"Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed...every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death. It doesn't matter whether you - PowerPoint PPT Presentation

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"Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed...every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death. It doesn't matter whether you

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Title: "Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed...every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death. It doesn't matter whether you


1
"Every morning in Africa, a gazelle wakes up. It
knows it must run faster than the fastest lion or
it will be killed...every morning a lion wakes
up. It knows it must outrun the slowest gazelle
or it will starve to death. It doesn't matter
whether you are a lion or a gazelle...when the
sun comes up, you'd better be running."
2
Lion and Gazelle
3
To The Rescue!
4
Dell
  • Start with great executives, and then keep them
    great.

Michael Dell
Benchmarking Leading Thinkers
5
What we do
  • 1 to 2 Day Executive Dev Programs
  • Keep up with the growth

Benchmarking Leading Thinkers
6
Welcome
  • Rockefeller Habits
  • Verne Harnish
  • with
  • Bill Howe

7
Four Decisions
  • People Strategy Execution
  • and
  • Cash

8
Three Habits
  • Priorities
  • Metrics
  • Meeting Rhythm

9
Michael Kevin
Soul of Dell
March 2005 www.hbr.com
Courtesy of Dell, Inc.
10
Data Unshakable Facts
11
Rhythm
12
Gazelles International
  • No one has ever achieved peak performance
    without a coach.

13
Outcomes
  • 2x Cash Flow
  • 3x Profitability
  • 10x Valuation

14
www.gazelles.com
15
Page 1 - People
Head of Company (CEO) Sales and Marketing
(VP) Operations (COO) Accounting (CFO) Human
Resources (HR) Information Technology
(IT) Business Unit Heads
16
Page 2 - Strategy
17
Page 3 - Execution
18
Page 4 - Who, What, When
19
Habits Checklist
20
Michael Kevin
Soul of Dell
Courtesy of Dell, Inc.
21
Rhythm
22
People p58
23
Janie and Victor Tsao
24
Michael Kevin
Courtesy of Dell, Inc.
25
Ritz Carlton
26
Learning
Whoever learns faster wins
when the sun comes up youd better be
learning!
27
Core Value Checklist
ONE HR LIST
  • Create Legends
  • Recruitment and Selection
  • Orientation and Handbook
  • Appraisal Process
  • Recognition and Reward
  • Internal Newsletter
  • Quarterly Themes
  • Everyday Management

28
Brand PromisesBlockbuster
Always the Hits
No Fee
3 Nights
29
Data Unshakable Facts
30
Wal-Mart War Room
Three display boards are covered with to-do
lists. One says "Promote Week of 10/24/05 MLK
Memorial Donation. Urban/blighted community
plan." Two large maps show the location of
Wal-Mart and Sam's Club stores across the United
States. NY Times 11/1/05
31
Miner Corporation
32
Miner Corporation
33
MapPoint
34
Leadership - Delegation
  • The Most Effective Measure of Leadership is the
    Performance of the Team in Your Absence.

35
Theme
  • Whats YOUR Daily Question?

36
ICC/Decision Services
37
Cairo Corporation
38
Phillips Group
Joe Hoover
39
Phillips Group
40
Ron Huston
41
Cash
  • Whats YOUR Cash Cycle?

42
Execution without Excuses
  • I founded the company over 20 years ago with
    1000 in starting capital. By contrast, Compaq
    had been launched two years earlier with 100
    million in capital. Thats an unbelievable
    difference. Dell bubbled up through a kind of
    Darwinian evolution, finding holes in the way the
    industry was working. We didnt become
    asset-light just because it was a brilliant
    strategy. We didnt have any choice.

