing misunderstandings and confusion within a team is to understand that there are five dysfunctions, and that each one that applies has to be addressed separately.

 

Absence of Trust

The root cause of absence of trust lies with team members being unable to show their weaknesses; to be vulnerable and open with one another. The absence of trust is a huge waste of time and energy as team members invest their time and energy in defensive behaviors, and are reluctant to ask for help from – or assist – each other. Teams can overcome this dysfunction by sharing experiences, following through in multiple ways, demonstrating credibility, and developing strong insight into the unique characteristics of team members

 

Fear Of Conflict

Teams that are lacking trust are incapable of having unfiltered, passionate debate about things that matter, causing team members to avoid conflict, replacing it with an artificial harmony. In a work setting where team members do not openly express their opinions, inferior decisions are often the result. When working in teams you need to understand that conflict is productive.

 

Lack Of Commitment

Without conflict, it is not easy for team members to commit and buy-in to decisions, resulting in an environment where ambiguity prevails. People will buy into something when their opinions are included in the decision-making process – for example through debate. Productive teams make joint and transparent decisions and are confident that they have the support of each team member. This is not as much about seeking consensus but making sure everyone is heard

 

Avoidance Of Accountability

When teams don’t commit, you can’t have accountability: “people aren’t going to hold each other accountable if they haven’t clearly bought into the plan”. In a well-functioning team, it’s the responsibility of each team member to hold one another accountable and accept it when others hold them accountable. Very often, the key to success is the measurement of progress: making clear what the team’s standards are, what needs to be done, by whom and by when

Inattention To Results
A team can only become results oriented when all team members place the team’s results first. When individuals aren’t held accountable, team members naturally tend to look out for their own interests, rather than the interests of the team. Teams can overcome this dysfunction by making the team results clear and rewarding the behaviors that contribute to the team’s results.
The primary role of the leader in overcoming these dysfunctions is to lead by example and set the tone for the whole team. This includes being the first one to be vulnerable, encouraging debate and conflict, making responsibilities and deadlines clear, setting the team’s standards, and last but not least being clear on the team’s results.To conclude, with Patrick Lencioni: Successful teamwork is not about mastering subtle, sophisticated theories, but rather about
combining common sense with uncommon levels of discipline and persistence. Ironically, teams succeed because they are exceedingly human. By acknowledging the imperfections of their humanity, members of functional teams overcome the natural tendencies that make teamwork so elusive

(b) Assessment By Patrick Lencioni The Pyramid

Nb: Ensure You Look the Person Receiving the Feedback in the Eye. You are allowed to ask Clarifying Questions. Ensure You Use Their Name

1. One Admirable Trait
2. One Thing You Need To Stop/Start Doing
3. Pick One Thing You Will Need To Commit On

In 2021 Q3 I commit To Start or Stop: —————————————–
NB: This One Thing Commitment Will Be Brought In Every Quarterly

 

Organizational Check-up #

Take 5 Quiet Minutes To Answer The 20 Questions NB: Do Not Do The Math

 

Digitally Done With Results shared immediately For Discussion Organizationalcheckup.com

 

Vision /Traction Organizer #

(a) Context a Blank VTO For Discussion (Annexed)
(b) Challenge All Aspects Of The Vision

• Core Values
• Core Focus
• 10 Year Target
• Marketing Strategy
• Guaranty

(c) 100% On The Same Page

 

3 Year Picture

Future Date ………………………………..
Revenue………………………………….
Profits …………………………………
Measurables……………………………..

What Does It Look At
1.
2.
3.
4.
5.
6.
7.
8.

Establish Next Quarter Rocks #

Once your Accountability Chart is complete, you should move to the second tool: setting Rocks. Once you know who is accountable for what, you set better Rocks. You want your team to evolve toward setting and achieving great Rocks every 90 days.
The other reason Rocks are the second tool to implement is that it focuses your team on the most important priorities quickly and gets you to work on accomplishing them. This has been historically accurate. With a clear long-term vision in place, you are ready to establish short-term priorities that contribute to achieving your vision. You will establish the three to seven most important priorities for the department, the ones that must be done in the next 90 days.

