+ 1. As a coach, would you recommend putting in time to do a Key Process Flow Map in a “Kick-Off” 2 day session (I could see this taking a bit of time) or leave it for the first quarterly meeting?
This is definitely about time management. Definitely do the Function Chart – Column 2 and 3 – the amended chart from the book. And them time permitting – do a first draft of the KPFM. This should take an hour.
+ 2. A coaches role is not to be too prescriptive on process, but is it up to us as coaches to decide what is right when it comes to how much time is spent on each step of the 3HAG process?
Correct, it is up to us as coaches to manage the amount of time each step takes. If more time is needed to be spent on the function chart, as the company could be in a mess, spend the time there on Columns 2 and 3 [of their One Page Plan] and wait until the next meeting for the Key Process Flow Map
+ 3. From your coaching experience, roughly how much are you able to achieve with your clients in a kick off (1st) session?
I usually am able to get a first iteration of the Function Chart complete and a first draft of the Key Process Flow Map. I really want to get these done, as a coach, for good insight into the rest of the kick off meeting.
+ 4. What is green, yellow and red mean??
In the beginning Red, Yellow, Green is a gut feel as to how the function is working.
RED – there major issues that need to be solved
YELLOW – there are issues but they are not preventing the function at hand
GREEN – function is working well.
The next step is adding in one leading forecasted measure for the function in the flow and start tracking it. This means you now look at the forecast measure: green – on track, yellow – behind and might make the number for the quarter, or red – going to the miss the forecasted number.
+ 5. Swimanes: The swimlanes go from right (present day) to left (36 months out). Is the reason it’s not displayed from left to right is to reflect the layout of the OPSP? Three years cascades down to 1 year (left to right), which cascades to the quarterly plan (left to right), and the swimlanes are essentially connecting each column (using a right to left approach)?
CEO/LEADERSHIP TEAM QUESTIONS
+ 1. How do I know if my business idea is any good?
Click on the link provided to read Shannon’s answer: 11 Things to Consider Before Starting A Business
+ 2. Why is it important to do a monthly cash flow analysis?
First off – it’s most important to start out your 12 month to 36 month forecast by stating the cash you want end up with at the end of every month. Then you want to forecast your revenue and expenses for the same 36 months to ensure you reach the cash forecast for every month. We then compare actual to forecasts on a regular basis to ensure we were getting better at forecasting and focusing on cash as this is the fuel you need to grow your business.
+3. How do I figure out my 3HAG (3 Year Highly Achievable Goal)
Click on the link provided to read Shannon’s answer: 3HAG: 3 Year Highly Achievable Goal – What is yours? 6 Steps to find yours
+ 1. Why does everyone in my company need to know our core purpose & BHAG?
The most significant reason is that companies where all the employees know their core purpose and core values have a strong culture, which is the foundation for growth and predicting profit. Jim Collin’s research has shown that the most successful companies conscientiously and regularly spend time on their culture, and that is what has kept them successful, even through the worst markets.
+ 2. How can I improve my company / business’s culture through core values?
- Work your core values into your hiring process. When interviewing potential new employees, make sure they have the same core values as your organization and then evaluate if their skill set matches your needs. (see The Metronome Effect page 60 for examples of questions we used in our interview process.)
- Add your core values and purpose to your One Page Plan so your whole team can constantly see them and be reminded. If you do not use this tool, find a way to display these to your employees in a way that they can constantly be reminded of what they are.
- When having team meetings, recognize and praise employees who live by your core values and purpose.
- Fire employees who don’t fit your core values and purpose as it will save you money in the long run.
+ 1. When do we start the huddles?
My best recommendation is to start the huddles right away. Make sure you have a standing agenda – Good News, Metrics, top thing you need to get done in the next 24 hours, and anything you are stuck on. The huddles work best if all team members attending the huddle are clear on priorities for the company or the team or even themselves. Just get this habit in place. Pick a time of the day, a standing agenda, and do not waiver for at least 30 days. This will get you well on your way to forming the ‘Huddle Habit’.
+ 2. What do I do when a team member is constantly late for huddles?
We always started our huddle on time whether anyone was there or not. Really!!! This pushed anyone who was late and consistently missing key information to get there on time. If this person continued to be challenged to get to the huddle on time – we would work on tactics to help them show up at the start of the meeting – such as alarms, reminders, setting the huddle, etc. Everyone can show up on time for the huddle if they believe in its value and understands the importance.
+ 1. What to do with team members who openly don’t get along?
Click on the link provided to read Shannon’s answer: As a CEO, what to do with team members who openly don’t get along