43
Cash Cycle
44
Tom Meredith
Growth
Profitability
Liquidity
45
Cash Cycle
46
Wild Birds Unlimited
  • Free Birdseed Storage

47
Wild Birds Unlimited
48
Ron Huston
49
Carney Interactive
50
Advantage Data Systems
51
Focalex Quarterly Theme
52
Problem-Solving Guidelines
  • Relevancy
  • Be Specific
  • Address the Root
  • Focus on the What, not the Who
  • Involve All Those Affected
  • Never Backstab

53
Frameworks
Business Frameworks
54
Framing
1 2 3 4 5 6 7 8 9
55
Gary Larson
56
Framing
1 2 3 4 5 6 7 8 9
57
Framing
1 2 3 4 5 6 7 8 9
58
Framing
1 2 3 4 5 6 7 8 9
1 2 3
4 5 6
7 8 9
59
Right People Right Things Right
track progress through
  • Activities/Transactions
  • People/Relationships

Customers
which generates
Sell
which meet
to
Reputation
Productivity
needs
Employees
Shareholder
Make or Buy
Records
have capabilities
value
products
Get, Keep, Grow
Faster, Better, Cheaper
1
99
Accountability
Daily
Who
Vision
Alignment
Weekly
When
Schedule
Quarterly
How
Action Steps
What
Annually
Goals
doing the Right Things (WHAT TO DO)
doing Things Right (HOW TO DO)
Where
3-5 yrs
Targets
Purpose
Why
Life of Mgmt
Forever
Should
Core Values
60
Good To Great
Right People
Right Things
Things Right
Disciplined People
Disciplined Thought
Disciplined Culture
61
Right People
  • Right People

62
People
Head of Company (CEO) Sales and Marketing
(VP) Operations (COO) Accounting (CFO) Human
Resources (HR) Information Technology
(IT) Business Unit Heads
63
Great People
1 Great 3 Good Pay twice as much 160 hours of
training
64
Great People
15.97/hr 11.52/hr 9.8 of sales 17 of
sales 795/sq ft 516/sq ft 6 Turnover 21
Turnover
65
Jack
  • Less people, paid more, with a lower total wage
    cost.

66
Challenge
  • Revenue/Employee
  • 1) Double in 5 -10 years
  • 2) Increase Wages 50

67
Getting People
  • Reputation
  • More people applying better people applying
  • Sell the Vision!

68
Tom McFayden
  • VP eBusiness Consulting - Vienna, VA
  • Want to manage multiple eCommerce, Portal, and
    web content management projects for the Fortune
    500? Or play a key role in the growth and
    strategy of an energetic small company? Or is
    your preference getting involved in solution
    architecture, eBusiness strategy, and exploring
    leading edge technologies? Or large-scale IT
    implementations for the government? Do it all as
    VP of eBusiness Consulting at McFadyen Consulting
    in Vienna, VA. Learn more at http//www.McFadyen.c
    om

69
Topgrading ToolKit
  • 2 DVDs 6 hrs.
  • 3 CDs -- audio
  • 5 mini-books
  • Implementation Guide
  • Online Tools

995 vs. 100,000
70
Topgrading
71
Core Values
  • Core Values handful of rules that remain
    constant
  • Personality Performance Edge vs. Continuous
    Improvement
  • Fire someone for violating
  • Take significant financial hit

72
Core Purpose - WHY
  • 3M Innovation
  • Nike Competition
  • Disney Happiness
  • Wal-Mart Robin Hood
  • Microsoft Ubiquity
  • Starbucks Escape
  • Mary Kay Opportunity for Women

73
Good to Great
  • Enthusiastically Rehire?
  • CEO Council? pp 114- 115
  • Level 5 Leaders?

74
Core Ideologies
ONE HR LIST
  • Create Legends
  • Recruitment and Selection
  • Orientation and Handbook
  • Appraisal Process
  • Recognition and Reward
  • Internal Newsletter
  • Quarterly Themes
  • EVERYDAY MANAGEMENT

75
Ritz Carlton
76
Right Things
  • Right Things

77
Jack
  • Strategy is not a lengthy action plan.
  • It is the evolution of a central idea through
    continually changing circumstances.

