Organizational Clarity

Leaders need to personally be clear about their vision and their strategy.

And just as importantly, they need to do something with it.  Employees and the team must know the vision, and the top leader must take responsibility for ensuring the vision is shared.

How?  Constant messaging to employees.  I don't know of too many companies that over communicate. But the greatest ones do.

They create visual work places.

They post the score (how the company is doing in all measurable areas).

They communicate the goals to the employees often.

They communicate the successes, setbacks, and challenges often.

They are accessible and "make the rounds" often to socialize the goals, objectives, initiatives, and how the company is doing.

Question:  Do your team members know the goals and the score?

To Be Like a Rockefeller

In the late 90's, I was presented with a book from my friend David Parfitt in Atlanta titled Mastering The Rockefeller Habits by Verne Harnish.  That book forever changed and improved the way I've set goals, created and communicated plans, and organized and worked with teams.

I'll share just three principles from the many that Harnish discovered were put to use by John D. Rockefeller  during the latter half of the oil industry era--when his disciplined approach to business created unprecedented success.

1. Create a One Page Operating Plan.  A one-page plan is simple enough that it will get referred to and used often, as opposed to most plans in 3-ring binders that become shelf decorations.

2. Keep Everyone on the Same Page.  How do you do this?  You create simple, compelling goals and make them visible-- and then support with #3 below.

3.  Create Meeting Rhythm.  Establish a series of regular meetings with your team and extended team to communicate priorities, get reports against objectives, and use the One-Page Plan as a measure of your progress.  Everyone ought to know what's expected and what's coming each time you meet.  This keeps the meetings short, pointed, and impactful.

If you'd like to learn more about The Rockefeller Habits, go to Gazelle's website, created by Verne Harnish, where you can download the forms and worksheets to help get you on your way.

What Do You Value?

I think most lists of company values are crap.

Yes, I said "crap."  Why?  Because, in my opinion--the lists are contrived from a random list of values that the leaders think "sound good" or would be good for the organization.

If you want to dig deep on this, spend 3 minutes at Jim Collins' site to listen and learn about the absolute #1 best way in the world to select your company values:  Examine your best employees and what makes them special--and take their list of collective values and attach them to your company.

I've used Collins' technique and can tell you it works…very well.

On Purpose

Mission and values….yes.  But purpose?  What is a company's "purpose statement?"

Verne Harnish (author of Mastering the Rockefeller Habits) puts it this way.  "Values are the rules of the organization.  Purpose is the heart."

Questions to get at your purpose:

"Why are we doing what we are doing?"

"What is the reason we are in the business we are in?"

"What is our Passion for the business we're in?"

"What's our Higher Reason for being in this specific business?"


When you've developed your purpose statement, it breathes life into why you're here. And whether you're a company of 10,000 or a company of 1, it is always better to be "on purpose."

Mistakes on our Path

Mistakes properly dealt with lead to wisdom, as long as they're not made twice. They are sometimes part of our path to best practices.

When Did We Stop Selling?

When did we stop making price the only issue?

When did we stop listing out the ways our product or service saves time?

When did we stop listing out the ways our product or service saves money?

When did we stop researching our customer's needs to the point that we know their needs better than they do?

When did we stop researching our competitors to reveal their weaknesses and our strengths?

When did we stop "presenting our proposal" as opposed to "quoting our price?"

When did we stop taking time to package our proposal?

When did we stop making a point of leveraging our relationship and our customer's trust in us to help them understand the full value we provide?

…………..

What are you going to do about this?

Clear Leadership

It hits you like a 2 x 4 on a freezing day. That strong, clear, and compelling leadership that's missing so often. But when it's present, it is awesome. 

You see it this way.

The leader that cares for the people, and is genuinely interested in them.  Who starts with assembling the greatest team comprised of the greatest people doing the greatest things.

The leader that articulates a clear vision--so clear and compelling in fact that everyone from the senior team to the team who sweeps the floors knows exactly what is important, which direction is North, and where you are headed. 

The leader who develops her people with training and coaching.

The leader who meets with his team one-on-one to provide feedback and coaching--and support the achievemkent of individual and organizational goals.

The leader that meets with all the employees frequently--to reinforce those messages you found so inspiring and compelling the first time you heard them.

And the leader who, of course--delivers the results, because she helped her team be successful, who in turn--helped her be successful.


This is the leader who "suits up, and shows up."  Every day.  In every way.