Amsterdam Rockefeller Habits Sept 2013
57
9/19/2013 1 Contact Us 44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] ©gazelles 2013 Contact Us 44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] STRATEGY PEOPLE CASH EXECUTION Contact Us 44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Contact Us 44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] "Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed...every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death. It doesn't matter whether you are a lion or a gazelle...when the sun comes up, you'd better be running." Contact Us 44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Contact Us 44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] VERNE HARNISH “Growth Guy” Contact Us 44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Contact Us 44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] 112 Coaching Partners 6 Continents 2000+ Active Clients Contact Us 44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Contact Us 44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Contact Us 44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Contact Us 44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] VERNE HARNISH “Growth Guy”
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Amsterdam Rockefeller Habits Sept 2013
Transcript of Amsterdam Rockefeller Habits Sept 2013
9/19/2013
1
Contact Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
© gazelles 2013Contact Us
44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
STRATEGYPEOPLE CASHEXECUTION
Contact Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
"Every morning in Africa, a gazelle wakes up. It knows it must run faster than the
fastest lion or it will be killed...every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve
to death. It doesn't matter whether you are a lion or a gazelle...when the sun comes up, you'd better be running."
Contact Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
VERNE HARNISH“Growth Guy”
Contact Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
112 Coaching Partners6 Continents2000+ Active Clients
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Contact Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
VERNE HARNISH“Growth Guy”
9/19/2013
2
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"Every morning in Africa, a gazelle wakes up. It knows it must run faster than the
fastest lion or it will be killed...every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve
to death. It doesn't matter whether you are a lion or a gazelle...when the sun comes up, you'd better be running."
Contact Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
Contact Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
Contact Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
Contact Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
Life Cycle of Companies
Start UpScale Up
Sc@%w Up
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Life Cycle of Companies
…or Stall Out!(Fail to Scale)
9/19/2013
3
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© gazelles 2013Contact Us
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STRATEGYPEOPLE CASHEXECUTION
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$ 54 millionGoldman Sachs
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Contact Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
Apple Employees
0
9600
60,000
197619771978197919801981198219831984198519861987198819891990199119921993199419951996199719981999200020012002200320042005200620072008200920102011
after 25 years
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016,000
137,000
Starbucks Employees
after 25 years
9/19/2013
4
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$155 Million to $272 Million
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THE Question?
“We have the answers, all the answers,
it’s the question we do not know!”
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WhoQuestion
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You!
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Are you playing NOT to lose?
Or
Are you playing toWIN?
9/19/2013
5
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20201.4 Billion More Middle Class
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20201.4 Billion More Middle Class
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Routine Sets YOU Free!
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www.greatestdecisions.com
Investment in People
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9/19/2013
6
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Top 20 Brand
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Saturday Morning Meeting
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“the best work of his life”
most valuable public company in the world
ph
oto
-by-
aca
be
n-o
n-F
lickr
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APPLE REVENUEby Product Line 2007 – 2011
7%
9/19/2013
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Profit Pools
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ELI GOLDRATT1947 – 2011
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1?
9/19/2013
8
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Thematic Goal
What’s YOUR Daily Question? (for next 90 Days)
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Ignite Social Media
9/19/2013
9
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$$$
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1 Great = 3 Good
Pay twice as much
160 hours of training
Great People
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Great People
$5.63 Billion Profit22,425 Employees$251,000 Profit/Employee
$5.20 Billion Profit54,600 Employees$95,238 Profit/Employee
$5.20 Billion Profit53,218 Employees$97,560 Profit/Employee
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Great People
$8.4 Billion Profit35,700 Employees$235,000 Profit/Employee$430,700/Employee Comp
$4.70 Billion Profit62,500 Employees$75,200 Profit/Employee$256,000/Employee Comp
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$15.97/hr $11.52/hr
9.8% of sales 17% of sales
$795/sq ft $516/sq ft
6% Turnover 21% Turnover
Great People
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Simon Lim
maclean
Simon Lim
9/19/2013
10
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Jack Welch
“Less people, paid more, with a lower total wage cost.”
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Challenge
1) Double Rev/Emp in 5 -10 yrs
2) Increase Wages 50%
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9/19/2013
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PETER DIAMANDIS
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ROB McEWEN
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Robots/Capita
9/19/2013
12
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Newsjacking
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Reverse Innovation
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GE MAC ECG
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Big Datasizeup.comBigML.com
9/19/2013
13
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ROLReturn on Luck
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3x – 10xCash
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Are you playing NOT to lose?
Or
Are you playing toWIN?
