Catapult from Good to Great: 5 Habits to Demonstrate Strategic Acumen in Business and Life

WelcomeWelcomeAHRMAAHRMA

5 Habits to demonstrate strategic 5 Habits to demonstrate strategic acumen acumen

in business and lifein business and life

Catapult from Good To Catapult from Good To GreatGreat

Brought to You by:

Teri Hill, M.Ed. & President,

T.H.Enterprise

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Over half the companies that were industry leaders in 1955 were still leaders in 1990

More than 2/3rds of the 1990 industry leaders no longer existed by 2004.

Moving from Moving from Good to GreatGood to Great

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Objective for our time today:Better position you as strategic

partner- instill 5 habits

Identify CEO obsessions & leadership actions of the most successful business leaders- Evaluate/feedback

Couple talent management with strategic agility and business acumen to drive accountability

How to confront the right (brutal facts) without ever losing faith- metrics

Understand the 3 key drivers to success in business and in life that every CEO obsesses over

Best practices in discipline

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How we will proceedHow we will proceed

Review current strategic issuesReview current strategic issues Review Good to Great principles and 5 HabitsReview Good to Great principles and 5 Habits

Continually Continually reflect on own strategic habits on own strategic habits Share best practices – strategic partnering, Share best practices – strategic partnering,

people metrics, accountability, gathering inputpeople metrics, accountability, gathering input Apply concepts to business scenariosApply concepts to business scenarios Personal/professional development planPersonal/professional development plan

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Key Key CompetenciesCompetencies

Business Acumen Strategic Agility Influencing Up, Down,

& Across Building Alliances Across the Organization Consistent & Persistent

best Practices- personal and talent management1.1. How are you called to be a strategic partner?How are you called to be a strategic partner?2.2. How will it benefit you to move from Good To Great?How will it benefit you to move from Good To Great?3.3. What key competency would you like to focus on in What key competency would you like to focus on in

moving from Good to Great?moving from Good to Great?

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Top issues on CEO’s minds today?Top issues on CEO’s minds today?

Protracted global Protracted global recessionrecession

Increase in regulationIncrease in regulation Lack of stability in capital Lack of stability in capital

marketsmarkets Low cost competitionLow cost competition Energy costsEnergy costs Availability of key skillsAvailability of key skills

Better managing of people Better managing of people through change through change

Morale and employee Morale and employee engagement engagement

Training and development Training and development Flexible working environments Flexible working environments Collaboration with a network of Collaboration with a network of

outside specialists outside specialists Compensation levels Compensation levels Pension and healthcare Pension and healthcare

benefitsbenefits

External Human Resource Issues

1 PriceWaterhouseCoopers, 13th Annual Global CEO Survey 2010. 2 Duke/CFO Business Outlook Survey, September 15, 2010. 3 PriceWaterhouseCoopers, 13th Annual Global CEO Survey 2010.

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Top issues on CFO’s minds today?Top issues on CFO’s minds today?

Federal Government Federal Government agenda/policiesagenda/policies

Consumer demandsConsumer demands Price pressure from Price pressure from

competitorscompetitors Availability of key skillsAvailability of key skills

External Internal

1 PriceWaterhouseCoopers, 13th Annual Global CEO Survey 2010. 2 Duke/CFO Business Outlook Survey, September 15, 2010. 3 PriceWaterhouseCoopers, 13th Annual Global CEO Survey 2010.

Maintaining profit Maintaining profit marginsmargins

Rising HC costsRising HC costs Low employee moraleLow employee morale

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1. Level 5 Leadership

2. First Who, Then What

3. Confront the Brutal Facts Without Loosing Faith

4. Hedgehog Concept

5. Culture of Discipline

6. Technology Accelerator

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Disciplined People Disciplined Thought Disciplined Action

Level 5Leadership

1st WhoThen What

ConfrontWith Faith

HedgehogConcept

Culture ofDiscipline

TechnologyAccelerator

Build up……..Breakthrough!!!

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How do you define How do you define discipline?discipline?

AwarenessAwarenessRealize the ChoiceRealize the ChoiceDefine a new pathDefine a new pathConsistent & PersistentConsistent & Persistent Focus FocusOvercome barriersOvercome barriersIntegrated Approach- Integrated Approach- input/output/throughputinput/output/throughput

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Level 5Leadership

1st WhoThen What

ConfrontWith Faith

HedgehogConcept




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Leadership/ Influence Talent Management

Business Acumen Accountability- influence up, down, across

Persistence to sound plan

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4. Hedgehog Concept



1. Leadership/ Influence

2. Talent Management

3. Business Acumen

4. Driving Accountability

5. Persistence to sound plan

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Level 5 LeadershipLevel 5 Leadership

Paradoxical qualities of Paradoxical qualities of humility and relentless drivehumility and relentless drive

Lifelong learnersLifelong learners

Window and the mirrorWindow and the mirror

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Two Sides of Level 5 LeadersTwo Sides of Level 5 Leaders

Creates superb results, a clear change catalyst

Unwavering resolve to long term results

Sets standards of building an enduring company, nothing less

Looks in the mirror for poor results, never blaming others simply setting better standards

Demonstrates compelling modesty, never boastful

Acts with quiet, calm determination, relies on inspired standards vs. charisma

Channels ambition into company and succession planning vs. self

Looks out the window giving credit for success to other people, external factors, or luck

Professional WillProfessional Will Personal HumilityPersonal Humility

Leader ‘s S.E.R.V.E.Leader ‘s S.E.R.V.E.

