This presentation reviews current principles in execution and 'getting things done' in a dental practice. Dr. Kazemi discusses several methodologies for execution.

1. How to Get
Things Done!
E x e c u t i o n

2. Are all processes running
without drama and driving
industry-leading profitability?
❓KEY QUESTION:

3. ‘Lets Go Get’em’
Strategy

4. Adversity
decrease in new patients
decreased production
poor profits
no growth
Poor online reviews
unhappy patients
patient complaints
no referrals
staff lateness
Poor staff performance
Incomplete work
administrative errors
stress
………..
Emergency Meeting
“WE GOT PROBLEMS”
Big talk on
everything that
is not working
List of 12 things that
“We got to do quickly
to fix …”
“Lets Go Get’em”

5. Why Things Don’t Get Done
No accountability
Poor leadership
Too many goals
No metrics: if you can not measure
it, it doesn’t get done
Enormous power of the ‘whirlwind’

6. Whirlwind
[daily job]
Goals
[new activities]
Urgent Important
[ it acts on you ] [ You act on them ]

8. Whirlwind
[daily job]
Goals
[new activities]
How do we
get our daily
work done?
And implement
new activities to
achieve our goals!

10. People
Strategy
Execution
Cash

11. Execution
3 Disciplines
Priorities
Data
Meeting Rhythm
10 Rockefeller
Habits

12. Execution: Rockefeller Habits ChecklistTM
1. The executive team is healthy and aligned.
Team members understand each other‘s differences, priorities, and styles.
The team meets frequently (weekly is best) for strategic thinking.
The team participates in ongoing executive education (monthly recommended).
The team is able to engage in constructive debates and all members feel comfortable participating.
2. Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the company forward.
The Critical Number is identified to move the company ahead this quarter.
3-5 Priorities (Rocks) that support the Critical Number are identified and ranked for the quarter.
A Quarterly Theme and Celebration/Reward are announced to all employees that bring the Critical Number to life.
Quarterly Theme/Critical Number posted throughout the company and employees are aware of the progress each week.
3. Communication rhythm is established and information moves through organization accurately and quickly.
All employees are in a daily huddle that lasts less than 15 minutes.
All teams have a weekly meeting.
The executive and middle managers meet for a day of learning, resolving big issues, and DNA transfer each month.
Quarterly and annually, the executive and middle managers meet offsite to work on the 4 Decisions.
4. Every facet of the organization has a person assigned with accountability for ensuring goals are met.
The Function Accountability Chart (FACe) is completed (right people, doing the right things, right).
Financial statements have a person assigned to each line item.
Each of the 4-9 processes on the Process Accountability Chart (PACe) has someone that is accountable for them.
Each 3-5 year Key Thrust/Capability has a corresponding expert on the Advisory Board if internal expertise doesn’t exist.

13. 5. Ongoing employee input is collected to identify obstacles and opportunities.
All executives (and middle managers) have a Start/Stop/Keep conversation with at least one employee weekly.
The insights from employee conversations are shared at the weekly executive team meeting.
Employee input about obstacles and opportunities is being collected weekly.
A mid-management team is accountable for the process of closing the loop on all obstacles and opportunities.
6. Reporting and analysis of customer feedback data is as frequent and accurate as financial data.
All executives (and middle managers) have a 4Q conversation with at least one end user weekly.
The insights from customer conversations are shared at the weekly executive team meeting.
All employees are involved in collecting customer data.
A mid-management team is accountable for the process of closing the loop on all customer feedback.
7. Core Values and Purpose are “alive” in the organization.
Core Values are discovered, Purpose is articulated, and both are known by all employees.
All executives and middle managers refer back to the Core Values and Purpose when giving praise or reprimands.
HR processes and activities align with the Core Values and Purpose (hiring, orientation, appraisal, recognition, etc.).
Actions are identified and implemented each quarter to strengthen the Core Values and Purpose in the organization.
8. Employees can articulate the following key components of the company’s strategy accurately.
Big Hairy Audacious Goal (BHAG) – Progress is tracked and visible.
Core Customer(s) – Their profile in 25 words or less.
3 Brand Promises – And the corresponding Brand Promise KPIs reported on weekly.
Elevator Pitch – A compelling response to the question “What does your company do?”
9. All employees can answer quantitatively whether they had a good day or week (Column 7 of the One-Page Strategic Plan).
1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person.
Each employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight).
Each individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company.