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© gazelles 2013Contact Us
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STRATEGYPEOPLE CASHEXECUTION
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$ 54 millionGoldman Sachs
9/19/2013
14
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CEO, ExpressMed IntoGreatAlan Rudy
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Routine Sets YOU Free!
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Reduce by 80 %Time to Manage
More Market‐Facing Activities
Get Everyone Aligned &
On the Same Page
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Results
2x Cash Flow
3x Profitability
10x Valuation
More Time!
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4 Decisions
PEOPLE EXECUTIONSTRATEGY
CASH
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Good To Great
DisciplinedPeople
DisciplinedThought
DisciplinedAction
PEOPLE STRATEGY EXECUTION
9/19/2013
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4 Decisions
PEOPLE EXECUTIONSTRATEGY
CASH
(Happiness) (Revenue/Growth)
(Profit/Time)
(Oxygen/Options)
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STRATEGYPEOPLE CASHEXECUTION
E
SC
P
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PEOPLE
ME – Living Legacy
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How many sleepless nights in a year?
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PEOPLE
ME – Living Legacy
9/19/2013
16
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PEOPLE
PEER Coach
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PEOPLE
PEOPLE
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PEOPLE
Function Accountability Chart (FACe)
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PEOPLE
HR & IT – Nodal Network
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PEOPLE
Right People, Right Things, Right
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PEOPLE
Process Accountability Chart (PACe)
9/19/2013
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STRATEGY
SWT
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STRATEGY
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STRATEGY
7 Strata
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Strategic Planning
People Resourcing
Strategic Thinking
Execution Planning
Cash Modeling
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The Councilpp 114 ‐ 116
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STRATEGY
9/19/2013
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STRATEGY
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STRATEGY
Name and Date
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STRATEGY
One‐Page Strategic Plan
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STRATEGY
Vision = Dream + Plan
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STRATEGY
Should/Shouldn’t – Soul
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STRATEGY
Why – Heart – Everest
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STRATEGY
Where – 3‐5 Year Base Camps
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STRATEGY
What – Annual Goals
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STRATEGY
How – Quarterly Action Steps
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STRATEGY
Theme – Finish Lines & Fun
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STRATEGY
Who – Individual Accountabilities
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STRATEGY
9/19/2013
20
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EXECUTION
EXECUTION
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EXECUTION
Who What When (WWW) – Weekly
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EXECUTION
Rockefeller Habits Checklist
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ATUL GAWANDE
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EXECUTION
Rockefeller Habits Checklist
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CASH
CASH
9/19/2013
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www.gazelles.com
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www.gazelles.com
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Get it down; then get it right!
90 Day Iterations
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3 Disciplines
Priorities
Data/Metrics
Meeting Rhythms
(Alignment)
(Clarity & Foresight)
(Better/Faster Decisions)
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THE Question?
“We have the answers, all the answers,
it’s the question we do not know!”
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2 Dynamics (Ditches!)
Reputation
and
Productivity
9/19/2013
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STRATEGY
Vision = Dream + Plan
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STRATEGY
People (Reputation) + Process (Productivity)
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Driver Support
Coaching + Learning + Technology
=
Growth
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Good To Great
DisciplinedPeople
DisciplinedThought
DisciplinedAction
COACHING LEARNING TECHNOLOGY
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“No one has ever achieved peakperformance without a
coach.”
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BILL CAMPBELL
9/19/2013
23
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Towerof Guilt
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“ThinkWeek”
‐ Bill Gates
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“Time to Read”
‐Eric Schmidt
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Masterclass Rockefeller HabitsAdvanced
woensdag 11 december 2013
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Growth Summit 30th April
9/19/2013
24
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CFO – AccountingSales ‐‐ CRM
Operations – Industry SpecificManagement ‐‐ Accountability?
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How do you getover 160 hotelson the same page?
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White LodgingBryan Hayes
Using Rhythm Coaching with Software, we improved our ability to fill management positions on time by 47%.
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Rhythm Execution
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Dashboards + 1 Page Plan + GazellesTV
Rhythm Execution:
• Execution Software + Coaching + Online Learning (Webcasts)
• Fill out the Info Sheet; Email Cindy at [email protected]
9/19/2013
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Driver Support
Coaching + Learning + Technology
=
Growth
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Results
2x Cash Flow
3x Profitability
10x Valuation
More Time!
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PEOPLE
Scaling Up PeopleWould you Enthusiastically Rehire?