78
Right Horse - Right Race
  • Growing 2x the market
  • Easier to get customers
  • Easier to get great employees
  • Easier to get cash

79
BHAG
5000
80
Brand Promise
The Grateful Dead aren't the best at what they do they are the only ones that do what they do.
Bill Graham
81
Brand PromisesBlockbuster
Always the Hits
No Fee
3 Nights
82
Brand PromisesSouthwest Airlines
83
Brand PromisesSouthwest Airlines
Low Fare
Lots of Flights
Lots of Fun
84
Brand PromisesMcDonalds
Speed
Consistency
Fun for Kids
85
Mars -- McDonalds
86
Mars - McDonalds
www.advancedcircuits.com
87
Mars - McDonalds
www.rackspace.com
88
Mars - McDonalds
www.motek.com
89
Mars - McDonalds
www.motek.com
90
Mars - McDonalds
www.motek.com
91
Mars - McDonalds
www.motek.com
92
X Factor - Blockbuster
93
X Factor - Buffett
94
X Factor - Starbucks
95
X Factor - Others
  • AutoNation
  • The Container Store
  • Outback Steakhouse
  • Your Story

96
Things Right
  • Things Right

97
Delegation
  • Pinpoint Top 5
  • Measure -- Data
  • Feedback Meeting Rhythm
  • Reward Recognition

98
Rockefeller Habits
Top 5 and Top 1 of 5 Whats your number 1?
99
Data Unshakable Facts
100
Rhythm
101
Leadership
Leadership
102
Leadership - Greatness
Good is the Enemy of Great. Jim
Collins
103
Leadership - Delegation
  • The Most Effective Measure of Leadership is the
    Performance of the Team in Your Absence.

104
Leadership - Commitment
  • Leading by Example Means Keeping Your
    Commitments to Your Commitments.

105
Leadership - Commitment
We are told that talent creates its own
opportunities. But it sometimes seems that
intense desire creates not only its own
opportunities, but its own talents."Eric
Hoffer1902-1983, Author and Philosopher

106
Leadership - Alignment
  • 1 Vision, 99 Alignment
  • Align Senior Team
  • Align Middle Management
  • Align Everyone Else

107
Leadership - Alignment
  • Frameworks
  • Language
  • Habits

108
Leadership - Empowerment Service
  • Information
  • Training
  • Ownership

109
Leadership Intellectual Capital
110
Fred Crosetto
111
Leadership Barriers to Growth
17,000 gt 50m
28 Million Firms
.4 gt 10m
4 gt 1m
96 lt 1m
112
Complexity 2 Degrees
113
Complexity 6 Degrees
114
Complexity 24 Degrees
115
First Barrier
  • Leadership Delegate Predict

116
Leadership Barriers to Growth
17,000 gt 50m
28 Million Firms
.4 gt 10m
4 gt 1m
96 lt 1m
117
Second Barrier
  • Leadership Delegate Predict
  • Systems and Structures

118
Leadership Barriers to Growth
17,000 gt 50m
28 Million Firms
.4 gt 10m
4 gt 1m
96 lt 1m
119
Third Barrier
  • Leadership Delegate Predict
  • Systems and Structures
  • Market Dynamics

120
Leadership Barriers to Growth
17,000 gt 50m
28 Million Firms
.4 gt 10m
4 gt 1m
96 lt 1m
121
Winning
  • My problem is that.
  • My people/customers/investors always/often
  • My people/customers/investors never/seldom

122
Locus of Control
  • External versus Internal
  • I didnt ask.
  • Next time Ill make sure I have his attention.
  • I agreed to go along with it
  • Im not communicating
  • No one told me
  • He doesnt listen
  • She talked me into it
  • She doesnt understand