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Levels of leadership

Level 5

Level 4

Level 3

Level 2

Level 1

Level 5- ExecutiveAll of the below plus- Relentless Drive & personal humility

Effective Leader- in vigorous pursuitOf clear, compelling vision, stimulating high performance

Competent Manager- Organizes people and resources to efficient, effective pursuit of pre-determined direction

Contributing Team Manager- works toward achievement of group objectives. Works effectively in a group setting

Highly Capable Individual- Makes productive contributions through talent, knowledge, skills, and good work habits

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HR HR CompetenciesCompetencies

Level 5 leaders thrive as Level 5 leaders thrive as they give and receive they give and receive

feedbackfeedback Business Acumen Strategic Agility Influencing Up, Down,

& Across Building Alliances Across the Organization Consistent & Persistent

best Practices- personal and talent management

Best Practices in Best Practices in FeedbackFeedback

Relationship firstRelationship first

Be sure it is welcome- timingBe sure it is welcome- timing

Focus on your perspective- Focus on your perspective- DOD- directly observable dataDOD- directly observable data

Pure intentionsPure intentions

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Level 5Leadership

1st WhoThen What

ConfrontWith Faith

HedgehogConcept




!




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First Who, Then WhatFirst Who, Then What

• Packard's LawPackard's Law

• A “Genius” with a 1000 helpersA “Genius” with a 1000 helpers

• Recruit values vs. showmanshipRecruit values vs. showmanship

• Knowledge Expert or resourceful?Knowledge Expert or resourceful?

• Best on biggest opportunity vs. problemBest on biggest opportunity vs. problem

• Separate quicklySeparate quickly

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Best Practices in Talent Best Practices in Talent ManagementManagement

Hire slow, fire fastHire slow, fire fast

On-boardingOn-boarding

Training & DevelopmentTraining & Development

RetentionRetention

MeasurementMeasurement

People MetricsPeople Metrics

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Key HR Metrics- Eye on the Key HR Metrics- Eye on the bottom linebottom line

Labor Cost as% of Labor Cost as% of revenuerevenue

Recruiting and StaffingRecruiting and Staffing Monthly turnoverMonthly turnover Benefit costBenefit cost

per employeeper employee Compensation/retentionCompensation/retention

Labor costRevenue %

(Comp. + benefit cost) Annual Revenue

=

Cost per Hire

=Annual recruiting & hiring ________costs__________ Total of new hires

Compa-Ratio= Employee’s Salary_ Midpoint of the salary

range

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Activity- Activity- Small Groups- Compare Best Small Groups- Compare Best Practices in People MetricsPractices in People Metrics

Hire slow, fire fastHire slow, fire fast On-boardingOn-boarding Training & DevelopmentTraining & Development RetentionRetention MeasurementMeasurement

People MetricsPeople Metrics

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Level 5Leadership

1st WhoThen What

ConfrontWith Faith

HedgehogConcept




!




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Disciplined Disciplined ThoughtThought

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Choice, not Choice, not circumstance circumstance

determines our determines our fatefate

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Steps to AccountabilitySteps to Accountability

Driving Accountability - ActingDriving Accountability - ActingAbove the Line in all you doAbove the Line in all you do

AccountabilityResponsibilityClarity of visionCommunication Ownership Gratitude

The line

Below the line- THE BLAME GAME/Victim Cycle

Wait andWait andSeeSee

““I forgot"I forgot"

FingerFingerPointingPointing

Ignore/Ignore/DenyDeny

Cover Cover youryourtailtail

““Not myNot myJob”Job”

Blame othersAvoid/procrastinateInactivityExcuses Complaining Gossip Gloom

Living inLiving inThe PastThe Past

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Data obsessed

Never Make Assumptions

Never Give Up

Tough Feedback

Confront the Brutal Reality Confront the Brutal Reality without Ever Loosing Faithwithout Ever Loosing Faith

Gathering Input- Focus Groups

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Focus Group Best PracticesFocus Group Best Practices

Begin with the end in mindBegin with the end in mind Keep it safeKeep it safe Facilitation skills- neutral,Facilitation skills- neutral, promoting discussionpromoting discussion True brainstormingTrue brainstorming Consider a virtual tourConsider a virtual tour Nominal group processNominal group process Circle back to share resultsCircle back to share results Add in step to put Add in step to put recommendations in recommendations in placeplace

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Create a culture where the Create a culture where the truth is heardtruth is heard

Lead with questions, not answersLead with questions, not answers

Engage in dialogue and debate, not coercionEngage in dialogue and debate, not coercion

Conduct autopsies, without blameConduct autopsies, without blame

Build in red flag mechanisms that turn Build in red flag mechanisms that turn information into information that can not be information into information that can not be ignored!ignored!

