Focusing an Entire Organization through the Most Effective Yearly, Quarterly and Weekly Meetings - To get results it’s the leaderships responsibility to determine the company’s objectives and develop the proper accountability system to accomplish them. In this session you’ll learn the three different style meetings that will get you there and in the process focus the entire organization.

1. Focusing an Entire Organization through the Most
Effective Yearly, Quarterly and Weekly Meetings
To get results it’s the leaderships responsibility to
determine the company’s objectives and develop the
proper accountability system to accomplish them. In
this session you’ll learn the three different style
meetings that will get you there and in the process
focus the entire organization.
SYDNEY PRESENTATION

2. Focusing an Entire Organization
through the Most Effective Yearly,
Quarterly and Weekly Meetings

4. Most companies focus on activities that
keep them moving forward day-to-day.

5. Most companies focus on activities that
keep them moving forward day-to-day.
It’s important to work hard each day.

6. Most companies focus on activities that
keep them moving forward day-to-day.
It’s important to work hard each day.
It’s more important to
Work Smart.

7. TODAY’S GOAL

8. TODAY’S GOAL
Set Up a Plan of Action to :

9. TODAY’S GOAL
Set Up a Plan of Action to :
Determine Your Strategic Objectives

10. TODAY’S GOAL
Set Up a Plan of Action to :
Determine Your Strategic Objectives
Create a Mechanism to Achieve Them

11. TODAY’S GOAL
Set Up a Plan of Action to :
Determine Your Strategic Objectives
Create a Mechanism to Achieve Them
Make Everyone Accountable

12. TODAY’S GOAL
Set Up a Plan of Action to :
Determine Your Strategic Objectives
Create a Mechanism to Achieve Them
Make Everyone Accountable
Design a Program to Regularly Get Better

13. TODAY’S GOAL
Set Up a Plan of Action to :
Determine Your Strategic Objectives
Create a Mechanism to Achieve Them
Make Everyone Accountable
Design a Program to Regularly Get Better
Create a Platform to Discover New Ideas

14. TODAY’S GOAL
Set Up a Plan of Action to :
Determine Your Strategic Objectives
Create a Mechanism to Achieve Them
Make Everyone Accountable
Design a Program to Regularly Get Better
Create a Platform to Discover New Ideas
Harness the Entire Organization’s Focus and Energy

15. Determining Strategic
Objectives
Text

16. The Purpose:

17. The Purpose:
Help your company develop strategic objectives for
the next year without spending thousands of dollars
to do it by:

18. The Purpose:
Help your company develop strategic objectives for
the next year without spending thousands of dollars
to do it by:
1) Showing you how to use the brain power of your
key employees and then...

19. The Purpose:
Help your company develop strategic objectives for
the next year without spending thousands of dollars
to do it by:
1) Showing you how to use the brain power of your
key employees and then...
2) Help you plan a two day retreat that will make
your company more successful by...

20. The Purpose:
Help your company develop strategic objectives for
the next year without spending thousands of dollars
to do it by:
1) Showing you how to use the brain power of your
key employees and then...
2) Help you plan a two day retreat that will make
your company more successful by...
3) Creating An Action-Based Business Plan With
Escape-Proof Accountability

21. The Role of the Owner
Very Important: The owner of the company
has to be a participant in but not the leader
of the planning process. Otherwise it breaks
down from the start.

22. Using a Facilitator

23. Using a Facilitator
A facilitator is the person who would meet with
the employees to ask them some very important
questions.

24. Using a Facilitator
A facilitator is the person who would meet with
the employees to ask them some very important
questions.
He/she would also head up the two-day retreat.

25. Using a Facilitator
A facilitator is the person who would meet with
the employees to ask them some very important
questions.
He/she would also head up the two-day retreat.
Using a facilitator is critical. A Facilitator is a
person who is not with your company but is
someone whom the employees trust.

