This document discusses the importance of execution and accountability in business. It begins with statistics showing that 90% of health club members quit within 90 days and 90% of strategies fail due to poor execution. The document then notes that only a small percentage of employees understand their company's strategy and priorities. It argues that execution is so difficult because most companies don't measure key performance indicators or make performance visible. The rest of the document provides an agenda for a presentation that discusses setting big goals, engaging employees with a clear core purpose, using software to track key performance indicators and projects, celebrating small wins, and holding employees accountable for their performance.

1. Execution and
Accountability
Stephen Lynch

2. 90% of those who join health and fitness clubs
will stop going within the first 90 days.
International Health Club Association

3. 90% of those who join health and fitness clubs
will stop going within the first 90 days.
International Health Club Association

4. 90% of strategies FAIL due to poor execution
[1]

5. Only 27% of employees have access
to their company strategic plan [2]

6. Only 1 in 20
employees
understands their
company strategy [3]
?

7. 150,000 workers surveyed
Only 15% knew their
company’s top priorities
Only 6% knew their own
individual priorities [4]

8. “However beautiful the strategy, you
should occasionally look at the results”
Winston Churchill

9. 92% of companies don’t measure KPIs
[3]

10. Execution Business Execution so hard?
Why is & Accountability - why so hard?

12. Agenda
1.
2.
3.
4.
5.
Why it all starts with a big goal
Engage your people with a compelling core purpose
How to make performance visible
The power of small wins
How to really hold your people accountable

13. Goal Setting is not Strategy

14. What is Strategy?

21. Big Hairy Audacious Goals

24. First we set our long-term Goal (BHAG)
Then we plan our Strategy, i.e. our
climbing route & base camps along the way

26. it

27. Characteristics of a good BHAG©
- A measurable goal with a deadline
- Long timeframe (suggest 5 - 10 years)
- Clear, compelling and easy to grasp
- Inspires all your people, not just the management team
- Beyond current capabilities of the organization
- Set in understanding, not bravado
- Can outlive the involvement of the current leaders
Note: It’s not about being as large as possible, it’s about being “great”
Define what “greatness” looks like for you, and how you will measure it

29. What could your company be the best in the world at?
List your answers below:

30. What is your company passionate about?
List your answers below:

31. How will you make money in the future?
(your revenue model)
List your answers below:

32. Describe your company at a future date: (e.g. 2020)
Question:
What will be your revenue?
What will be your profit?
Size & scope of your company operations?
Number of offices?
How many staff?
Your decision:

33. What products and services will you be offering?
List your answers below:

34. What geographic locations will you be serving?
List your answers below:

35. Describe a typical work day at your future company?
List your answers below:

36. What other measures of success have you achieved?
List your answers below:

37. BHAG – statement
©
The words, phrases, and vivid, detailed
descriptions of your ideal future vision
which underpin your BHAG©
$$$$
Scope
Products
People
Services
Culture
Purpose
Customers
Achievements
Best in (your) world at

40. State your BHAG© in <140 characters
Typically expressed as a goal statement (supported by a vivid
description of what your company will be like when you achieve it)
“The world’s #1 brand for house cleaning robots,
(Expression of category leadership)
with annual sales of 15,000,000 units by 2020”
(plus a tangible measure you can use to
track your progress toward your BHAG)

41. State your BHAG
©
State your BHAG© ( in less than 140 characters )

42. Where will you display your BHAG©
so it is clearly visible to your people every day?
List your answers below:

43. BHAG
©
Vision
Core Values
Core Purpose

44. BHAG ©
The compelling view you will see when you reach the top

45. Core Values
Rules for team behavior, no matter what mountain you climb

46. Core Purpose
The reason why you climb mountains at all

47. Agenda
1.
2.
3.
4.
5.
Why it all starts with a big goal
Engage your people with a compelling core purpose
How to make performance visible
The power of small wins
How to really hold your people accountable

48. Core Purpose
Making the work meaningful for your people
Give them a reason to get out of bed in the
morning - beyond simply making money

52. Core Purpose
“WHAT” you do and “HOW” you do it
will evolve over time
Your reason “WHY” remains constant

53. “To give ordinary folk the chance to buy
the same things as rich people”

