4 Game Changers to Improve Execution

One of the biggest challenges and frustrations that business leaders have in 2018 is how to execute their Strategic plan to ensure the future success of the business. Over the last 18 months we have conducted in depth surveys with 161 business leadership teams across New Zealand, Australia & the USA asking them 35 key questions over a 2 hour gap analysis assessment.

When it comes to Disciplined Execution the basics really count and the surveys highlighted a common gap in four areas as highlighted by the data;

  1. Role Clarity: 110 (68%) of the 161 teams interviewed had not clearly documented who was accountable for key roles in the business & how their performance would be measured. It stands to reason that if there is no real role clarity then there will be overlaps in effort, low levels of accountability & frustrations. In many cases roles had not been updated as the team grew, head count increased and the company evolved. Putting in the effort to document and get clarity on roles and measurements makes a huge impact and is an engaging discussion to have as a team.
  2. Consequences: 106 (66%) of the 161 teams had staff that did not know the consequences for achieving (or not achieving) the performance standard required for their role. Without praise and recognition for great work (catch people doing things right) there is no incentive to go above and beyond. Likewise if poor performance is not confronted it becomes hard to perform as a team and good people leave due to the mediocrity that is tolerated. These topics should be discussed as a team so there is clarity which will in turn lift engagement. (See “The Power of Consequence”).
  3. Meetings: 117 (73%) of the 161 teams did not conduct well-structured “execution meetings” with team members on a weekly basis. Most leaders hate meetings and their team members hate being part of them. Yet if you lead people you need to be excellent at leading engaging team meetings that allow you to live your culture. What makes a great meeting? Respect for time, never cancelled, clear team rules, being prepared, having each attendee speak to their numbers, a review of results, clarity on future actions, updates on strategic actions/projects, documented decisions (who, what, when), core value stories, connection & fun as a team. A clear cadence of meetings will make a huge impact on team engagement, execution and will maintain momentum.
  4. Quarterly Reviews: 132 (82%) of the 161 teams did not review their performance against their strategy and then update and communicate the strategic direction every quarter (90 days). Most Companies have a strategic plan that is reviewed annually or bi-annually but few review and update progress quarterly. It is a static plan. This quarterly review is a key meeting that drives reflection, lessons learnt, measures numbers and progress and allows the plan to iterate and remain highly relevant. A quarterly review every 90 days is a real game changer.

I have worked with hundreds of good leadership teams over the last 10 years and whenever these four game changers are implemented execution, engagement and accountability really starts to lift and it doesn’t cost anything. The team lifts to another level. It requires the CEO to refocus on several important things that will make a huge impact. Below are two short videos on these topics.

My website: www.kendalllangston.com

Our Philosophy on Executive Leadership Coaching

A short video with Top 50 Global Leadership Expert John Spence on how we each approach Executive Leadership Coaching. There are many approaches to coaching but without doubt if you get the right fit the impact it makes to your effectiveness as a leader is significant. John has been coaching for many years and his approach, although similar, is different to mine.

I learnt through my career as an Army Officer the importance of coaching, mentoring and guiding and was lucky enough to have some very good leaders invest their time with me. Years of practical leadership followed by some post graduate study at Cornell University in the High Performance Leadership space allowed us to develop our framework that we use to work with many to the top CEO’s, Sports leaders and emerging leaders in New Zealand, Australia and the USA.

Check out this short video.

Taking Tech to the World: Link ECU

A fantastic Canterbury Company taking High Performance Motor Sport Technology to the world. Link Engine Management is a global exporter of engine enhancing technology. As finalists in both the Champion Canterbury Business Awards and the New Zealand High Tech Business Awards in 2017 it has been a year of growth successes. I am proud to play my small bit as Chairman of the Board of Directors as we support a talented leadership, marketing, distribution, manufacturing and engineering team.

Benchmarking Leads to Mediocrity

Leaders

I hate that word “benchmarking” and all it stands for around industry or competitor norms. Sure it is head and shoulders above the term “best practice” which reeks of theory & academic know how. It is very useful to know what others do, what industry norms are & what the theory is but too often this is what leaders and their businesses settle for. Average. Mediocre. Knowing they are on track because they deliver the same or slightly better than competitors or other leading brands.

I was recently in an interview situation where I was continually asked how this or that could be better benchmarked.

“How could that be better benchmarked?” I was asked many times. In the end I had to say we are just not in the game of better benchmarking. “To be honest we are in the game of excellence and all of our clients are generally performing when they become clients & they are seeking to get even better. We measure their financial performance, their growth, their staff engagement and their client loyalty and we help them build fantastic metrics that predict outcomes & we know their industry norms but we are not a company that develops and focuses on benchmarks, we help them to achieve much more.”

I have previously written about the “Pivot” or consciously changing and executing a strategy to stay ahead of the crowd before they catch up. This is hard to do and takes very strong and focused leaders who actively disrupt the “business as usual thinking” of the business in a positive way to get different and better outcomes.