26. Using a Facilitator
A facilitator is the person who would meet with
the employees to ask them some very important
questions.
He/she would also head up the two-day retreat.
Using a facilitator is critical. A Facilitator is a
person who is not with your company but is
someone whom the employees trust.
He/she must be able to push and ask tough
questions

27. Using a Facilitator
A facilitator is the person who would meet with
the employees to ask them some very important
questions.
He/she would also head up the two-day retreat.
Using a facilitator is critical. A Facilitator is a
person who is not with your company but is
someone whom the employees trust.
He/she must be able to push and ask tough
questions
He/she must be able to create the plan during
the retreat not after

28. One-on-Ones with the
Facilitator

29. One-on-Ones with the
Facilitator
Prior to the two-day retreat the facilitator will
meet with all team members individually:

30. One-on-Ones with the
Facilitator
Prior to the two-day retreat the facilitator will
meet with all team members individually:
1)To get acquainted

31. One-on-Ones with the
Facilitator
Prior to the two-day retreat the facilitator will
meet with all team members individually:
1)To get acquainted
2)To share the retreat format

32. One-on-Ones with the
Facilitator
Prior to the two-day retreat the facilitator will
meet with all team members individually:
1)To get acquainted
2)To share the retreat format
3)To hear the team member’s analysis of the
business.

33. The Role of the Facilitator

34. The Role of the Facilitator
Company Strengths

35. The Role of the Facilitator
Company Strengths
Company Weaknesses

36. The Role of the Facilitator
Company Strengths
Company Weaknesses
Company Opportunities

37. The Role of the Facilitator
Company Strengths
Company Weaknesses
Company Opportunities
Company Threats

38. The Role of the Facilitator

39. The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask about:

40. The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask about:
External Forces - new laws or taxes

41. The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask about:
External Forces - new laws or taxes
Competition - existing or new

42. The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask about:
External Forces - new laws or taxes
Competition - existing or new
Internal Operations

43. The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask about:
External Forces - new laws or taxes
Competition - existing or new
Internal Operations
Sales Program

44. The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask about:
External Forces - new laws or taxes
Competition - existing or new
Internal Operations
Sales Program
Training Programs

45. The Role of the Facilitator
In reference to your company strengths,
weaknesses, opportunities and threats he/she
will ask about:
External Forces - new laws or taxes
Competition - existing or new
Internal Operations
Sales Program
Training Programs
Member satisfaction

46. The Role of the Facilitator

47. The Role of the Facilitator
He will ask, “If You Were the Owner For One
Day… and could make only one decision, what
would it be?”

48. The Role of the Facilitator
He will ask, “If You Were the Owner For One
Day… and could make only one decision, what
would it be?”
Most important of all:

49. The Role of the Facilitator
He will ask, “If You Were the Owner For One
Day… and could make only one decision, what
would it be?”
Most important of all:
He will keep everyone’s information
confidential

50. The Planning Retreat

51. The Planning Retreat
Who to Invite?

52. The Planning Retreat
Who to Invite?
A small group of 6-10 leaders and thinkers
representing each and every department.

53. The Planning Retreat
Who to Invite?
A small group of 6-10 leaders and thinkers
representing each and every department.
How Long Should the Retreat Last?

54. The Planning Retreat
Who to Invite?
A small group of 6-10 leaders and thinkers
representing each and every department.
How Long Should the Retreat Last?
Usually two full days.

55. The Planning Retreat
Who to Invite?
A small group of 6-10 leaders and thinkers
representing each and every department.
How Long Should the Retreat Last?
Usually two full days.
How Frequently Should a Retreat be Held?

56. The Planning Retreat
Who to Invite?
A small group of 6-10 leaders and thinkers
representing each and every department.
How Long Should the Retreat Last?
Usually two full days.
How Frequently Should a Retreat be Held?
Once per year but there will be 11 “check up”
meetings in between.

57. The Planning Retreat

58. The Planning Retreat
Where To Go?

59. The Planning Retreat
Where To Go?
Go off site to escape interruptions.

60. The Planning Retreat
Where To Go?
Go off site to escape interruptions.
Empty wall space is imperative.

61. The Planning Retreat
Where To Go?
Go off site to escape interruptions.
Empty wall space is imperative.
No distractions

62. The Planning Retreat
Where To Go?
Go off site to escape interruptions.
Empty wall space is imperative.
No distractions
The Role of the Owner

63. The Planning Retreat
Where To Go?
Go off site to escape interruptions.
Empty wall space is imperative.
No distractions
The Role of the Owner
The owner should be a participant in, not the
leader of, the planning process

64. The Agenda

65. The Agenda
Suggested chronological structure for the retreat:

66. The Agenda
Suggested chronological structure for the retreat:
1)Watch A Movie… on leadership and discuss the
highlights of the movie for ½ an hour. Write the
key points on a flip chart.

