astd focus and execution summit › files › b7zhji › astdfranklincovey... · 2007-12-11 ·...

ASTDFocus and Execution Summit

ASTDFocus and Execution Summit

Kent Vaughn

1 Examine some of the key breakdowns associated with organizational initiatives

2 Understand FranklinCovey’s Focus and Execution Methodology

3 Begin a first draft execution plan for your initiative

4 Explore potential areas of partnership

1 Examine some of the key breakdowns associated with organizational initiatives

2 Understand FranklinCovey’s Focus and Execution Methodology

3 Begin a first draft execution plan for your initiative

4 Explore potential areas of partnership

Objectives

Focus and Execution

Individual Project Initiative OrganizationChange

Your Organization

Is it like a calm lake?Is it like a calm lake?

Your Organization

… or whitewater rapids?… or whitewater rapids?

Environmental Change

Organizational Change

Strategic Initiatives

- Will require people to :• Learn something new• Do something different

Never easy -Why 70% of major organizational initiatives fail.

Organizations Perspective

1 - Execution of Corporate Strategy2 - Management Credibility3 - Quality of Corporate Strategy4 - Innovation5 - Ability to Attract and Retain Talented People6 - Market Share7 - Management Expertise8 - Alignment of Compensation with Shareholder Interests9 - Research Leadership

10 - Quality of Major Business Processes

1 - Execution of Corporate Strategy2 - Management Credibility3 - Quality of Corporate Strategy4 - Innovation5 - Ability to Attract and Retain Talented People6 - Market Share7 - Management Expertise8 - Alignment of Compensation with Shareholder Interests9 - Research Leadership

10 - Quality of Major Business Processes

10 Non-Financial VariablesConsidered by Financial Analysts

Source: J. Low and T. Siesfiel, Measures That Matter (Boston; Ernst & Young)Source: J. Low and T. Siesfiel, Measures That Matter (Boston; Ernst & Young)

Organizational Performance Gap

•Half of all strategic business decisions are never implemented.

•Of 100 multi-billion dollar mergers in the last decade, 58% failed outright

•Three fourths of projects are late, over budget or complete failures.

•Half of all strategic business decisions are never implemented.

•Of 100 multi-billion dollar mergers in the last decade, 58% failed outright

•Three fourths of projects are late, over budget or complete failures.

70% of strategic failures are due to poorexecution by leadership.

“It’s rarely for lack of smarts or vision”

70% of strategic failures are due to poorexecution by leadership.

“It’s rarely for lack of smarts or vision”

The Leadership Performance Gap

Source: Charan, R. and Colvin, G. “Why CEOs Fail”, Fortune, June 21, 1999.Source: Charan, R. and Colvin, G. “Why CEOs Fail”, Fortune, June 21, 1999.

Technical

Human

Why do your change initiatives Fail

Sometimes we see a key organizational initiative… as no big deal….

Sometimes we see a key organizational initiative… as no big deal….

Focus and Execution Breakdowns

And examine the results….And examine the results….

It can become the initiative from….It can become the initiative from….

But when we begin to implement it….But when we begin to implement it….

1) Inadequate preparation & planning

2) Lack of clarity and commitment around the results

3) Loss of focus and momentum

4) No measurement strategy

5) Lack of resources

6) Lack of accountability around learning and behavior change

7) Lack of trust and communication

8) Resistance to change & lack of buy in

1) Inadequate preparation & planning

2) Lack of clarity and commitment around the results

3) Loss of focus and momentum

4) No measurement strategy

5) Lack of resources

6) Lack of accountability around learning and behavior change

7) Lack of trust and communication

8) Resistance to change & lack of buy in

Why Initiative’s Fail

Dr. Robert Kaplan Dr. Robert Kaplan -- Harvard Business SchoolHarvard Business School

Focus and Execution System

“Almost every internal training organization desires to link training with business objectives... but only a handful have a framework… Aligning training programs with business goals does not happen because the business and the training function desires it. There must be a mechanism, process, approach or methodology that enables this to happen.”