PEOPLE(Happiness)
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PEOPLE
PEOPLEEXERCISE
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Keith Ferrazzi
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Keith Ferrazzi
Top 250 Relationships
9/19/2013
26
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Keith Ferrazzi
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2 Leadership Traits
Talk Less; Listen More
Less Statements; More Questions
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Liz Wiseman
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Tony Schwartz
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Tony Schwartz
Two 90 Minute Sessions
15 Minute Break
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2% Body Mass20% Energy
9/19/2013
27
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Tony Schwartz
Two 90 Minute Sessions
15 Minute Break
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PEOPLE
Function Accountability Chart (FACe)
Head of Company
Marketing
R&D
Sales
Operations
Treasury
Controller
Information Technology
Human Resources
Talent Development
Customer Advocacy
Heads of Business Units
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Financial Statements
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The Almost Matrix
Functions
SBUs
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Functions and Processes
Functions
Processes
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PEOPLE
Process Accountability Chart (PACe)
9/19/2013
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GettingPeople
ReputationMore & Better ApplicantsSelling your Vision
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Employment Group
Mark Lancaster
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Red 5 Studios
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Red 5 Studios
9/19/2013
29
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www.ordertopgrading.comQuestions: [email protected]
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“You'll need to spend 4‐5 hours in a CIDS…it’s a lot ofwork up‐front, but a fewhours now versus 1000 hours(later) as the alternative.”
171
Raymond RobertsCEO, Citizant
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Retention
StopDemotivating!
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Retention
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Retention
Strengths vs. Weaknesses
Checkers vs. Chess
9/19/2013
30
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Aquire
Love Loathe
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STRATEGY
Scaling Up Strategy Can You State Your Strategy Simply?
STRATEGY(Revenue/Growth)
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STRATEGY
STRATEGYEXERCISE
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STRATEGY
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Strategic Planning
People Resourcing
Strategic Thinking
Execution Planning
Cash Modeling
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STRATEGY
9/19/2013
31
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STRATEGY
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STRATEGY
7 Strata of Strategy
1. Own a Word or Two
2. Declare Brand Promises
3. Establish Catalytic Mechanism
4. Create One‐PHRASE Strategy
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STRATEGY
7 Strata of Strategy
5. Outline Differentiating Activities
6. Discover X Factor
7. Define BHAG & Profit/X
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STRATEGY
7 Strata of Strategy
1. Own a Word or Two
2. Declare Brand Promises
3. Establish Catalytic Mechanism
4. Create One‐PHRASE Strategy
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9/19/2013
32
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Hermann Simon
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Deep Instead of Broad: A Focused Strategy
9H01X047 ‐ 188 ‐
The Case of Winterhalter
Dishwashersfor
Hospitals
Dishwashers
WaterConditioners
Detergents
Service
Broad
Deep
Dishwashersfor
Schools
DishwashersFor Hotels/Restaurants
Dishwashersfor
Companies
Dishwashersfor
Organisations
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Waterfall Graph
-25
-20
-15
-10
-5
0
5
10
15
20
25
1 2 3 4 5 6 7 8XContact Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
Globalization: KaercherWorld leader in high pressure water cleaners
9H01X047 ‐ 190 ‐
Founding year of subsidiaries
Number o
f subsid
iaries
61 subsidiaries since 1962
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The Hidden Champions Strategy
9H01X047 ‐ 191 ‐
‐ Specialization in product and know‐how ‐
Global Selling and Marketing
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Enhanced Waters
9/19/2013
33
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Mark Simmons
Food Delivery – 7 positionsPizza Delivery – DominosPizza Hut Delivery – 2nd Pg
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David Meerman Scott
“You Are What You Publish”
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Controlling the Ink
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STRATEGY
7 Strata of Strategy
1. Own a Word or Two
2. Declare Brand Promises
3. Establish Catalytic Mechanism
4. Create One‐PHRASE Strategy
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Robert H. BloomFormer US CEO Publicis Worldwide and author
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Who A mom who wants her young children to get more nutrition.
Nestle Juicy Juice
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What The indispensable source of authoritative information,
data and analysis for the well‐informed financial professional.
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Best PriceBest Customer Service
Simplicity
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STRATEGY
7 Strata of Strategy
1. Own a Word or Two
2. Declare Brand Promises
3. Establish Catalytic Mechanism
4. Create One‐PHRASE Strategy
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30 Day Money BackPay For Return Shipping
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STRATEGY
7 Strata of Strategy
1. Own a Word or Two
2. Declare Brand Promises
3. Establish Catalytic Mechanism
4. Create One‐PHRASE Strategy
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Dr. Frances Frei
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Anti‐Brand Promises Brand Promises
Trade‐Offs
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“Flat Packed Furniture”
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“Wheels Up”
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STRATEGY
7 Strata of Strategy
5. Outline Differentiating Activities
6. Discover X Factor
7. Define BHAG & Profit/X
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STRATEGY
What is Strategy?HBR Nov‐Dec 1996
ACTIVITIES!!
