More on this book
Community
Kindle Notes & Highlights
Read between
July 17 - July 23, 2020
it is important to have a system in place for tracking and managing the cascading Priorities and KPIs.
Alignwithgazelles.com, which gives you the capability to update your OPSP online and track all the KPI’s and Priorities that arise from a disciplined execution process
Having a single place to house all of this very important data, not only makes your business run more efficiently, but your team as a whole will have much greater transparency and alignment to the big company objectives that you set.
To move faster, pulse faster.
These meetings bring focus and alignment, provide an opportunity to solve problems more quickly, and ultimately save time.
the #1 challenge people face when they work together: communications.
The monthly meeting is a KEY routine for developing middle managers into mini-CEOs so they are capable of running the business (execution), freein...
This highlight has been truncated due to consecutive passage length restrictions.
Titan: The Life of John D. Rockefeller, Sr., by Ron Chernow,
he’d sit down with his key people, have lunch, and talk with them.
Steve Jobs repeated the same ritual, having lunch almost every day with Apple design genius Jonathan Ive.
these leaders understood the root meaning of the word company: “to share bread.”
In the best-run global companies, the CEO’s calendar is preprogrammed 200+ days of the year.
Managing Up: How to Forge an Effective Relationship With Those Above You, by Rosanne Badowski.
Having more frequent routines makes it easier to attain goals. This is why the daily, weekly, and monthly meetings are critical.
teams need regular, face-to-face huddles to discuss new opportunities, strategic concerns, and bottlenecks as they arise.
The faster you’re growing, the faster your meeting rhythm should pulse.
If you’re growing 20% to 100% a year, view each quarter as if it were a year.
Competing on Internet Time: Lessons From Netscape and Its Battle With Microsoft by Michael A. Cusumano and David B. Yoffie.
Two things have been crucial to humans’ survival.
pattern recognition,
hea...
This highlight has been truncated due to consecutive passage length restrictions.
Hearing stories, information, and even numbers connects more deeply to our pattern-recognition capabilities tha...
This highlight has been truncated due to consecutive passage length restrictions.
brain-wave scans show that we need to talk ou...
This highlight has been truncated due to consecutive passage length restrictions.
“Walk-and-talks” became a favorite problem-solving technique of Steve Jobs.
Eye Movement Desensitization and Reprocessing,
Since the advent of texting, speaking has gone out of style.
Bumping into each other all day doesn’t substitute for tightly focused team discussions.
Casual encounters fail to take advantage of the three most powerful tools a leader has in getting team performance: 1. Peer pressure 2. Collective intelligence 3. Clear communication
Meeting as a group, in contrast, takes the heat off the leader and creates peer pressure that increases the rate of deliverables.
holding a team meeting means that everyone is hearing the same information.
The daily huddle. A 5- to 15-minute meeting to discuss tactical issues and provide updates.
The weekly meeting. A 60- to 90-minute discussion to review progress on the quarterly priorities and tap the collective brainpower of the team in addressing one or two main topics.
The monthly management meeting. A half- to full-day meeting, in which all senior, middle, and frontline managers come together to learn and collaboratively address one or two big issues requiring several hours of effort.
The quarterly and annual planning meetings. At this one- to three-day offsite meeting, leaders update the Growth Tools and establish the next quarterly and/or annual theme.
the leadership team shares an update of the new plans with all employees in a 45-minute meeting.
The annual sets the strategic direction and priorities for the year and beyond. • The quarterly breaks these longer-term priorities into bite-sized priorities that the company can digest. • The monthly addresses the bigger issues or opportunities that surface around the strategic direction. • The weekly keeps the priorities top-of-mind and drives discussions around input from customers, employees, and competitors, which feeds back into the quarterly and annual planning processes. • The daily huddle tracks progress and brings out sticking points that are blocking execution of the
...more
As teams tell stories and share information, it’s critical that they include specifics. We need to hear names, numbers, dates, issues, and concerns if our brain is going to make the kinds of connections that make this process powerful.
Timing — Set the start of the daily huddle at an odd time, like 8:08 or 16:16.
Ritz-Carlton employees participate in some kind of Daily Line-Up at their local hotels. (A great deal has been written about their Line-Ups. It is worth searching for information online.)
frontline employees will be in only one daily huddle, and anyone in management will be in two: one with their direct reports and one with their peers and leader.
Daily huddles keep projects between companies/suppliers/customers on time and on budget.
Who Runs the Meeting — Pick someone who is naturally structured and disciplined (that might not be the CEO) to keep meetings running on time.
Agenda — The agenda should be the same every day, and it’s just three items long, with five minutes maximum per item: 1. What’s up (in the next 24 hours)? 2. What are the daily metrics? (All companies should have some.) 3. Where are you stuck (constrained)?
looking forward is great management; looking backward is micromanagement.
What’s up: In the first five minutes, each attendee spends a few seconds (up to 30) sharing very specifically what’s up in the next 24 hours (between today’s huddle and tomorrow’s). The idea is to let people detect conflicts, crossed agendas, and missed opportunities immediately.
Daily metrics: The next five minutes are spent verbalizing the daily metrics that the company monitors: website hits, open positions, proposals submitted, daily sales, cash, workplace accidents, number of consultants deployed, etc.
We know you may be getting this data in written form. Verbalizing it makes it more visceral for the person sharing, while, in turn, hearing it makes it easier for the team to absorb. The more senses are engaged, the better your team’s ability to pick up trends and patterns.
Stucks/Constraints: This is the most important agenda item. You want members of the team to bring up constraints and concerns that could prevent them from having a great next 24 hours
there’s something powerful in simply verbalizing — for the whole group to hear — your fears, your struggles, and your concerns.
you want to focus your team’s energy on breaking through constraints.