“Almost every internal training organization desires to link training with business objectives... but only a handful have a framework… Aligning training programs with business goals does not happen because the business and the training function desires it. There must be a mechanism, process, approach or methodology that enables this to happen.”

An operating system for implementing your key initiatives

An operating system for implementing your key initiatives


1. Results

2. Behaviors

3. Solutions4. Delivery

5. Measurement

Creating clarity and commitment for the

results of the initiative.

The tasks, activities and capabilities necessary to

achieve the results.

Implementing the solution in a practical and sustainable way

Determining the organizationaldrivers for changing

behaviors and capabilities

InitiativeMeasuring the impact of the initiative, including ROI

Execution Framework


Behaviors & capabilitiesBehaviors & capabilities

22

Key business results


11

Integrated solution

Integrated solution

33

What other “levers” can the organization use to create the intended behavior?


Integrated Solution (Levers)

Assessment&

Accountability

BossTraining

&Development

TrainingSelection

(Getting theright people)

PeopleWork Process

& Recognition

Systems

Job Aids

Tools

33

Review

Are you involved in key strategic initiatives?

Do you have adequate resources & funding?

Do you have a business case/leadership commitment

Have you defined critical behaviors and competencies that support the flawless execution of your initiatives?

Do you provide solutions that are wildly supported and attended by employees in the organization—delivery systems?

Can you demonstrate impact, ROE, ROI?

Are you involved in key strategic initiatives?

Do you have adequate resources & funding?

Do you have a business case/leadership commitment

Have you defined critical behaviors and competencies that support the flawless execution of your initiatives?

Do you provide solutions that are wildly supported and attended by employees in the organization—delivery systems?

Can you demonstrate impact, ROE, ROI?

Great vs. GoodGreat vs. Good


1. Results

2. Behaviors


5. Measurement









Helping people focus and execute on key initiatives that drive corporate strategy

Helping people focus and execute on key initiatives that drive corporate strategy

Closing behavioral capability gapsClosing behavioral capability gaps

Our Objectives

3 Upcoming Events from Franklin Covey

Focus & ExecutionWorkout

Full-Day

7/17 Nashville

For Initiative Teams& Sponsors

$59 per person

Leadership InitiativeWorkout

Full Day

7/18 Knoxville

For those involved in Leadership

Development

$59 per person

Curriculum / Product

Overview

½ Day

5/13 Knoxville

For Anyone

Free




11

InitiativeInitiative



Do you have the commitment (not

just the permission) of the key

organizational leaders?

Do you have the commitment (not

just the permission) of the key

organizational leaders?

Is there a business case for the initiative

that represents a compelling case for

change?

Is there a business case for the initiative

that represents a compelling case for

change?Is there clarity among

all stakeholders regarding “how you will know if you are successful?” and

“what the results are worth?”

Is there clarity among all stakeholders

regarding “how you will know if you are successful?” and

“what the results are worth?”

Clearly identified business resultsClearly identified business results

11



All organizational results come from human

behavior.

All organizational results come from human

behavior. Have you specifically identified the criticalbehaviors that will drive key business results?

Have you specifically identified the criticalbehaviors that will drive key business results?


22



11

GAP?


InitiativeInitiativeBehaviors & capabilitiesBehaviors & capabilities

22



11

Integrated solution

Integrated solution

33

What “levers” can the organization use to create the intended behavior?

What “levers” can the organization use to create the intended behavior?



22



11

Integrated solution

Integrated solution

33




Assessment&

Accountability

BossTraining

&Development

TrainingSelection


PeopleWork Process

& Recognition

Systems

Job Aids

Tools

33


InitiativeInitiativeBehaviors & capabilitiesBehaviors & capabilities

22



11

Are we implementing the solution in a way that is practical to the business and sustainable?

Are we implementing the solution in a way that is practical to the business and sustainable?

Integrated solution (what)


33Delivery systems

(how)Delivery systems

(how)

44

“Business leaders have decided they want learning. But they want what they want, the way they want it and they don’t really care how you want to give it to them.”

“Business leaders have decided they want learning. But they want what they want, the way they want it and they don’t really care how you want to give it to them.”