Share Best Share Best Practices inPractices in

Conducting FocusConducting FocusGroupsGroups

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Level 5Leadership

1st WhoThen What

ConfrontWith Faith

HedgehogConcept



Build up…….. Breakthrough!!!!




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Simplicity within 3 circlesSimplicity within 3 circles

Doing what we are Deeply passionate

About

Sticking with What drives our Economic engine

KPI’s

Doing what we canBe the best in the

World at

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Good to Great Companies- Good to Great Companies- HedgehogHedgehog

CompaniesCompanies Abbott LabsAbbott Labs

WalgreensWalgreens

NucorNucor

Best in the world &Best in the world &

What drive economic engineWhat drive economic engine

Product portfolio to lower Product portfolio to lower cost of HCcost of HC

Profit per employeeProfit per employee Convenient locations- Convenient locations-

clusteringclustering Profit per customer visitProfit per customer visit Harnessing culture and Harnessing culture and

technology to produce low-technology to produce low-cost steelcost steel

Profit per on of finished Profit per on of finished steelsteel

What are the What are the 3 for your 3 for your

organization?organization?

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3 questions- Hedgehog3 questions- Hedgehog

What are we deeply passionate about?What are we deeply passionate about?

What can we be best in the world at?What can we be best in the world at?

What drives our economic engine?What drives our economic engine?

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Activity- Apply Hedgehog to Activity- Apply Hedgehog to Business ScenarioBusiness Scenario

In groups of 5 decide on 3 hedgehog principles In groups of 5 decide on 3 hedgehog principles and how the proposed leader can help move the and how the proposed leader can help move the company from Good to Greatcompany from Good to Great

Present your ideas to the audience (Mock Board Present your ideas to the audience (Mock Board of Directors - BofD)of Directors - BofD)

Audience (BofD)- ask questions Audience (BofD)- ask questions

Objective: Objective: Demonstrate Strategic Agility, BusinessDemonstrate Strategic Agility, BusinessAcumen, and Influence SkillsAcumen, and Influence Skills

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Simplicity within 3 circlesSimplicity within 3 circles

Doing what we are Deeply passionate

About

Sticking with What drives our Economic engine

KPI’s

Doing what we canBe the best in the

World at

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Level 5Leadership

1st WhoThen What

ConfrontWith Faith

HedgehogConcept



Build up…….. Breakthrough!!!!




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4. Hedgehog Concept



1. Leadership/ Influence

2. Talent Management

3. Business Acumen

4. Driving Accountability

5. Persistence to sound plan

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What is discipline?What is discipline? AwarenessAwareness Realize the ChoiceRealize the Choice Have a clear goalHave a clear goal Consistent & Persistent Consistent & Persistent

FocusFocus Overcome barriersOvercome barriers Integrated Approach- Integrated Approach-

input/output/throughputinput/output/throughput

The essence of strategyThe essence of strategyIs deciding what Is deciding what

NOT to doNOT to do

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A discerning man keeps wisdom in view,

but a fool’s eyes wonderto the ends of the earth.”

- Proverbs 17:24

“There are many things that will catch my eye,But there are only a few that catch my heart…..

It is those I consider to pursue.

- Tim Redmond

Rigorous Determined

Dogged, Diligent, Focused

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ActivityActivity

List strategic activities and tactical activities you List strategic activities and tactical activities you do on daily basisdo on daily basis

What can you delegate? Eliminate?What can you delegate? Eliminate? What are your distractions?What are your distractions? What do you do to get back to the important vs. What do you do to get back to the important vs.

the urgent?the urgent? Choice, not Choice, not circumstance circumstance

determines our determines our fatefate

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Level 5Leadership

1st WhoThen What

ConfrontWith Faith

HedgehogConcept




!




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Activity- Culture of DisciplineActivity- Culture of Discipline

1.1. Fill in your Commitment to Moving from Good Fill in your Commitment to Moving from Good to Great formto Great form

2.2. List who will hold you accountableList who will hold you accountable

3.3. Share your list with your small groupShare your list with your small group

4.4. Group leaders share ribbonsGroup leaders share ribbons

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5 Habits to 5 Habits to

demonstrate demonstrate

strategic acumen strategic acumen

in business and lifein business and life

Catapult fromCatapult from Good To GreatGood To Great

Catapult from Good to Great: 5 Habits to Demonstrate Strategic Acumen in Business and Life

Business

Transcript of Catapult from Good to Great: 5 Habits to Demonstrate Strategic Acumen in Business and Life