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Notes for Facilitator for Session One. For the first session you will need to print out the following forms from the Implementation Kit diskette Business Framework – Right People Right Things Right Planning Pyramid Organizer – or your completed one from the session

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notes for facilitator for session one
Notes for Facilitatorfor Session One
  • For the first session you will need to print out the following forms from the Implementation Kit diskette
    • Business Framework – Right People Right Things Right
    • Planning Pyramid Organizer – or your completed one from the session
    • “Winning” Exercise Pages 1 & 2

Copyright 2003, Gazelles Inc

today s agenda
Today’s Agenda
  • Overview of Rockefeller Habits Practice
  • Business Framework – Right People Right Things Right
  • The Planning Pyramid Organizer
  • “Winning” Exercise

Copyright 2003, Gazelles Inc

gazelles education process
Gazelles Education Process
  • Business Education and Development Program
    • 2 - 3 programs (disciplines) a year
  • Learn by doing and implementing
    • The Expert teaches the Executive team
    • The Executives teach the Mid Managers
    • The Mid-Managers teach the frontline
    • “If you have to teach it, you’ll learn it”
  • Creates ALIGNMENT throughout our company.

Copyright 2003, Gazelles Inc

why alignment
Why Alignment?

“1% Vision, 99% Alignment”

Rockefeller Habits:

  • Provides a framework
  • Provides a common language
  • Develops habits and rhythm

Copyright 2003, Gazelles Inc

right people right things right framework
Right PeopleRight Things RightFramework

People

Activities

Sell

Customers

Productivity

Reputation

Keep Records

Buy or Make

Employees

Owners

Get, Keep, and Grow

Better, Faster, Cheaper

Copyright 2003, Gazelles Inc

the planning pyramid

Who

Daily

When

Weekly

How

Quarterly

What

Annually

Where

3 - 5 yrs

Why

Life of Leader

Should

The Planning Pyramid

Accountability

Schedule

Time Frame

Action steps

Goals

Targets

Purpose

Forever

Core Values

Copyright 2003, Gazelles Inc

our core values purpose bhag targets and goals
Our Core Values, Purpose BHAG, Targets, and Goals
  • Pass out Planning Pyramid Organizers – use blank ones so they can fill in.
  • Explain Core Values, Purpose, BHAG, Sandbox, Brand Promise
  • Discuss how they have been defined

Copyright 2003, Gazelles Inc

winning exercise
“Winning” Exercise
  • Pass out page 1 of “Winners” exercise – fill in top half
  • Pass out page 2 of “Winners” exercise – review and do practice exercise
  • Go back to page 1 and complete bottom half
  • Key is to stop whining and start taking responsibility for problems

Copyright 2003, Gazelles Inc

summary session one
Summary Session One
  • Right People Right Things Right Framework
  • Planning Pyramid Organizer – Vision on One Page
  • “Winners” don’t whine – they take ownership of issues.

Copyright 2003, Gazelles Inc

notes for facilitator for session two
Notes for Facilitatorfor Session Two
  • For the second session you will need to print out the following forms from the Implementation Kit diskette
    • Weekly Meeting Agenda
    • Daily Meeting Agenda

Copyright 2003, Gazelles Inc

today s agenda13
Today’s Agenda

Three Rockefeller Habits

  • Top 5 and Top 1 of 5 Priorities
  • Data/Metrics – Smart #s and Critical #
  • Meeting Rhythm – Daily, Weekly, Monthly, Quarterly, Annual

Copyright 2003, Gazelles Inc

top 5 top 1 of 5
Top 5 & Top 1 of 5
  • What’s the Theme?
  • What’s the Critical Number?
  • What’s the Top 5 Rocks/Drivers?
  • What’s each manager’s Top 5 and Top 1 of 5 for the quarter – have them report their number 1

Copyright 2003, Gazelles Inc

the business of measurement
The Business of Measurement
  • Critical Number related to Theme
  • Three Overall Measurements to watch weekly
    • Smart Numbers
      • Forecasts
      • Frontline Data
      • Activities, Hassles
  • Weekly Measure for each mid manager in each area related to the Critical Number and Theme