Agenda


Behaviors & competenciesBehaviors &

competencies

22



11



33Delivery systems


(how)

44

Workplace impact

Workplace impact

55



Behaviors & competenciesBehaviors &

competencies

22



11

Franklin Covey Offers: • Measurement strategies• Certification• Measurement audit• Off the shelf packages

Franklin Covey Offers: • Measurement strategies• Certification• Measurement audit• Off the shelf packages

Has the solution produced real business results? Has the initiative paid for itself? Have we demonstrated:

A. RelevanceB. LearningC. Behavioral ChangeD. Business ResultsE. ROI

Has the solution produced real business results? Has the initiative paid for itself? Have we demonstrated:

A. RelevanceB. LearningC. Behavioral ChangeD. Business ResultsE. ROI



33Delivery systems


(how)

44 AA BB

CCDD

Workplace impact

Workplace impact

55


1. Results

2. Behaviors


5. Measurement









1

2

34

5

Results

Productivity Solution

Results

Online Assessment and

Personal Business Case

1

2

34

5

Behaviors

Productivity Standards: - Planning- Time Management Skills- Information Management- Life Balance- Goal Setting


1

2

34

5

Solution


FocusTrainingIncludes:-Certification of one Internal Facilitator- Two Franklin Covey Led Session

Franklin Covey’s Personal Planning System

1

2

34

5

Delivery

- 30 Days of Coaching

- Online Reinforcement:

- “Information Overload

- “Powerful Time-Mgmt Skills


1

2

34

5

Measurement


ROI Measurement Survey

$197 per personvs $260 unbundledvs $279 Public Seminar

1

2

34

5

Results

Case Example: Large AccountSales Initiative

Results

18 % Increase in revenue

20 % Increase in large accounts

1

2

34

5


Behaviors

1. New Large Account Op. (250K /Q)2. Total New Opportunities (400K / Q)3. Close Ratio of 35% (from 28%)-------------------------------------------------------

(Capabilities)4. Communicate Value Proposition5. Consultative /Diagnostic Selling Skills6. Time & Territory Management

1

2

34

5


Solutions

Boss People Systems Training Tools

On-lineperformancemanagement

(HR Web)

Behavior interviewing

questions(HR Web)

Bonus program added to

compensa-tion

1. HCS Sales Training

2. Value Prop Training

3. Custom-Focus

Training

MarketingMaterialCase StudiesPDA /Planners

1

2

34

5


Delivery- Communication plan for the initiative

- Modularization of curriculum

- On-line workout & Reinforcement

- Coaching / Reinforcement

1

2

34

5


Measurement- HR Web: for online aggregate reports

- Post training questionnaires (Level 1 & 2)

- ROI instrument (Level 3 & 4)

- Sales Scorecard

1. Results

2. Behaviors


5. Measurement









Execution Framework

1. Facilitate …don’t “Present”

2. Move off Solution (this is box 1 not 3)

1. Facilitate …don’t “Present”

2. Move off Solution (this is box 1 not 3)

Guidelines for DefiningClarity & Commitment

Guidelines for DefiningClarity & Commitment

3. Get a complete list of the issues initiative…3. Get a complete list of the issues initiative…

Behaviors and Capabilities

4. Drill for Evidence (not why, How is it….)

5. Drill for Impact (how does this impact us?)

1st Key Bet1st Key Bet



11



33Delivery systems


(how)

44

Workplace impact

55Behaviors & capabilitiesBehaviors & capabilities

22

2nd Key Bet2nd Key Bet



11Clearly identified business results

11



33Integrated

solution (what)

33Delivery systems


(how)

44Delivery systems

(how)

44

Workplace impact

Workplace impact

55Workplace

impactBehaviors & capabilitiesBehaviors & capabilities

2222

Behaviors:“DO”

Behaviors:“DO”

Capabilities:“Know”

Capabilities:“Know”




