1. …In Uncertain Times © 2011, Shamrock Group, Inc. Denver, CO 303.973.3800Fall Conference 10/13/2011

2.  Most of us waited too long to deal with the recession.  Our hope was a return to normal.  Our goal was survival.  Now … …are we waiting too long to get moving again?

3.  It dominates your thinking.  Confidence is replaced by fear.  You develop a “bunker” mentality.  You move too slowly.

4.  It [is] the best of times, it [is] the worst of times  It [is] the age of wisdom. It [is] the age of foolishness, […]  It [is] the spring of hope, it [is] the winter of despair.  We [have]everything before us, we [have] nothing before us, […] Adapted from The Tale Of Two Cities (1859) Charles Dickens

5. ** Voted the Third Most Annoying Phrase of 2009 Marist Poll **

6. Ambiguity + Loss of control Frustration Burnout Failure

7. More businesses have the potential to fail during the recovery than failed during the recession.

8. High Growth – capabilities do not keep up with revenue growth. Fear of Investment – not enough invested in time, people, systems and processes.

9.  They monitor the fundamentals – of the business in good times and during periods of uncertainty.  They control their growth – ensuring skills and competencies keep pace with revenue growth.  They follow trends – investing time, people, systems, and processes in advance of the need.

10.  Know why you exist.  Know what you intend to achieve.  Employ the very best people.  Focus on both the present and the future.  Employ a management system.  Minimize surprises.

11.  A philosophy and a human endeavor.  System to be practiced by owners, key managers and employees.  Defines optimal performance in any business environment.  An ongoing focus – not a one-time event.  Continual evaluation process – why you exist, who you serve and what you offer.

12. Professional Management System * DOC Model DOC Model *

13.  Founded in 1996.  Non-profit operating foundation.  Subsidized by the Mathile family of Dayton, OH.  Exists to help private businesses prosper and create jobs in their communities.  Assisted over 5,000 companies and business owners.

14.  A unifying set of personal values, attitudes and beliefs.  An understanding and articulation of the outcome to be achieved by all stakeholders.

15.  Explains your reasons for putting people, time and capital at risk.  Defines what you will accomplish.  Creates focus for the enterprise.  Drives day-to-day work.  Provides the courage to follow a chosen course when facing uncertainty.

16. “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.” Peter Drucker Managing for Business Effectiveness HBR May / June1963

17. Think Act Plan

18.  Why do you exist?  What do you intend to accomplish – and is it worth it?  What do you do well that matters – and how do you know?  What factors will impact you most?  Where should resources be invested?

19.  Establish goals – growth, financial, business mix, etc.  Select the “right” customers for the future.  Understand the depth of their needs.  Evaluate your capabilities to serve them.  Identify competitive threats.

20.  Focus on the important – not just the urgent or immediate.  Invest resources in those programs and customers that fit best.  Aim for small victories and broadcast successes.  Continually evaluate relationships, processes and offerings.

21.  First, believe there will be one.  Be clear on your desired outcome.  Think forward and outward.  Put an action plan together.  Build your future business around the right customer and the right offerings.

22.  Establish performance standards for the business.  Use vision and mission to drive the work of the business.  Trust your people to do their job.  Focus on outcomes to be achieved – not the effort expended.  Hold everyone accountable for the results.  Reward those who perform.

23.  Be open – share the entire picture.  Be decisive – move rapidly with the best info available.  Be accountable.  Be a unifier – challenge the team to be part of something that will last.  Be willing to change and grow.

24.  Buy-in to what needs to be done – or move on!  Believe they have a responsibility to the business – not just a job.  Do what they say they will do – and do it on time.  Welcome being accountable.

25. Never accept “normal” again!

26. Think. Plan. Act.