Before you ask your employees to commit to the company’s vision, you need to make sure they are clear on just what the vision is. Allow them to ask questions so that they can understand exactly where you are going and their role in getting there. Jim explains how ambiguity can lead to disengagement.
With insight from Randy Taussig: Clarify First, Then Commit
Everyone knows that Annual Planning is about looking forward, but Jim discusses the importance of looking back too. It’s a great time celebrate all that you have accomplished in the past year. This generates excitement and gets your team connected and ready to take on the new year.
With insight from Mike Kotsis: Get Energized for Your Company’s Annual Planning Session
Join David as he talks about how those closed door ‘vents session’, under the guise of confidentiality, can kill your company’s culture. Instead, Leadership Teams need to create an environment of openness and trust, for the good of the team.
Often co-workers shy away from honesty, fearing conflict, but as Jim explains, every healthy relationship, needs heathy conflict. If you are respectful, and do not make it about the person, you’re well on your way to a more healthy team.
With insight from Connie Chwan – Enter the Danger, Exit with Results
We pride ourselves on being multi-taskers. We couldn’t get everything done if we didn’t multi-task, but as Jim’s explains, there is a time and a place when it works. When you need to the hard work of thinking through a problem, or when you are working with your team, is neither the time or the place. Stop what you’re doing and listen to find out more.
With insight from Mike Paton: Be Where You Are When You Are There
David Bowman explains how many people are mistaken when they assume culture and strategy are an either/or construct. For a tribal species like ours, culture is the foundation of strategy. Listen to learn more.
Using a colorful phrase from his friend, Greg Cleary, Jim discusses how the roads of the world are paved with squirrels that just couldn’t make up their minds. Businesses that suffer from analysis paralysis, and just cannot make a decision, stand to suffer a similar fate. Making no decision, is worse for your company than making the wrong decision. Listen to learn more.
Thinking big can alter your reality. By acting like the company you want to be, not the company you are right now, you can push yourself and your team to create the organization of your dreams. Jim explains how the EOS 10-year plan helps make this happen.
It’s in our nature to lose focus at 90 days. That’s why the Quarterly Planning Session is an essential piece of your leadership team’s arsenal. Jim explains how you can keep your organization on track by looking at how you did, and where you’re going every 90 days.
With insight from Gino Wickman: Are Your Quarterly Planning Sessions Rock Solid and Highly Productive?
Jim looks at the stark difference between the Visionary and the Integrator roles in an organization. While the Visionary is the big picture dreamer, the Integrators is the doer, the glue that pulls everything together. Companies that recognize the difference and have the right people in each seat are ready to go to the next level.
With insight from Mike Paton: Visionaries and Integrators – Part 1: Why Both Are Essential
Having a great culture starts with identifying your core values. Jim explains that sometimes we make this more complicated than it needs to be. While not easy work, it is as simple as identifying who you are as a company, what really matters. Once you have this, and have everyone crystal clear on the vision, you can’t help but have a great culture.
With insight from Chris Naylor: The Bottom Line on Company Values
Many people think of blame when they hear the word accountability, but Jim explains it’s more about getting to the root of what happened. Asking: how do you think that went? Collecting information to bridge the gap between how it did go and how it should have gone.
With insight from Ken Ritterspach: Don’t confuse Blame with Accountability
Last week Jim discussed leaving a leadership legacy by creating leaders that can truly lead your company into the future. Now that you’ve done that, what do YOU do? Since most entrepreneurs aren’t wired to ‘sit’, there is an urge to step back in and meddle. Instead of giving in to the temptation, realize this is your time to dig in and take your company to the level.
With insight from Sue Hakes: Leaving a Leadership Legacy (Part 2)
What will your legacy be? Jim discusses how it should be more than just your business. By surrounding yourself with good people and sharing your knowledge with them, they will become your leadership legacy.
With insight from Sue Hawkes: Leaving a Leadership Legacy, Part One
Refusing to change can kill a business. Ken discusses how companies have to be aware of what needs to change, and be willing to make the changes. This will help them evolve into a stronger organization.
Jim explores the concept of vulnerability during your meeting check-ins. By opening up to your team, sharing the important things in your life, your team can get to a level of better connection and communication.
With insight from Alex Freytag: Strength in Vulnerability
Isn’t it great when we all agree? Yes, but it rarely happens, and in business, you don’t really want it to happen. You need to hear differing viewings in order to come to the best decisions. Jim explains.
Most companies have that one big goal – the brass ring, the shoot for the moon, goal. But only the best companies put a realistic timeline on that goal, and break it down into challenging, but achievable quarterly goals. Jim explains why this is so important to being successful.
With insight from Preston True: Stretch Your Thinking To Tighten Up Your Results
Giving feedback is often an uncomfortable thing to do, especially at work. Jim explores how it is necessary, and can be best handled by speaking the truth, in as few words as possible and then listening.
With insight from Mike Paton: Speak Truth in Few Words
Autopilot may have its benefits, but probably not in your business. Jim shares the experience of a company that got lulled into thinking ‘all is well’. You cannot coast for too long. You need a plan for when things change, as they invariably do.
With insight from Randy Taussig: Is Your Business Running on Autopilot
We all come to the table with a particular point of view. Sometimes, we don’t even realize we bring certain biases to a discussion. Jim explains that we must become aware of them, and learn to put them aside in order to make good decisions.
David joins us to discuss the ABCs (antecedents, behaviors, and consequences) of employee behavior. You may be surprised to learn that most leaders focus on the one that only yields 20% of the results. Listen to learn more.
As humans, we have a limited attention span. Jim discusses how it’s hard for us to focus on a one year plan. Instead, he recommends breaking your goals into bite-sized, quarterly Rocks. In 90-day increments, we are less likely to become overwhelmed.
Jim explores how stretching your thinking beyond just this quarter can tighten up your results. By looking at your 10-year target and breaking it down into 2.5% increments, you end up with a smaller number of tasks that are more likely to get done. Less is more.
With insight from Preston True: Stretch Your Thinking To Tighten Up Your Results.
Jim talks about how important it is to be an open and honest leadership team. It’s not always easy, but remember, it’s always just an issue that you can work through. Short term pain leads to long term gain and success for your team.
With insight from Mike Kotsis: How to Become an Open, Honest Leadership Team
Jim’s clients get excited when they learn about IDSing their issues – Identify, Discuss, and Solve. This tool helps them get through issues rapidly, but they must be cautious about moving too quickly. Jim explains why you need to slow down and make sure it is clear how an issue is going to be solved and by whom.
With insight from Mike Paton: WHY YOU NEED TO SOLVE BUSINESS ISSUES SLOWLY
Jim discusses how you really have to work at being intentional about your intentions for the structure of your organization. If you don’t, your structure can appear to have been snapped together piecemeal, without clearly defined responsibilities and roles for your team.
You have to focus on one issue at a time. Don’t try to solve multiple issues at the same time. Get focused and solve them one at a time. Start with the top priority or life threating as in the Martian.