In professional sport the All Blacks are a living example of this. The culmination of ongoing succession planning, investing in the future (what could be), strong leadership, a culture of humility incremental excellence and disciplined execution on the field has allowed them not only absorb the loss of many experienced players, but to take things to a whole new level. To go beyond past performances and to deliver better outcomes in different ways and in doing so staying ahead of their competitors.

I am lucky enough to work with many high performance Chief Executives and their teams and they all have two things in common;

  1. “Restlessness” : A hunger and passion for continually getting better and better as leaders, at execution, at trying and iterating new ways of doing things, and
  2. “Grit”: The toughness to carry on, to push past the comfort of status quo and to lead change with certainty to lead the way.

None of them have ever been happy to settle and accept that what is being currently done will ensure success in the future. Some actively start from a position that the “status quo” is broken (even when benchmarking shows they currently significantly out perform their competitors and industry) and challenge the senior leaders to lift it another level.

This summary shows what our clients have collectively achieved over the last financial year and whilst does offer several benchmarks, the real success story is in their ability to execute their Strategic plan. To be nimble, disciplined and to stay far ahead of their opposition.

Average “Pisses” Us Off: Why we do What we do

I am often asked what we do and why we do it. A few weeks back I spent some time working with my good friend & Leadership Expert John Spence in Florida. We took the opportunity to shoot a few videos and I thought it was time to articulate this starting with this Introduction to The RESULTS Group.

Why do we do what we do?

The RESULTS Group exists to make an “intentional difference” to peoples lives. We love what we do and are very good at it. We work with leaders across many organisations and industries as they seek to make a true difference in their lives and the lives of those they lead. We work with good companies seeking high performance results. We keep them ahead of disruption and support them to grow capability and capacity……to execute the important things. The connection we have with people inspires us to go that little bit further, to do what it takes to make a significant impact on people and the organisations they choose to lead and to be part of.

Our Mission (Big Hairy Audacious Goal) is to disrupt Business Advisory (to redefine Advisory in a good way) by 2020 for High Performance Businesses and Leaders.

What gets under our skin?

We hate that Advisers provide average advice and charge a lot of money. We are sick & tired of the fact that the advice is generally just Accounting advice from people who have no understanding of how to implement change or to apply the advice to real life situations. These same people are being significantly disrupted in their own industry and are often not living what they are teaching.

Other advisers make it a dark art and seek to charge as if they have the “magic bullet.” Often their work is not tangible nor the difference they make measurable. Sometimes their clients struggle to apply it and in frustration don’t get the break throughs. Further those dispensing the advice have not led at a high level themselves. They have not made real life mistakes, earned a few battle scars nor dealt with the behavioural challenges of leading people. They can’t tell real stories that bring things to life.How can you give advice if you have never done it? Worse still these advisers rarely ask for feedback from their clients.

It is not good enough and we are doing something about it.

What do we do?

We work with good Companies to support them to execute their strategy. We are their “Strategy Execution Partners.”  We collaboratively work with our clients as the “generalist” in their business. They are after all the experts and have achieved a lot over many years.

We ask the questions, we create the discussions within their teams, we apply a framework to bring it to life. Further we don’t keep it a secret. In fact our frameworks and tools are freely available and based on the research of the worlds experts. The value is not in the tool but in the discussions and alignment of the leaders in the business. It lies in the application of theory into the current business reality.

Our clients are privately held established Companies seeking to intentionally get better at what they do.

Core Business is getting the important things done which means supporting Business Leaders to disrupt the day to day Business as Usual Operations of the Business to grow capability & capacity. This means supporting them to change and adopt new ways of leading and focus. We help them to “Simplify their Business” by ensuring they have a simple Strategic Plan that their people can execute.

Often we support Leaders to develop their skills to lead at the next level or to grow and develop the leaders in their organisation so they can step back or bring the Company under management. This may be at the Governance, Advisory Board, CEO, GM or Senior Leadership Team level.

It sounds simple (and it generally is) but it is never easy to make a commitment to incrementally get better & better in an ongoing way. It takes focus and requires the important things to be done rather than the urgent.

This is about building a culture of high performance, learning, growing and coaching. The best leaders are the best coaches, managers, mentors and life long learners.

We know it works too. Our clients tell us each 6 months exactly what difference it makes in their lives & businesses. We also measure it so we have the data to show a very good return on their investment of time and money. There are no magic bullets either. It takes focus, hard work, clever thinking, tough discussions and a “try new things, fail fast & iterate the plan” approach to leading smart people.

Taking a long term approach to working with client companies we know they never leave our networks. They may disengage as a paying client but they re engage when they need us. We often work with clients for 3, 4 or 5 years (longer with many) and they come back as they need to grow to another level.

We also have fun, apply the same frameworks to our own business and live our Purpose and Values each day. Our people have been there and done it. Sure they have the academic qualifications but more importantly they have the real life experience of leadership & they love what they do. We make a difference & that it is valued by those we choose to work with.