67. The Agenda
Suggested chronological structure for the retreat:
1)Watch A Movie… on leadership and discuss the
highlights of the movie for ½ an hour. Write the
key points on a flip chart.
2)Rules of Engagement…post them on the wall and
get everyone’s agreement.

68. The Agenda
Suggested chronological structure for the retreat:
1)Watch A Movie… on leadership and discuss the
highlights of the movie for ½ an hour. Write the
key points on a flip chart.
2)Rules of Engagement…post them on the wall and
get everyone’s agreement.
3)Share the Analysis of what the team thought were
the Strengths, Weaknesses, opportunities and
Threats…prepared before the retreat.

69. The Agenda
Suggested chronological structure for the retreat:
1)Watch A Movie… on leadership and discuss the
highlights of the movie for ½ an hour. Write the
key points on a flip chart.
2)Rules of Engagement…post them on the wall and
get everyone’s agreement.
3)Share the Analysis of what the team thought were
the Strengths, Weaknesses, opportunities and
Threats…prepared before the retreat.

70. Strengths, Weaknesses,
Opportunities and Threats
Analysis

71. Strengths, Weaknesses,
Opportunities and Threats
Analysis
Prior to the meeting the facilitator will
place strengths, weaknesses,
opportunities and threats on poster
paper and tape them on the wall. Fold
them up so team members cannot see
them in advance.

72. SWOT ANALYSIS

73. SWOT ANALYSIS
Once the meeting starts the Facilitator will:

74. SWOT ANALYSIS
Once the meeting starts the Facilitator will:
1) Unfold the “Strengths” and read them to the
group.

75. SWOT ANALYSIS
Once the meeting starts the Facilitator will:
1) Unfold the “Strengths” and read them to the
group.
2) Remove the “Strengths” from the wall.

76. SWOT ANALYSIS
Once the meeting starts the Facilitator will:
1) Unfold the “Strengths” and read them to the
group.
2) Remove the “Strengths” from the wall.
3) Unfold the “Weaknesses” one page at a time.
Review each weakness asking for a show of
hands as to how many people agree.

77. SWOT ANALYSIS
Once the meeting starts the Facilitator will:
1) Unfold the “Strengths” and read them to the
group.
2) Remove the “Strengths” from the wall.
3) Unfold the “Weaknesses” one page at a time.
Review each weakness asking for a show of
hands as to how many people agree.
4) Continue on with “Opportunities” and
“Threats.”

78. Example:
Weaknesses
The club is too small
Our staff isn’t properly trained
The facility isn’t clean enough
Our machines are not in good order
We’re not running an effective
advertising campaign
We don’t feel appreciated
Too many members are leaving
Members are not getting good results

79. Example:
Opportunities
Expand our facility
Add more facilities in other parts of
town
Create better advertising campaigns
Attract new markets
Improve our training programs
Improve our personal training
revenues
Add more programs
Get more media attention
Improving employee benefits

80. Example:
Threats
Slow down in the economy
Losing key people
Increasing costs
Losing members to new competition
Safety issues within the center
Slowdown in sales
The Gov’t is threatening a new tax
A new fitness center is coming

81. SWOT ANALYSIS

82. SWOT ANALYSIS
5) If 50% of the team members agree keep it on
the board, if less cross it off.

83. SWOT ANALYSIS
5) If 50% of the team members agree keep it on
the board, if less cross it off.
6) Go to the next page and do the same until you
have gone through all the pages.

84. SWOT ANALYSIS
5) If 50% of the team members agree keep it on
the board, if less cross it off.
6) Go to the next page and do the same until you
have gone through all the pages.
7) Take a one-hour break.

85. SWOT ANALYSIS
5) If 50% of the team members agree keep it on
the board, if less cross it off.
6) Go to the next page and do the same until you
have gone through all the pages.
7) Take a one-hour break.
8) Place the Weaknesses, Opportunities and
Threats that are left on clean poster paper.

86. SWOT ANALYSIS

87. SWOT ANALYSIS
9) Go through the process again until you have
narrowed the issues down to 10 or less. 60% of
the staff must now agree to keep it on the board

88. SWOT ANALYSIS
9) Go through the process again until you have
narrowed the issues down to 10 or less. 60% of
the staff must now agree to keep it on the board
10) Talk about the remaining issues to make
certain everyone agrees on their importance to
the company’s success.

