workshop feedback form• traction-get a grip on your business - by gino wickman • dig your well...

Copyright © 2018 Totally Accountable SystemsTM All rights reserved. Unauthorized reproduction, in any manner, is prohibited.

Workshop Feedback Form

Today’s Date: _________________________________

Your Name: ________________________________

Your Company or Organization: __________________________________________

Your Feedback from This Session

What is the first action you will implement from this workshop?

____________________________________________________________________

What did you like best about this training? __________________________________

What is one idea you will bring back to your employees?

____________________________________________________________________

❑ I do want regular email support in applying this training in the form of short, monthly emails.

My email address: ____________________________________________________ Your email address goes nowhere but our office

❑ I already receive your emails.

❑ Check here if you would like Mike to call you directly regarding presenting this accountability training for your employee team:

Phone Number: _______________________________________ This is my ❑ Cell Phone ❑ Office Phone

“The only thing worse than training your employees and losing them is not training your employees and keeping them.” Zig Ziglar

Mike Scott Enterprises, Inc. 800-990-6540 [email protected] www.totallyaccountable.com

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mailto:[email protected]

http://www.totallyaccountable.com/

Totally Accountable SystemsTM 800-990-6540 [email protected] www.TotallyAccountableSystems.com

NOTES Date: _________



ACCOUNTABILITY NOW! by Mike Scott

How to Raise Revenues and Increase Profits by Creating a Totally AccountableTM Workplace

AGENDA

Meeting Purpose: To ground yourself in principles and key habits of accountability.

Intended Outcome: Begin to implement an action plan for creating a

Totally Accountable™ culture throughout your organization.

Accountability: Doing what you said you would do, as you said you would do it,

when you said you would do it, PERIOD!

The Four Core Values Essential for Building a Totally Accountable™ Culture:

❑ Zero tolerance for non-accountability

❑ Totally clear, understood and accepted communication

❑ Consistent tracking of work to successful completion

❑ Allow no surprises of non-accountability

Deal with parking lot issues

Meeting attendees read their committed to action steps with the agreed-on due dates


http://www.totallyaccountablesystems.com/


Action Items Date__________

"The value of an idea lies in the using of it." Thomas Edison

Due Date Action Item & Time Done

Accountability Partner’s Name: ___________________ Phone Number: _____________________

Dates to Call: ____________ / ____________ / ____________ /____________

The purpose for the follow-up Accountability Calls is to support your partner to apply the concepts from this seminar.

Accountability Call Agenda:

1. Confirm completion of the first commitment you made from the Seminar Action Items.

2. Make a new action item commitment from your Seminar Action Items.

3. Make a new Accountability Call appointment.





Action Items Date__________

(Overflow Sheet)

Due Date Action Item & Time Done



ACCOUNTABILITY QUOTES AND RECOMMENDED READING

Quotes:

“Don't cheat your people out of the opportunity to win because of your discomfort holding people accountable.” - Michael Canic

“On good teams, coaches hold players accountable; on great teams, players hold players accountable.” – Joe Dumars

"What you get by achieving your goals is not as important as what you become by achieving your goals." - Zig Ziglar

"If your goals are larger than your need to be liked then you will reach your goals; If your need to be liked is larger than your goals, then your goal will become the need to be liked.” - Peter F. Drucker

"The problem isn't training your employees and losing them. The problem is not training your employees and keeping them.” - Zig Ziglar

"The significant problems we have today cannot be solved at the same level of thinking with which we created those problems." - Albert Einstein

"Whatever is not communicated in any relationship, will control that relationship." - Werner Erhard

“How I do anything is how I do everything.” - T. Harv Eker

“Whatever you tolerate, you get more of it.”

"Whatever you tolerate in an organization becomes the culture of the organization.” - Allen Hauge

"Culture eats strategy for breakfast." - Peter Drucker

“Those who are good at blaming others and making excuses are rarely good at anything else.” - Benjamin Franklin

“If it’s predictable, it’s preventable.”

"The only difference between an excuse and a reason is the spelling." -Tim Harwood - Decisive Communications

“Those who failed to oppose me…who readily agreed with me and accepted all my views…were those who did me the most injury” - Napoleon Bonaparte

“Success doesn't come from what you do occasionally; it comes from what you do consistently." - Marie Forleo

“You cannot talk your way out of a problem that you acted your way into.” - Stephen Covey

“Accountability Builds Trust. Trust Builds Autonomy. Autonomy Builds Freedom.” - Jim Jelinek

“It isn’t normally people who fail. It’s the underlying systems and processes that fail.” - W. Edwards Deming

“Make your Bed” - Retired Admiral William McRaven's talk to the University of Texas graduating class of 2014 on YouTube: https://youtu.be/yaQZFhrW0fU

https://youtu.be/yaQZFhrW0fU


Recommended Reading:

• Checklist Manifesto - by Atul Gawande

• Good to Great – by Jim Collins

• It’s Your Ship - by Captain D. Michael Abrashoff

• Flawless Execution - by James Murphy

• The Five Dysfunctions of a Team: A Leadership Fable - by Patrick Lencioni

• Traction-Get a Grip on Your Business - by Gino Wickman

• Dig Your Well Before You’re Thirsty: The Only Networking Book You’ll Ever Need - by Harvey Mackay

• Einstein: His Life and Universe – by Walter Isaacson

• Who’s Got the Monkey (Article) – Harvard Business Review

• I'm OK. You're OK - Thomas Anthony Harris

• In Search of Excellence - Tom Peters

• Self Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Self Leadership - Ken Blanchard, Laurence Hawkins, and Susan Fowler

• How Come Every Time I Get Stabbed in the Back My Fingerprints Are on the Knife - Jerry B. Harvey

• The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About it – Michael E. Gerber

Strategic Work Versus Tactical Work:

Strategic Work: The work that moves the organization forward towards the vision, mission and strategic plan.