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Pallet of ProductNo Name BrandsCash in Advance
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STRATEGY
7 Strata of Strategy
5. Outline Differentiating Activities
6. Discover X Factor
7. Define BHAG & Profit/X
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Barrett ErsekCEO
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STRATEGY
7 Strata of Strategy
5. Outline Differentiating Activities
6. Discover X Factor
7. Define BHAG & Profit/X
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Fortune 500 202320 Product CategoriesProfit/Product Category
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STRATEGY
7 Strata of Strategy
1. Own a Word or Two
2. Declare Brand Promises
3. Establish Catalytic Mechanism
4. Create One‐PHRASE Strategy
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STRATEGY
7 Strata of Strategy
5. Outline Differentiating Activities
6. Discover X Factor
7. Define BHAG & Profit/X
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STRATEGY
Strategy DecisionsCan You State Your Strategy Simply?
STRATEGY(Revenue/Growth)
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STRATEGY
SWTvs.
SWOT
STRATEGYEXERCISE
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STRATEGY
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STRATEGY
Core ValuesPurpose
STRATEGYEXERCISE
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STRATEGY
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Core Values A handful of rules that remain constant
1. Personality – “Performance Edge”
2. Fire for violating?
3. Take Significant financial hit?
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Purpose ‐WHY
Innovation
Competition
Happiness
Robin Hood
Ubiquity
Escape
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One HR List
EVERYDAY MANAGEMENT Create Legends Recruitment and Selection Orientation and Handbook Appraisal Process Recognition and Reward Internal Newsletter Quarterly Themes
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HedgehogJim Collins
What you aredeeply
passionate about
What drives youreconomic engine
(Profit/x)
What you can bethe Best in theWorld at
BHAG
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STRATEGY
Collins‘ Hedgehog
Passio
n
$
BHAG
Best
At
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STRATEGY
Key Thrusts & Capabilities
STRATEGYEXERCISE
To fulfill your 3‐5 Year Plan
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STRATEGY
Where – 3‐5 Year Base Camps
3 to
5 Year P
lan
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STRATEGY
3 to
5 Year P
lan
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CASH
Scaling Up CashWhat’s Your Cash Conversion Cycle?
CASH(Oxygen/Options)
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CASH
Cash is
King!
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CASH
Best Practice: Dell
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CASH
Tom Meredith
Growth
Liquidity
Profitability
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CASH
Best Practice: Dell
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CASH
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CASH
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CASH
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CASH
Profit is
King!
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CASH
CASHEXERCISE
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CASH
The Cash Conversion Cycle
A
Sales Cycle
C
Delivery Cycle
D
Billing & Payment Cycle
Cash Conversion Cycle (CCC)
B
Make/Production& Inventory Cycle 3 Ways to shorten your CCC
• Shorten cycle times• Reduce mistakes• Improve your business model & P/L
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EXECUTION
Scaling Up ExecutionDo you have Relentless Repeatability?
EXECUTION(Profit/Time)
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EXECUTION
EXECUTIONEXERCISE
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Routine Sets YOU Free!
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“Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of
conscious choice,
and discipline.”~Jim Collins
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T. Boone Pickens
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Human Brain:
Pattern Recognition
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Think vs. Talk
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T. Boone Pickens
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Gut Feel
Train Your Gut
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EXECUTION
EXECUTIONEXERCISE
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Healthy Team
Alignment To #1 Thing
Meeting Rhythms
Clear Accountabilities
Employee Feedback
Customer Feedback
Values & Purpose Alive
Articulate The Strategy
Know A Great Day/Week
Plans & Performance Visible
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Healthy Teams
Execution Habit #1HEALTHYTEAMS
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EXECUTION
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Pat Lencioni
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The Five Dysfunctions of a Team
Fear of… Conflict
Absence of… Trust
Lack of… Commitment
Avoidance of… Accountability
Inattention to… Results
The Role of the Leader
Be Vulnerable
Demand Debate
Force Clarity and Closure
Confront Difficult Issues
Focus on Collective Outcomes
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The Councilpp 114 ‐ 116
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Priorities
Execution Habit #2PRIORITYSETTING
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EXECUTION
Execution: Cols 4 – 7
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Focus & Alignment
“The Main Thing Is To Keep The Main Thing
The Main Thing”
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EXECUTION
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STRATEGY
Outcomes
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STRATEGY
Critical Numbers
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Red: Minimum
Yellow: ‐‐
Green: Goal
Super Green: Stretch Goal
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STRATEGY
Priorities
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Rock Rock Rock
CRITICALNUMBER
aa
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EXECUTION
Align Everyone To The #1 Thing: Finish Lines & Fun
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High Tech Health
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Focalex
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Meeting Rhythms
Execution Habit #3MEETINGRHYTHMS
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EXECUTION
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Meeting Rhythm
Daily 5 ‐ 15 min Tactics/Communication
Weekly 60 – 90 min Priorities/Debate
Monthly 4 – 8 hours Big Issues/DNA Transfer
Quarterly 1 – 2 days Planning/Focus
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Daily – Agenda
• What’s Up?
