1. Overcoming Barriers to Growth

2. Agenda Leadership Team Rockefeller Habits
Delegate, communicate and drive change through choice
Purpose, vision and core values

3. Create awareness and understanding of the barriers to growth
Consider actions to take to overcome these barriers.
Session Goals

4. My overarching goal in business

5. What I’ve Learned Say no to say yes. Play to Win
Purpose, values, where to play, in what, and how.
Build Trust
Never take anyone for granted.
Act Now
Build urgency in your business. Time is most precious resource.
Focus
Say no to say yes.
Culture
Owned by CEO, but operated by employees.

6. VUCA

7. There are very predictable “Barriers to Growth”

8. 10 FTEs, ( full time employee)
Barriers to Growth
Leadership + Infrastructure + Culture
10 FTEs, ( full time employee)
$1 million
50-75 FTEs
$10 million
FTEs
$50 million
1,000 + FTEs
$500 million
Delegation—managing leaders
Geographic dispersion
Challenge of maintaining culture
Delegation—managing people
Team Culture emerges
Titles, not roles
Delegation—managing managers
Succession Planning
Role development
Challenge of evolving culture
Few processes
Culture of owner’s personality

9. Not finance. Not strategy. Not technology
Not finance. Not strategy. Not technology. It is Teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.
- Patrick Lencioni

10. The Four Obsessions It Starts with the Leadership Team
4. Reinforce clarity through human systems
3. Over-communicate organizational clarity
2. Create organizational clarity
1. Build and maintain a cohesive leadership team
* Source: The Four Obsessions of An Extraordinary Executive, Patrick Lencioni, The Table Group, Inc.

11. Strengthen Your Leadership Team
An organization needs to be both to be successful.
SMART
HEALTHY
Strategy
Marketing
Sales
Operations
Finance
Technology
Less Politics
Less Confusion
Higher Morale
Higher Productivity
Lower Turnover
* Source: The Four Obsessions of An Extraordinary Executive, Patrick Lencioni, The Table Group, Inc.

12. The Leadership Team Clear roles and responsibilities.
Clarify decision making.
“A” Players. .
Spend time with your “A” team.
Build meeting rhythm.
1-1 meetings
Agree on definition of accountability.
Data, Metrics
The Leadership Team

13. The 5 Dysfunctions of a Team

14. Alignment

15. What can you do to develop your leadership team?
Strength
Dialogue
Decisions

16. The 3 Rockefeller Habits

17. The 3 Rockefeller Habits
Priorities
Top 3-5
Rhythm
Executive Team Meetings
Data Driven
Metrics
The 3 Rockefeller Habits

18. Rockefeller Habit #1 Priorities
For 3 years, this year, and next quarter
Priorities have to start at the top.
Top 3 to 5 focus areas (max) and know #1
For company / department / individual levels
Rockefeller Habit #1 Priorities

19. Strengthen Your Executive Team; disciplined habits
Habit #1: Priorities

20. Strengthen Your Executive Team; Disciplined Habits
Habit #1: Priorities

21. Rockefeller Habit #2 Meeting Rhythm
Annual executive team off-site: 2 days
Quarterly executive team meeting: 1 day
Monthly executive team meeting: ½ day
Weekly executive team meeting: 1 -1½ hours
Daily huddle: 15 minutes maximum
Rockefeller Habit #2 Meeting Rhythm

22. Meeting Rhythm: Habit #2
Daily
Check-in
5-10 minutes
Share daily schedules and activities
Don’t sit down
Keep it administrative
Don’t cancel even when someone can’t be there
Weekly
Tactical
45-90 minutes
Review weekly activities and metrics, and resolve tactical obstacles and issues
Don’t set agenda until after initial reporting
Postpone strategic discussions
Monthly Strategic
(or ad hoc)
2-4 hours
Discuss, analyze, brainstorm, and decide upon critical issues affecting long-term success
Limit to one or two topics
Prepare and do research
Engage in good conflict
Quarterly Off-site
Review
1-2 days
Review strategy, competitive landscape, industry trends, key personnel, and team development
Get out of office
Focus on work; limit social activities
Don’t overstructure or overburden the schedule

23. Habit #2 Rhythm

24. Rockefeller Habit #3 Data
Standard Corporate Numbers
Financial and operational numbers/ratios
Rear-view look and final when you see them
Smart Numbers
Typically in any organization
Leading indicators – what is around the corner?
Critical Numbers
1 or 2 numbers targeted to a critical weakness
Targeted for a short period of time (e.g., quarter)
Rockefeller Habit #3 Data

25. Additional Critical Leadership Habits

26. Additional Critical Leadership Habits
Delegation 1
Communication 2
Choice before change 3
Additional Critical Leadership Habits

27. Delegate to Grow -A key leadership attribute

28. What delegation stage describes you best?

29. Why do people fail to delegate?

30. When delegating, ensure the following
Pinpoint
Feedback
Risk Tolerance
Recognition
Great leaders delegate results, not tasks
When delegating, ensure the following

31. Identify one thing you should delegate

32. How NOT to delegate…

33. Leaders need to over-communicate

34. Communication

35. Leaders need to drive change by understanding choice.
Leaders need to influence others across the organization
Build a team that helps people create choice
Choice before Change

37. Be ready for Complexity……
An arithmetic increase in headcount, locations or databases leads to an exponential increase in complexity.

38. The Valley of Despair…

39. What are your “Barriers to Growth”?

40. Purpose, Vision and Core Values

41. Reason we do what we do

42. Achieving Your Vision
Jim Collins’ Hedgehog

43. What kind of work, customers, business are we really passionate about?
What can we be best in the world at (and what is our “world”)?
What drives our economic engine (profit / X)?
Hedgehog is a great filter to test new opportunities against, to ensure a company remains focused on key areas

44. Core Values are often a mix of…

45. Core Values Guidelines to behavior Decision-making framework Hiring
Annual work appraisal

46. Core values are clear, and we are doing the following
Hiring
Reviewing
Rewarding
Firing
Core values are clear, and we are doing the following

47. Core Values
The Table Group

48. Core Values Values Hiring Matrix High Values Alignment Low High
Experience & Skills

49. SWOT

50. SWOT

51. Building a visionary company requires 1% vision and 99% alignment

52. What will you delegate today? What can you implement today?
Barriers to Growth Summary
What’s your #1 priority?
What will you delegate today?
What can you implement today?
Are you’re purpose, vision and values clear?
What and how will you communicate for alignment?

53. Thank You

54. Contact Information
Rob Rudy
Rob Rudy

55. Reading List Good to Great by Jim Collins
The Advantage by Patrick Lencioni
The Ideal Team Player by Patrick Lencioni
Great by Choice by Jim Collins
Scaling Up by Vern Harnish
The Hard Thing About Hard Things by Ben Horowitz
Exponential Organizations by Salim Ismail
American Icon by Bryce G. Hoffman