Those priorities are called Rocks.
One person illustrated the power of setting 90-day priorities. In the days when his family picked cotton by hand, he said he would stand at the foot of the field, look out at the acres and acres of cotton, and feel overwhelmed by the work that needed to be done. To make the prospect of picking all those acres less overwhelming, someone would pick up a stick and throw it as far as he or she could. Then everybody would just put their heads down and “pick
to the stick.” When they got there, they’d pick up that stick, throw it out again, and repeat the process.

That’s why you create a 90-Day World. Rather than be overwhelmed by the monumental task of accomplishing your vision, this allows you to break it down into bite-size chunks called Rocks and focus on making it to the stick. Your department will have Rocks, each team leader of your team will have Rocks, and your employees will also have Rocks.
The reason to limit Rocks to three to seven (preferably closer to three) is that you’re going to break the department of the habit of trying to focus on everything at once. It simply can’t be done. By limiting priorities, you can focus on what is most important. With the increased intensity of focusing on a limited number of Rocks, your people will accomplish more.
Remember the old saying: When everything is important, nothing is important. The way you move the department forward is one 90-day period at a time.

Rocks create a short-term focus. To the degree that you focus everyone in one direction, you’ll gain the power of that laser beam, gaining traction toward your goals. Once your vision is clear, you will set better Rocks. Setting these priorities becomes simple. You set the department Rocks and then the TLs team’s Rocks, then 1- 3 team members rocks.
This analogy is from Stephen Covey’s book First Things First. Picture a glass cylinder set on a table.
Next to the cylinder are rocks, gravel, sand, and a glass of water. Imagine the glass cylinder as all of the time you have in a day. The rocks are your main priorities, the gravel represents your day-to-day responsibilities, the sand represents interruptions, and the water is everything else that you get hit with during your workday. If you, as most people do, pour the water in first, the sand in second, the gravel in third, and the rocks last, what happens?

Those big priorities won’t fit inside the glass cylinder. That’s your typical day. What happens if you do the reverse? Work on the big stuff first: Put the rocks in. Next come the day-to-day responsibilities: Add the gravel. Now dump in the sand, all those interruptions. Finally, pour the water in. Everything fits in the glass cylinder perfectly; everything fits in your day perfectly.
The bottom line is that you need to work on the biggest priorities–your Rocks–first. Everything else will fall into place. Less is always better, and a few priorities are better than many. Do less, accomplish more.
Most organizations start out the year with a huge ball of priorities and get very little done by the end of the year. By coming up with Rocks every quarter, you create a 90-Day World.

 

Rock Pitfalls and Traps
Garbage in, garbage out.
For every tool in the Entrepreneurial Operating System (EOS), you will get out what you put in. If you set the wrong Rocks, you will spend an entire quarter pointed in the wrong direction. Make sure you spend the necessary time setting the right ones. Do not rush the process.

It takes two quarters to master Rocks.
You will not master the process the first time around. Be patient, because true mastery comes from experience. You need to learn from two quarters with only your leadership team setting Rocks before you roll out the Rocks process to everyone else. You will make some mistakes and it’s important you learn from those mistakes first so that you can be a better teacher for your people.

Commitment fizzle.

Make sure that when rolling out Rocks, you’re fully committed to them every quarter. Some clients start off with a bang and then don’t commit to their quarterly routine. As a result they stop sharing them with everyone, and your people will end up feeling like the Rocks process was just another flavor-of-the-month idea.

Too many Rocks.
Don’t give people outside of the leadership team more than three Rocks.”

ESTABLISHING YOUR ROCKS

STEP 1
After reviewing your vision and getting on the same page, your team lists everything on the whiteboard that has to be accomplished in the next 90 days. On average, you’ll discover about 10 to 20 things that you’d like to close out, although one client came up with 75.

STEP 2
With that list of 10 to 20 items in front of you, discuss, debate, and determine the most important priorities for the company in the next 90 days. Make a decision on each one whether to keep it, kill it, or combine it as a Rock for the quarter.
You make as many passes at the list as necessary until you’re down to three to seven. As a result, the right ones will rise to the top.