But don’t take our word for it either…….ask any of our clients & as you join our networks there is plenty of opportunity to do this. 

Do Something different
Get a different result rather than learn the same thing again.

 

 

Don’t want to Change? Just Wait it out……

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A fantastic quote from All Black Coach Steve Hansen that applies as much to business (and the change ahead) as it does to Rugby, England 2015

This blog on Linkedin by Ziyad Jawabra delivers a very powerful message (Link Here) about Nokia. A global company & well known technology brand recently acquired by Microsoft. The CEO tearfully announces “We didn’t do anything wrong but somehow we lost!”

Powerful why? Because change is constant and ruthless to those who ignore or can’t navigate it. In fact it is worse than that, knowing change is needed is very different to actually leading or executing it. Earlier in the year I published my 3rd annual survey results whereby I asked over 200 CEO’s what they had learnt as leaders in 2015 and what they think they face in 2016 (Link Here: CEO Survey) and as you can see it is all about the challenge of change. The impact of constant change, changing fast enough to meet market and competitor moves and most important of all change to meet client expectations. On top of that staying profitable and having a culture that builds resilient people because change is tough.

We work as the Strategic Execution Partner in our clients businesses and are their most trusted adviser supporting strategy and leader development. Most importantly we are enabling Strategic Execution i.e. the doing bit. Working across dozens of industries with a vast number of clients I can assure you the problems are the same and simplicity is needed. Change is now constant, adds to complexity and requires agile thinking & speed of action. Make mistakes and fail fast (iterate the plan fast) is what my Chairman tells me as Chief Executive and this too applies to all leading.

The next 5 – 10 years holds more change, technology innovation and industry disruption than we have ever seen in business so it is a skill every leader must master to prevent the situation we have just seen a Nokia. The alternative is to sit and wait and let the wave of market change pound you.

How do you keep it focussed, simple and lead in constant change? That takes commitment to intentionally  learning new skills.

The Challenge of Getting Out of The Way

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Business is hard enough without fighting about the way things used to be done.

In our work with Business Leaders change is inevitably on their radar. Whether it is change due to market conditions, competitor moves or the increasing realisation of just how fast & how much technology is disrupting the status quo. Often too succession is a challenge and at a time when the the tempo of change is increasing owners of businesses are looking at how they get out. Do they sell it or retain it under management. Could they? should they?

A business is not truly valuable until it is at stage that it is not reliant upon the owner/s. If key parts of the business have a founder who is a critical success factor either working in a day to day Management role or as the main member of the Board of Directors then it becomes challenging to sell & is a barrier to maximising the value if is to be sold. Often the owner/s & founders are in the way of the business moving to the next level. Some common reasons for this;

  • An ego that won’t allow others to lead in different ways. This prevents the business getting a different outcome.
  • Doing the same things over and over again……and guaranteeing the that same outcome.
  • Getting good advice from their Board, trusted advisors and their management team…….and largely ignoring it.
  • Getting involved at all levels of the business (Governance, Management level & at line manager level) despite paying good people to do own it. This shuts innovation down, causes frustration, confusion & disengages good talented staff.
  • Continuing to make decisions based on gut feeling rather than good Key Indicators based on data & interpretation.
  • A lack of planning (Strategic, Operational and contingency planning). This creates a company that is continually reactive rather than proactive & one that has a short term focus.
  • Not addressing the big elephants in the room. Missed opportunity, poor performance, lack of direction, succession planning are all left out of discussions creating speculation, ambiguity and mediocrity.
  • No clear roles and performance measures which allows the business to be an “average” performer.
  • Ignoring systems & processes that have been introduced to streamline Finance, Operations, Sales and to allow the business to scale through consistency.
  • Assuming that the Voice of the Customer of the future will be the same as it has in the past and never seeking real feedback.
  • A lack of innovative thinking, ideas and development leads to ageing & mediocre products, services & Intellectual Property.
  • Lack of investment into the future leaders of the company through training, mentoring and coaching. This adds to the succession problem & dooms the company to always having to seek senior leaders from outside the company.
  • Create friction within the team that actively takes the focus of core business. The modern business environment is complex enough without fighting those who are on your side.

Without doubt, as a Business owner it can be very hard to recognise the issues that need to be addresses and to then start the process of getting out of the way. In fact it often does not begin until a crisis looms (such as a health scare, a major disruption to the industry, a change in the economic environment, a new competitor entering the market or the loss of a key client etc). Generally what has got the business to its current point in time will not get it to where it needs to go in the future.

The number businesses seeking to break this cycle is truly staggering & it is not for lack of understanding of the need to change. The barrier is actually “taking the action” (actually doing something about it) and being brave enough to actually get out of the way of the business and to let others lead the business to the next level.

It is not until Business Owners understand what needs to happen and start to actively get out of the way of their own business & talented staff that the magic begins to happen.

It seems everyone has a story to tell about this. They have either been that person who needed to get out of the way, or worked for them, or have been involved with someone who needs to.

What is your story?