Tactical Work: The work that keeps the organization operating.

Tech Support Tools:

• Software: Microsoft Outlook (Tasks); Google (Tasks); Wunderlist; Evernote; WeekDone;Todoist; Trello; Asana; Basecamp; OneNote

• Smartphone Mobile Apps:

- Totally Accountable by Mike Scott - ToodleDo (all devices)

- TaskTask (iPhone using Exchange)

• Downloads with QR Code*:

How to eliminate or to handle “Got a Minute” properly:

*ScanHere for Video

*To access these QR Codes: Download a QR Code Reader from the App Store



B/P = Business task or Personal task P? = Priority of the task: (S) Specific Date - Action date & due date are the same

(F) Flexible Date - Flexible action date prior to an inflexible due date (N) No Date - No planned action date and no consequences if not done (Just captured ideas)

Use this form in meetings for random thoughts. Use for one day only. Enter incomplete tasks into the Master Task System in the SPA.

Find this form at: www.TotallyAccountableSystems.com

B/P P? Delegated to TASKS / PROJECTS / THOUGHTS / IDEAS /

REQUESTS / DELEGATIONS (with deadline date) DUE DATE

/ TIME

INFORMATION TRANSFER FORM© (I.T.F.)

(IF(rmFotrm Form)

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TAS™ TOTALLY ACCOUNTABLE SYSTEMS 800-990-6540

Mike Scott - President / [email protected] totallyaccountablesystems.com

Name

Organization

Product/Service

Annual Revenue Number on Senior Leadership Team Number of Employees

Potential Lost Revenue Industry Average Your Estimate

Re-Work 5% - 10% of Annual Revenue

Re-Staffing 3 x Salary

Tardiness 2% of Annual Revenue

Poor Tracking 12% of Annual Revenue

Forgetting 10 % of Annual Revenue

Lost Customers 10% of Customer Base

Unstated/Missed Deadlines Unique to each organization

Negative Surprises Unique to each organization

1. What are you trying to accomplish this year?

2. What do you think you would need to DOUBLE your business?

3. What strategies have you already tried to improve your business that worked OR didn't work?

4. What holds you back the most?

5. Who should go through TAS™ training?

Client Accountability Assessment “Recovering Found Money...Together”

Mike Scott Enterprises, Inc. 800-990-6540 [email protected] www.totallyaccountable.com

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"Got a Minute” Pre-discussion Template

1. Issue or problem to be resolved:

2. Negative impact of this issue or problem:

3. What are three possible solutions to resolve this issue:

4. Positive payoff when this issue or problem is resolved:



Task Meeting/Appointment Project A single 1) Agenda A series of planned out activity 2) Purpose tasks with a deadline

3) Date and a goal 4) Start time5) End time

The Master Task System should be the one location for all tasks and projects. All tasks and

projects assigned from meetings and on the ITF should go into the Master Task System during

the SPA.

Emails containing tasks need to be put into the Master Task System, as well.

The Master Task System

Date Specific

Business

Date Flexible Business

Date None Business

Project Bus: ABC Proposal

Delegated to Jim

Delegated to Diana

Strategic Activities



Box of Tolerance

ACCOUNTABILITY – Doing what you said you would do, as you said you would do it, when you said you would do it – PERIOD!

Your internal company level of accountability 0% = Low 100% = High

Where would you say, overall within the organization, the level of accountability is? Not to the customer, which should be 100%.

0% 10 20 30 40 50 60 70 80 90 100%

What is the reason for this level of accountability?

Box of Accountability

(for Accepting Non-Performance)

Average Level of Internal Accountability

85% After Accountability Training

66% Before Accountability Training

0%

100%

Surprise Tracker Sheet

Week of Total number of surprises

This tracker is designed to help you determine how much non-accountability happens within a week. When you see it, deal with it as you normally would but also track each occurrence on this sheet.

A non-accountability surprise happens when someone made a commitment; and it didn’t happen; and you didn’t know about it beforehand.

Accountability means "Your word is your bond."

It is defined as:

Doing what you said you would do,

As you said you would do it,

When you said you would do it,

With NO surprises!

Each time you are surprised with any form of non-accountability, on your part, or on the part of anyone else in the organization, track it using the columns below.

A non-accountability surprise means that somehow, someway, something didn’t happen as it was committed to being done.

Some examples of non-accountability surprises are: You or someone else…

…forgets to do something and consequently misses a detail or has an error.

…starts or ends a meeting late.

…says, "I didn't understand what you said or meant," and as a result misses a commitment.

…says, "I wasn't sure when you wanted it done."

…misses a deadline or the scope of a commitment and no one says anything.

DATE NAME SURPRISE DATE NAME SURPRISE


workshop feedback form• traction-get a grip on your business - by gino wickman • dig your well...

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