STEP 3

Once you’ve narrowed your list, set the date that the Rocks are due. This is typically by the end of the quarter (i.e., March 31, June 30, September 30, and December 31). Now define each one by making sure the objectives are clear.
This is vital. A Rock is specific, measurable, and attainable. For example: “Close three core accounts” or “Hire a new controller.” A Rock is not a to-do that is open-ended or vague. “Start working on the Customer Service Process” is not specific, measurable, and attainable, and is therefore not a good Rock. A Rock must be clear so that at the end of the quarter, there is no ambiguity whether it was done or not.
Here is an example of four company Rocks that were set and defined:

Company Rocks due by March 31
1. Close $1 million in new business
2. Document delivery process and train all
3. Narrow CFO candidates to two
4. Implement new information systems software

STEP 4
Assign who owns each Rock. This is vital for clear accountability. Each of the three to seven company Rocks must be owned by one and only one person on the leadership team. When more than one person is accountable for a Rock, no one is accountable.
The owner is the person who drives the Rock to completion during the quarter by putting together a timeline, calling meetings, and pushing people. At the end of the quarter, the owner is the one that everyone looks at to assure the Rock was completed.

STEP 5
Once the company Rocks are set, the members of the leadership team each set their own Rocks. They first carry forward any company Rocks that they own to their individual list of Rocks and then come up with their most important three to seven. Some of the Rocks that were discarded in Step 2 for the company can end up becoming individual Rocks for leadership team members. Please remember–no more than three to seven. Any Rock candidates left over on the original list that did not get picked up can be carried forward to the next quarter by putting them on the Issues List.

STEP 6
When all that great work is done, you then create what is called the Rock Sheet, which is just a landscaped piece of paper. At the top are the organization’s Rocks, and below are each of the leadership team’s individuals Rocks. This Rock Sheet is brought into your weekly meetings to review your Rocks. It will help create clear accountability and focus on what is the highest priority in the organization.
With that, a wall goes up, and no one is allowed to throw anything else over it, whether it’s a genius-level new idea or a hand grenade. Once the priorities are set for this quarter, no new priorities can be added! If someone does try to throw something else over, you get to throw it back because you all agreed on the current Rocks as being the most important priorities for this quarter.

New ideas and thoughts that arise during the quarter should be put on the Issues List for next quarter. This approach will help you create laser focus for your organization.

STEP 7
Have each department set their Rocks as a team. Just as the leadership team sets their Rocks,each department team follows the exact same process to set theirs as well. In the end, each employee will have his or her own Rocks for the quarter. Please note: while the company and leadership team members should have three to seven Rocks, everyone else in the company should have one to three.

ROCK TRAPS AND PITFALLS
You needs to avoid certain problems when establishing and carrying out its Rocks. Garbage in, garbage out – you will get out what you put in. If you set the wrong Rocks, you will spend an entire quarter pointed in the wrong direction. Make sure you spend the necessary time setting the right ones. Do not rush the process.
It takes two quarters to master Rocks. You will not master the process the first time around. Be patient, because true mastery comes from experience. You need to learn from two quarters with only your leadership team setting Rocks before you roll out the Rocks process to everyone else. You will make some mistakes and it’s important you learn from those mistakes first so that you can be a better teacher for your people.
Commitment fizzle. Make sure that when rolling out Rocks, you’re fully committed to them every quarter. Some clients start off with a bang and then don’t commit to their quarterly routine. As a result they stop sharing them with everyone, and your people will end up feeling like the Rocks process was just another flavor-of-the-month idea. Too many Rocks. Don’t give people outside of the leadership team more than three Rocks. The responsibility is too overwhelming for most employees to handle, and you would be violating the golden rule that less is more. Imagine how many rocks you would achieve as s department by the end of one year!

IDS ` (TACKLING KEY ISSUES) #

Step 1: Clear All Resolved Issues From The Issues List
Step 2: Read Each Issue and Ask On Or Off
Step 3: Identify Discuss and Solve

Next Steps #

Objective:Is To Review Next Steps To Be Completed Between Now and Next Session
Step1 : Recap To Dos
Step 2: Update Tools

• VTO
• Accountability
• Scorecard
• Rock Sheet

Step 3: One Thing Commitments

Take Three Quiet Minutes to Respond
(a) Feedback On The Meeting
(b) Expectations Were They met?
(c ) Restate Your One Thing Commitment

Rate The Session 1- 10