33



11




33



11 Behaviors:• Communicate Compelling Vision

Behaviors:• Communicate Compelling Vision

Capabilities:• Strategic Thinking

• Interpersonal Skills

• Industry Knowledge

Capabilities:• Strategic Thinking

• Interpersonal Skills

• Industry Knowledge

Example: Leadership




33



11 Behaviors:• Maintaining Timelines

Behaviors:• Maintaining Timelines

Capabilities:• Project Planning• Identifying Dependencies

• Creating Time Tables

Capabilities:• Project Planning• Identifying Dependencies

• Creating Time Tables

Example: ProjectManagers

DefiningBehaviors &Capabilities

DefiningBehaviors &Capabilities


11



33Delivery systems


(how)

44

Workplace impact


22


1. Develop logical connection to Results (Box 1)

2. Focus on defining the “Pareto” Behaviors



Guidelines for DefiningBehaviors & CapabilitiesGuidelines for DefiningBehaviors & Capabilities


BehaviorsBehaviors ResultsResults

80%80%

20%20%

The Pareto Principle






3. Utilize Subject Matter Experts3. Utilize Subject Matter Experts


4. Look at universal and specific behaviors


1. Results

2. Behaviors


5. Measurement









Dependence

Independence

Interdependence

PrivateVictory11 22

33

Public Victory

44

55 66

77

FP-11

FP-12

Dependence

Independence

Interdependence

PrivateVictory11

Public Victory

Be ProactiveBe Proactive22

Begin with the End in Mind

Begin with the End in Mind

33 Put First Things FirstPut First Things First

44Think Win-WinThink Win-Win

55Seek First to Understand, Then to be Understood

Seek First to Understand, Then to be Understood

66SynergizeSynergize

77 Sharpen the SawSharpen the Saw

Personal and Interpersonal Standards

Regarding my job, my project, my initiativeOn a scale of 1-5 (5 being best), to what degree …

• Do I own it? (responsibility, commitment)

• Do I focus on the desired result? (Why? Who? What? How?)

• Do I deliver as promised? (to expectations, on time, within budget)

• Do I care about the needs of key stakeholders? (my needs, their needs)

• Do I understand their point of view? Am I clear about my point of view?

• Do I work with others to drive even better results?(creative, resilient)

• Do I constantly learn and grow?

Solutions / Driving Behaviors


Assessment&

Accountability

BossTraining

&Development

TrainingSelection


PeopleWork Process

& Recognition

Systems

Job Aids

Tools


11Clearly identified business results

11


22

33

Most organizations areovermanaged and

underled.

Stephen R. Covey

Most organizations areovermanaged and

underled.

Stephen R. Covey

Leadership is about change. It’s about taking people from where

they are now to where they need to be. The best way to get people to

venture into the unknown terrain is to make it desirable by taking them

there in their imaginations.Noel M. Tichy, The Leadership Engine

Leadership is about change. It’s about taking people from where

they are now to where they need to be. The best way to get people to

venture into the unknown terrain is to make it desirable by taking them

there in their imaginations.Noel M. Tichy, The Leadership Engine

Kent Vaughn

Management (Vital)Management (Vital) Leadership (Vital)Leadership (Vital)•Doing things right••Doing things rightDoing things right •Doing the right things ••Doing the right things Doing the right things

•Importance ••Importance Importance

•Direction ••Direction Direction

•Top line (Vision, Strategy) ••Top line (Vision, Strategy) Top line (Vision, Strategy)

•Effectiveness ••Effectiveness Effectiveness

•Purpose ••Purpose Purpose

•Principles ••Principles Principles

•On the system (Adjusting) ••OnOn the system (Adjusting) the system (Adjusting)

•“Is the ladder leaning against the right wall? ••““Is the ladder leaning Is the ladder leaning against the against the right right wall? wall?

•Urgency••UrgencyUrgency

•Speed••SpeedSpeed

•Bottom line ($$)••Bottom line ($$)Bottom line ($$)

•Efficiency••EfficiencyEfficiency

•Methods••MethodsMethods

•Practices••PracticesPractices

•In the system (Policies)••In In the system (Policies)the system (Policies)

•Climbing the ladder fast••Climbing the ladder fastClimbing the ladder fast

Vision

SystemPeople

Self

astd focus and execution summit › files › b7zhji › astdfranklincovey... · 2007-12-11 ·...

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