14. Elevator Pitch – A compelling response to the question “What does your company do?”
9. All employees can answer quantitatively whether they had a good day or week (Column 7 of the One-Page Strategic Plan).
1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person.
Each employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight).
Each individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company.
All executives and middle managers have a coach (or peer coach) holding them accountable to behavior changes.
10. The company’s plans and performance are visible to everyone.
A “situation room” is established for weekly meetings (physical or virtual).
Core Values, Purpose and Priorities are posted throughout the company.
Scoreboards are up everywhere displaying current progress on KPIs and Critical Numbers.
There is a system in place for tracking and managing the cascading Priorities and KPIs.
Copyright 2015 Gazelles, Inc. To download more copies and to get help implementing these tools, please go to www.gazelles.com

15. The Priority
Focus:”The main thing is to keep
the main thing the main thing”
Finish lines: Memorable themes
around your priority; achieve it- by a
specific due date
Fun: Celebrate with rewards

16. Data
At the heart of a leader’s ability to
predict (fundamental job) is data
Metrics
Gather employee data
Gather customer input
KPIs for everyone
Scoreboards everywhere

17. Meeting Rhythm
The daily huddle: 5-15 min
The weekly meeting: 60-90 min
The monthly management meeting
The quarterly & annual meetings

19. 4 Disciplines of Execution
Focus on the Wildly Important Goal
Act on Lead Measures
Keep a Compelling Story Board
Create a Cadence of Accountability

20. Discipline #1
Focus on the
Wildly Important Goal (WIG)
A goal that makes all
the difference.
Failure to achieve
this goal renders any
other achievements
inconsequential
RULES
1. Only 1 to 3 WIGs for the same team at
the same time.
2. Sub-WIGs must ensure the success of
the parent-WIGs
3. Finish line: From X to Y by when

21. 1. Discover Team Wigs
Which areas of team’s performance would you
want to improve the most in order to achieve the
overall top WIG?
What are the greatest strengths of the team that
can be leveraged to ensure top WIG achievement?
Where are the areas where team’s poor
performance most needs to be improved to achieve
top WIG?

22. 1. Discover Team Wigs
1. Rank the WIGS
2. Test top ideas
Is team aligned to top WIG?
Is it measurable?
Who owns it (results)?
Who owns the game?
3. Define the WIGs: ‘Verb’ X to Y by ‘When’

24. Discipline #1
Focus on the
Wildly Important Goal (WIG)
“ We will put a man on the moon
and return him safely home by
the end of the decade”
- John F. Kennedy

25. Discipline #1
Focus on the
Wildly Important Goal (WIG)
“ We will increase our on-time
case delivery from 75% to 100%
by September 1, 2015”
- Dr. ______

26. TOP
WIG
TEAM 1
Subwig 1
Subwig 2
TEAM 2
Subwig 1
Subwig 2
TEAM 3
Subwig 1
Subwig 2
[ Verb X to Y by Date ]

27. Discipline #2
Act on the
Lead Measure
Lag Measure Lead Measure
Measures
the goal
Something that leads
to the goal
Something we can
influence
Predictive
Influenceable

29. 2. Act on Lead Measures
What could you do that have never done before?
What strengths of team can be used as leverage?
What weakness might keep you from achieving WIG?
What could you do more consistently?
To Discover:

30. 2. Act on Lead Measures
1. Rank the team WIGS
2. Test top ideas: Predictive? Influenceable?
Measurable? Worth Measuring?
3. Define lead measures
• Tracking team or individual’s performance?
• Tracking lead measures daily or weekly?
• Start with a verb and keep it simple

31. Discipline #2
Act on the
Lead Measure
Lag Measure Lead Measure
Weight loss
(pounds)
Number of calories
(diet)
Miles run
(Exercise)
eg. If you want to loose weight
Predictive
Influenceable

32. Discipline #2
Act on the
Lead Measure
Lag Measure Lead Measure
• Practice production
• Emergency rate
• Case acceptance
• Patient waiting
• Internet patients
• Patient referrals
• Compliance to safety standards
• Qualified tx plan proposals
• On-time report to work
• Posting weekly blogs

33. Discipline #3
Keep a
Compelling Scoreboard
Purpose is to hold
the Wigs and lag
measures and make
it visible to the team
RULES
1. Simple
2. Highly visible to the team
3. Show the “lead” and “lag: measures
4. Tell us immediately if losing or winning

34. Discipline #4
Create a
Cadence of Accountability
This is where the real
execution happens
Key Question:
what are the 1-3 most
important things I can do this
week to impact the
scoreboard?
Each Member
A weekly 20-30 min meeting (no whirlwind)
1. Reports on last week’s commitments
2. Reviews and updates scoreboard
3. Makes commitments for next week

35. 4. Create a Cadence of Accountability
Account: Report on last week’s commitments
Review the scoreboard: Learn from success / failures
Plan: Clear the path and make new commitments
• “What are the one or two important things I can do
this week to impact the team’s performance on
scoreboard?”

36. 4. Create a Cadence of Accountability
Leader presents the scoreboard and his
commitments
Celebrate success
No whirlwind discussion during ‘WIG Session’

37. The 4 Disciplines of Execution
Three Outcomes
1. Clarifies organization’s priorities
2. Engages every member of the team
3. Allows organizations achieve wildly important goals