54. GOLD’S GYM
Core Purpose

55. Why does your company exist (beyond making money)?
List your answers below:

56. What is your company passionate about? (again)
List your answers below:

57. What is the difference you are trying to make?
List your answers below:

58. What is the “essence” of what you do for your customers?
(beyond what your current product or service offering is)
List your answers below:

60. State your Core Purpose
State your Core Purpose: ( in less than 140 characters)
To …..

61. Agenda
1.
2.
3.
4.
5.
Why it all starts with a big goal
Engage your people with a compelling core purpose
How to make performance visible
The power of small wins
How to really hold your people accountable

62. “However beautiful the strategy, you
should occasionally look at the results”
Winston Churchill

63. 92% of companies don’t measure KPIs
[3]

64. 150,000 workers surveyed
Only 15% of employees
knew their company’s top
priorities
Only 6% knew their own
individual priorities [4]

65. Radical Transparency Drives Business Execution

67. Make Performance Visible

68. Using the “traffic light” concept to track KPIs
RED = Unacceptable performance standard
YELLOW = Watch closely. Need help?
GREEN = Target performance standard

69. In the past, we used Spreadsheets / Excel

70. We wanted a software solution that:
●
Offers a shared platform to view the Strategic Projects and Key Performance Indicators, so that
everyone in the company knows what the strategic plan is and the important things they need to
focus on to play their part
●
Provides a helicopter view of how everyone is performing, including the ability to monitor team
and individual progress at a glance
●
Uses color coding to show whether a Strategic Project or KPI is on track
●
Has the ability to assign tasks to specific individuals to move goals forward
●
Displays daily reminders to hold people accountable to make sure tasks are completed on time
●
Runs more effective team and one-on-one meetings that drive the business forward
●
Records meeting minutes and decisions made
●
Enables real-time collaboration to capture conversations, discussions, and feedback
●
Integrates with other commonly used business software
●
Is available anywhere, anytime, on any device
Use this checklist for any software
system you choose or develop

71. Now we use our software to track KPIs

72. Key Performance Indicators

75. Using the “traffic light” to track Projects (Big Rocks)
RED = Project behind schedule. Sound alarm!
YELLOW = Watch closely. Need help?
GREEN = Project on schedule

76. In the past we used Whiteboards / Excel
Strategic Project (Big Rock) #1
Implement initiatives to reduce installation time to <20 days
Due Date
Person
Accountable
31 Dec David
Associated Individual Tasks
Create & document quality assurance process for installation
15 Nov
David
Train all installation team members in the revised process
30 Nov
Jenny
Implement post installation audit program for completed jobs
15 Dec
Peter

77. Now we use our software to track Projects & Tasks

78. Projects & Tasks

80. Everyone knows their own individual accountabilities

81. You can also see how the various teams are performing

82. Team leaders can drill down to identify the cause

83. Looks like Craig is struggling?

84. “What are the reasons for this trend Craig?”

85. Assign a Task to diagnose and solve the problem

86. Radical Transparency Drives Business Execution

88. How will you make performance visible
so your people “know the score” every day?
List your answers below:

89. Agenda
1.
2.
3.
4.
5.
Why it all starts with a big goal
Engage your people with a compelling core purpose
How to make performance visible
The power of small wins
How to really hold your people accountable

96. The Progress Principle

97. Celebrate “Small Wins” every step of the way

100. How will you let your people measure their progress
and experience the joy of “winning” every week?
List your answers below:

102. Praise Frequently

103. Who do you need to praise this week?
List your answers below:

104. Agenda
1.
2.
3.
4.
5.
Why it all starts with a big goal
Engage your people with a compelling core purpose
How to make performance visible
The power of small wins
How to really hold your people accountable

110. Confront poor performance

111. Why is happening with Machine Sales?

112. Let’s drill down to see more detail

113. What is happening here Craig?

114. Craig

120. Assign a Task to address the issue

121. “He that is good for making
excuses is seldom good for
anything else.”
“Leaders owe it to the organization
& their fellow workers,
not to tolerate
non-performing people
in important jobs”
Peter
Drucker
Benjamin Franklin

122. Who do you need to speak with this week
about their level of performance?
List your answers below:

124. Don’t wait until the end of the month

129. Get the software demo:
www.RESULTS.com
Promo Code: UBT
Get the slide deck:
www.RESULTS.com/slides