Introduction to Focus&Execute Focus&Execute

Agenda 1.Execution Gap 2.Why Focus&Execute 3.4-Phase Implementation

“Execution is a systematic way of exposing reality and acting on it. Most companies don’t face reality very well... that’s the basic reason they can’t execute.” (Ram Charan, Execution, pg. 22) 1. Execution Gap

The Execution Gap is the failure to execute priorities either because they are not known or are victims of Q1 & Q3 “urgency addiction” Trivia, busywork Irrelevant phone calls, mail, Time-wasters “Escape” activities Excessive TV, Internet, relaxation 366 Q1 Q4 Q2 Q3 Crises Pressing problems Deadline-driven projects, meetings, reports Preparation Prevention Planning Relationship building Recreation Values clarification Create Goals & Action Plans Needless interruptions Unnecessary reports Unimportant meetings, phone calls, mail, Other people’s minor issues Live Above the Line Live Above The Line

2. Why Focus&Execute Our Mission: –Strategy is important, but it’s execution that counts. We help leaders execute strategy. Clients: –Healthcare –Associations –Companies applying for the Baldrige Quality Award (using F&E to document their tangible evidence of progress) –Banking –Power Utilities Our Products & Services: –Leadership development & keynote presentations –Strategic planning facilitation & coaching –Focus&Execute web tool Our Brand: –We are a FranklinCovey Alliance Partner (7 Habits of Highly Effective People)

Strategy is important, but it’s execution that counts! Leadership, not software A document is the tangible evidence of thought What gets measured gets done Never tell people how to do things Focus&Execute Principles

Web address: User Name: demo Password: demo Focus&Execute Demo

Stakeholders Needs Strategic Objectives Scorecard Goals Action Plans Execute Review 4-Phase Strategy Execution Implementation 1.Focus on key stakeholders 2.Agreement on highest priorities 3.Scorecard measuring results 4.Goals aligned with Objectives 5.Action Plans – who, what, when 6. Results: Leaders that lead Engage & retain workforce Quality improvement 7.Monthly Business Reviews You Will Have: Focus Execute Align Review

4-Phase Strategy Execution Implementation Phase 1: FocusPhase 2: AlignPhase 3: Execute Phase 4: Review Pre-Work Read Good to Great Pre-planning prep with CEO to: –Create agenda for planning session –Create draft Strategic Objectives & Scorecard –Agree on scope & schedule of implementation 2-day Strategic Planning Session with Leadership Team If involve the board, usually they join for Day 1 Understand stakeholders needs Do S.W.O.T. Agree on Strategic Objectives –4 or 5 broad statements of priority –1 to 5 year time horizon Continue 2-day Strategic Planning Day 2 with leadership team Build Scorecard Set Goals –2 or 3 under each Objective –1 year time horizon Create Action Plans –Aligned with Goals –Get specific about who will do what & when Cascade goal setting to other business units or locations Execute Action Plans Leaders execute Action Plans Progress is documented in F&E web tool Board Approve Strategic Plan – Give the “Green Light” 30 days later, leaders meet to share their completed plans Leaders also report progress on their Goals & Action Plans Leaders prepare for this meeting by having their plans updated CEO reviews, reinforces, holds leaders accountable Outcomes: –100% alignment –What gets measured improves Present final plan to board for approval & get “green light” Monthly Business Review 30 days after Green Light Meeting Leadership Team continues to review progress in F&E web tool on a Monthly or Quarterly basis

STRATEGY Baldrige Quality Criteria CUSTOMERS RESULTS MEASUREMENT STAFF PROCESS LEADERSHIP Who are our key stakeholders and what are their needs? How well are we meeting stakeholder needs? What are our key performance indicators? Are mission, vision, and values known and embraced? What are our strategic objectives & goals? How does the work get done? Do we have Action Plans linked to Goals? What are we doing to recruit, train, reward, and retain the best talent? Do we have the right people on the bus—in the right seats? What is the G.A.P. between stakeholder needs and results? How do we measure, analyze, and improve results?