123
Things Right
  • Things Right

124
Delegation
  • Pinpoint Top 5
  • Measure -- Data
  • Feedback Meeting Rhythm
  • Reward Recognition

125
Rockefeller Habits
Top 5 and Top 1 of 5 Whats your number 1?
126
Data Unshakable Facts
127
Rhythm
128
The ONE Thing!
129
Thematic Goal
  • Thematic Goal

130
The Scooter Store Theme
131
ICC/Decision Services
132
ICC/Decision Services
133
Capital Recovery Group
134
Capital Recovery Group
135
Capital Recovery Group
136
Capital Recovery Group
137
Capital Recovery Group
138
Capital Recovery Group
139
Meeting Agenda
10 Minutes How we did last quarter 10 Minutes
Stories highlighting Core Values 20 Minutes
Introduce New Theme 10 Minutes How will you
contribute 5 Minutes Report out
140
Multiple Intelligences Chart
141
Daily Theme
  • Ivy Lee and Charles Schwab Bethlehem Steel Company
  • 3 x 5 note card
  • List of important tasks for tomorrow, numbered in
    order of importance
  • Review the list first thing tomorrow morning

142
Job Description
  • List of Priorities/Metrics
  • DAY
  • WEEK
  • MONTH

143
Thank You
Thank you!
Thank you!
Thank you!
Thank you!
Thank you!
144
Gigex
145
Structures/Accountabilities
  • Structures
  • Accountabilities

146
Accountability Chart
147
Workflow Chart
148
The Almost Matrix
Functions
SBUs
149
Leadership Positions
VP Sales
CEO
COO
CFO
150
Leadership Positions
VP Sales
CEO
COO
CFO
CIO HR
151
Leadership Positions
VP Sales
HR? CKO
CIO
CEO
COO
CFO
152
Accountability Worksheet
  • List accountable person for each position
  • Take Profit and Loss Statement and Balance Sheet
    and assign a persons name to each line item

153
MAP
154
Rhythm
  • Meeting
  • Rhythms

155
Jazz Band
156
Why Team Meetings?
  • Communications Clarity
  • Focused Collective Intelligence
  • Peer Pressure
  • WARNING Often suspended during busy or
    difficult times

157
Meeting Rhythm
  • Set dates in calendars for Year Out
  • Annual 2 day meeting
  • Quarterly updates
  • Monthly mid-management meeting with executive
    team
  • Weekly executive team meeting
  • Employee quarterly annual theme meetings
  • Daily Huddles

158
Daily Meeting Structure
Focus -- Top 1 Priority and Bottlenecks
  • Whats Up
  • Daily Metrics
  • Where Stuck

159
Weekly Meeting Structure
  • Good News 5 mins
  • The Numbers 5-10 mins
  • Customer/Employee Data 5-10 mins
  • Collective Intelligence 10-30 mins
  • Who, What, When Summary
  • One Phrase Close

160
Metrics
  • Weekly Data
  • Measures

161
Dells Smart Numbers
  • Ship to Target
  • Initial Incident Rate
  • First Time Fix

162
eBay
If it moves, measure it!
163
Best If Graphical
164
Daily Weekly Measures
  • Key Points
  • Critical numbers
  • Smart numbers
  • Weekly metric
  • Make your measurements visible
  • Forward Forecasting is critical
  • Make it weekly

165
Situation Room
  • Where will it be?
  • Post a map of territories covered use Microsoft
    MapPoint.
  • List your core values and purpose.
  • Display your SMART numbers

166
Cynthia Kaye
167
Cynthia Kaye
168
Feedback
169
Dehassling the Organization
Close the Loop!
  • Fix a few immediately
  • Dont worry if only a few fix those!
  • Share entire list dont summarize away
  • Close the loop
  • Reward for sharing issues
  • Automate the collection and batching
  • Mid-management led team

170
The 3I Program
  • 3I

171
Customer Employee Data
  • Ask Listen Involve

172
Whos Accountable
  • Hassle/3I Data
  • Customer Delight
  • Employee Morale
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