Copyright 2003, Gazelles Inc

establishing weekly measures
Establishing Weekly Measures
  • Guidelines for communicating the measures
    • Line or bar Graphs (not spreadsheets)
    • Forecast line (best guess at where we should be)
    • Update daily or weekly
    • Visible location with large graphs for instant analysis

Copyright 2003, Gazelles Inc

meeting rhythm
Meeting Rhythm
  • Daily—Where we are today
    • Every employee in some sort of short daily huddle
  • Weekly—Improving what we do
    • Most employees in longer weekly huddles
  • Monthly—Learning and reviewing
    • Mid Managers in monthly huddles
  • Quarterly—Communicating new directions
    • All company meetings once a quarter

Copyright 2003, Gazelles Inc

meeting agendas
Meeting Agendas
  • Review Daily Huddle Agenda – set times for each manager’s group
  • Review Weekly Huddle Agenda – set times for each manager’s group
  • Review rest of Annual Calendar of meetings – monthly, quarterly, annual

Copyright 2003, Gazelles Inc

summary session two
Summary Session Two
  • Top 5 and Top 1 of 5 – Establish quarterly for company, department, and individual
  • Be Data Driven – Establish Daily/Weekly Metrics
  • Establish Meeting Rhythm

Copyright 2003, Gazelles Inc

notes for facilitator for session three
Notes for Facilitatorfor Session Three
  • For the third session you will need to print out the following forms from the Implementation Kit diskette
    • Hassle Logs
    • Problem Solving Guidelines
    • 3I Program Document – alternative to Hassle Logs
  • You will also need the results of your Start Stop and Keep Survey that you conducted prior to attending the Senior Management Session

Copyright 2003, Gazelles Inc

today s agenda22
Today’s Agenda
  • Good News Stories
  • Hassle Log and/or 3I Program
  • Problem Solving Guidelines
  • Planning Next Quarter
    • The Planning Pyramid Organizer

Copyright 2003, Gazelles Inc

hassle collection
Hassle Collection
  • Purpose: To capture customer and employee ideas, concerns, and issues for use in making it easier for customers to do business with your firm and easier for you to do your job.
  • Goal: Establish a rhythmic routine of fixes with results reported back. RHYTHYM!

Copyright 2003, Gazelles Inc

hassle exercise
Hassle Exercise
  • Sort out data from of Start, Stop and Keep Survey.
    • Group similar items together
    • Identify quick-hit items, easy fixes, and fix them
    • Prioritize remaining items based on impact on Critical Number

Copyright 2003, Gazelles Inc

create a de hassling process
Create a De-hassling Process
  • How to collect them (Hassle Logs)
  • How to prioritize them
  • How to set up fix it teams
  • How to report progress
  • How to communicate results to everyone
  • Put Implementation Plan in place with deadlines

Copyright 2003, Gazelles Inc

6 guidelines for problem solving
6 Guidelines for Problem Solving
  • Attack the highest priority hassles using the six guidelines
    • Look for Relevance
    • Be Specific
    • Address The Root (ask why five times)
    • Focus on What not Who
    • Involve everyone affected
    • No Backstabbing
  • Assign Accountabilities (Who, What, When)
    • Quick fixes too.

Copyright 2003, Gazelles Inc

planning next quarter s pyramid
Planning Next Quarter’s Pyramid
  • Pass out “Planning Pyramid Organizers”
  • Update all information
  • Assign team to determine Quarterly/Annual Theme
  • Determine Five and One of Five for next Quarter

Copyright 2003, Gazelles Inc

summary session three
Summary Session Three
  • Act on Start, Stop, Keep Data. Implement “Hassle” Collection Process and/or 3I Program
  • Use Effective Problem Solving Guidelines
  • Establish Next Quarter’s Plan

Copyright 2003, Gazelles Inc