• Daily Metrics?
• Where are you Stuck?
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Weekly – Agenda
• Good News – 5 mins
• Priorities & The Numbers – 10 mins
• Customer/Employee Data – 10 mins
–––––––––––––––––––––––––––––––––––
• Collective Intelligence – 30 mins
• Who, What, When Summary
• One Phrase Close
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Weekly – Agenda
• Good News – 5 mins
• Priorities & The Numbers – 10 mins
• Customer/Employee Data – 10 mins
–––––––––––––––––––––––––––––––––––
• Collective Intelligence – 30 mins
• Who, What, When Summary
• One Phrase Close
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70 Managers & 7%
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www.gazelles.com
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Accountability
Execution Habit #4ACCOUNT‐ABILITY
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EXECUTION
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PEOPLE
PEOPLE
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STRATEGY
Who – Individual Accountabilities
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Employee Feedback
Execution Habit #5EMPLOYEEFEEDBACK
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EXECUTION
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EXECUTION
Start, Stop, Keep Survey
What do you think we should START doing?
What do you think we should STOP doing?
What do you think we should KEEP doing?
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PEOPLE
FACe: Human Resources
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Weekly – Agenda
• Good News – 5 mins
• Priorities & The Numbers – 10 mins
• Customer/Employee Data – 10 mins
–––––––––––––––––––––––––––––––––––
• Collective Intelligence – 30 mins
• Who, What, When Summary
• One Phrase Close
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Customer Feedback
Execution Habit #6CUSTOMERFEEDBACK
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EXECUTION
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EXECUTION
Four Questions (4Q)
1. How are you doing?
2. What’s going on in your industry/neighborhood
3. What do you hear about our competitors – negative
4. How are we doing?
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The Net Promoter System
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Jade Grey & John O’Loghlen
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2/Day
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PEOPLE
FACe: Customer/Advocacy
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Weekly – Agenda
• Good News – 5 mins
• Priorities & The Numbers – 10 mins
• Customer/Employee Data – 10 mins
–––––––––––––––––––––––––––––––––––
• Collective Intelligence – 30 mins
• Who, What, When Summary
• One Phrase Close
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Core Values/Purpose
Execution Habit #7CORE
IDEOLOGIES
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EXECUTION
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One HR List
EVERYDAY MANAGEMENT Create Legends Recruitment and Selection Orientation and Handbook Appraisal Process Recognition and Reward Internal Newsletter Quarterly Themes
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Culture Carriers
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STRATEGY
Quarterly Actions
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Brand Promises/Key Thrusts
Execution Habit #8BRAND
PROMISES
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EXECUTION
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STRATEGY
7 Strata
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Metrics/Dashboards
Execution Habit #9METRICS/
DASHBOARDS
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EXECUTION
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STRATEGY
Who – Individual Accountabilities
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My Plan
Critical #
Rocks
KPIs
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STRATEGY
People + Process
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Situation Room
Execution Habit #10SITUATIONROOM
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EXECUTION
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Your Virtual Situation Room
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Which Habit Will You Master Next?
Healthy Team
Alignment To #1 Thing
Meeting Rhythms
Clear Accountabilities
Employee Feedback
Customer Feedback
Values & Purpose Alive
Articulate The Strategy
Know A Great Day/Week
Plans & Performance Visible
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Are you playing NOT to lose?
Or
Are you playing toWIN?
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1?Contact Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected] Us44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
7%
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Bias for Action“On the plains of hesitation, bleach the bones of countless millions, who, at the dawn of victory sat down to rest, and resting, died.”
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© gazelles 2013Contact Us
44031 Pipeline Plaza Suite 200, Ashburn, VA 20147/ P. 703‐858‐2400/ [email protected]
STRATEGYPEOPLE CASHEXECUTION
