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What is vision? It’s clearly defining who and what your organization is, where it’s going and how it’s going to get there.
What are core values? They are a small set of vital and timeless guiding principles for your company.
Once they’re defined, you must hire, fire, review, reward, and recognize people based on these core values. This is how to build a thriving culture around them.
in every case, these companies defined their core values in the very early stages and built a culture of people around them.
core values already exist within your organization—they’ve just been lost in the day-to-day chaos.
each one needs to be backed up with stories, analogies, and creative illustrations to drive home its importance.
Your core values should become a guiding force in your organization and should be incorporated into your hiring process.
It’s easy to find people with the right skill set, but you want the one that rows in your direction.
The number one reason those deals were successful and continue their success is due to core value alignment.
In short, it doesn’t matter what your core values are as much as it does that you’ve clearly defined, communicated, and are living them as an organization.
Businesses can easily become distracted by opportunities that are wolves in sheep’s clothing.
Your job as a leadership team is to establish your organization’s core focus and not to let anything distract you from that.
core focus because it should come from your company’s core and you must stay laser-focused on it.
I can’t tell you how many of my clients start out trying to be all things to all people. They say, “Oh, you need that? Yes, we do that,” and, “You want those? No problem.” Over time, though, they, their customers, and their employees become frustrated, and the business becomes less profitable.
Get Back in the Box: Innovation from the Inside Out, Douglas Rushkoff
Nuts! Southwest Airlines’ Crazy Recipe for Business and Personal Success
Remember, less is always more. Most companies make the mistake of trying to accomplish too many objectives per year. By trying to get everything done all at once, they end up accomplishing very little and feeling frustrated.
When everything is important, nothing is important.
Have a company kickoff meeting and unveil your clearly defined vision (the V/TO). This is an opportunity to share your newly created core value speech for the first time. Make sure to include question-and-answer time.
Every 90 days, have a short (no more than 45-minute) state-of-the-company meeting with all employees. The objective of this event is to share successes and progress, review the V/TO, and communicate newly set company Rocks for the quarter.
Each quarter, as you set Rocks in each department, conduct a complete review of the V/TO as a team.
People need to hear the vision seven times before they really hear it for the first time.
Conducted on-the-spot core value checks. If someone could name them all, they’d receive a $20 bill on the spot.
learned of a company that offered a weekly $20 gift card, albeit with a unique twist. The employee that received it the previous week would give it to the next employee who exhibited one of the company’s core values.
The right people are the ones who share your company’s core values.
Core Values + People Analyzer = Right People
The right seat means that each of your employees is operating within his or her area of greatest skill and passion inside your organization
Unique Ability, authors Catherine Nomura, Julia Waller, and Shannon Waller
A common mistake entails creating a structure to accommodate people you like or don’t want to lose.
STEP 1 After discovering your core values as a leadership team, “people-analyze” each other,
If you’re all weak in one particular value, you should question whether or not it truly should be included. Second, you will see if someone on the leadership team is below the bar.
STEP 2 Have your leadership team people-analyze everyone in the organization and then have each manager share those results in one-on-one sessions.
STEP 3 Use the People Analyzer in your quarterly performance reviews with all team members.
STEP 4 If your leadership team is struggling with a personnel problem, run the person through the People Analyzer.
LMA stands for leading, managing, and holding people accountable.
How to Be a Great Boss.
GWC stands for get it, want it, and capacity to do it.
Leadership, Rudolph Giuliani
Decide and list all of the categories that you’d need to track on a weekly basis to have that pulse.
STEP 2 In the left-hand column, list who is accountable for each of the numbers.
STEP 3 Decide and fill in what the expected goal is for the week in each category.
STEP 5 Decide who is accountable for collecting the numbers and fill in the Scorecard every week for the leadership to review.
STEP 6 Use it! You must review your Scorecard every week to ensure that you’re on track for your vision.
1. The numbers in the Scorecard should be weekly activity-based numbers,
2. The Scorecard is much more of a proactive tool, helping you to anticipate problems before they actually happen.
3. When managing a Scorecard, many clients find value in red-flagging categories that are off track.
What gets measured gets done.
1. Numbers cut through murky subjective communication between manager and direct reports.
2. Numbers create accountability.
3. Accountable people appreciate numbers.