89. SWOT ANALYSIS
9) Go through the process again until you have
narrowed the issues down to 10 or less. 60% of
the staff must now agree to keep it on the board
10) Talk about the remaining issues to make
certain everyone agrees on their importance to
the company’s success.
11) Ask if anything else should be added. The
owner may have a critical issue that must be
addressed

90. Create An Action Plan

91. Create An Action Plan
This must include a chart for each goal that
shows:

92. Create An Action Plan
This must include a chart for each goal that
shows:
1) The strategic area: marketing, sales,
finance, public relations, personnel

93. Create An Action Plan
This must include a chart for each goal that
shows:
1) The strategic area: marketing, sales,
finance, public relations, personnel
2) The champion or ultimate person
responsible for goal completion

94. Create An Action Plan
This must include a chart for each goal that
shows:
1) The strategic area: marketing, sales,
finance, public relations, personnel
2) The champion or ultimate person
responsible for goal completion
3) The clearly articulated goal

95. Create An Action Plan
This must include a chart for each goal that
shows:
1) The strategic area: marketing, sales,
finance, public relations, personnel
2) The champion or ultimate person
responsible for goal completion
3) The clearly articulated goal
4) Specific action steps

96. Strategic Planning Worksheet
Category: Marketing
Champion: Debbie Lee
Goal: Develop and Complete 2010 Marketing Campaign
Action Steps Person Account- Date Comments/Results
Responsible able to Due

97. ONE WEEK LATER
REVIEW
ADJUST
ACCEPT

98. Get Committed Buy-In

99. My Commitment to the Cause
Whereas, I, (name) have spend a great deal of personal time, thought, and energy in the development of
careful, strategic assessment of the general business condition, and
Whereas, our CEO, (CEO name) has contracted with (outside facilitator) to provide professional input,
guidance, and facilitation of the strategic planning process, and
Whereas, I have spent two full days in concentrated strategizing and planning with my fellow (company
name) associates, and
Whereas, it is my strong desire to play a significant role in helping move (company name) successfully
forward in the direction mutually agreed-to by (company name) associates, in our formal strategic plan, and
Whereas, I recognize the importance of teamwork and timely execution and follow-through in the
achievement of our (company name) goals,
Now therefore, I, hereby commit, unconditionally, to carrying out each and every one of the personal
responsibilities assigned to, and accepted by, me-both as the strategic plan was initially crafted, and as we
may choose to alter it from time to time. Further, should I not perform as promised, I will accept the
consequences agreed to by the team.
Signed: ____________________________ Witnessed: ___________________________
Date: ______________________________

100. Schedule Monthly
Accountability Meeting

101. Create Consequences For
Non-Performers

102. Evaluate the Retreat

103. Congratulations! You’ve
created an action-based
business plan with escape-
proof accountability!

104. Develop the
BUDGET

106. • You have done so by putting in place the
following important ingredients:

107. • You have done so by putting in place the
following important ingredients:
• Allowing the one-on-one process to be handled confidentially.

108. • You have done so by putting in place the
following important ingredients:
• Allowing the one-on-one process to be handled confidentially.
• Being a listening owner-not a dictating one.

109. • You have done so by putting in place the
following important ingredients:
• Allowing the one-on-one process to be handled confidentially.
• Being a listening owner-not a dictating one.
• Allowing a “full airing” on sensitive subjects-with no
repercussions.

110. • You have done so by putting in place the
following important ingredients:
• Allowing the one-on-one process to be handled confidentially.
• Being a listening owner-not a dictating one.
• Allowing a “full airing” on sensitive subjects-with no
repercussions.
• Letting your team members’ brilliance come out-without the
owner’s veto power

111. • You have done so by putting in place the
following important ingredients:
• Allowing the one-on-one process to be handled confidentially.
• Being a listening owner-not a dictating one.
• Allowing a “full airing” on sensitive subjects-with no
repercussions.
• Letting your team members’ brilliance come out-without the
owner’s veto power
• Allowing for a democratic selection of goals-one vote per
person.

112. • You have done so by putting in place the
following important ingredients:
• Allowing the one-on-one process to be handled confidentially.
• Being a listening owner-not a dictating one.
• Allowing a “full airing” on sensitive subjects-with no
repercussions.
• Letting your team members’ brilliance come out-without the
owner’s veto power
• Allowing for a democratic selection of goals-one vote per
person.
• Having members sign a contract promising performance.

113. • You have done so by putting in place the
following important ingredients:
• Allowing the one-on-one process to be handled confidentially.
• Being a listening owner-not a dictating one.
• Allowing a “full airing” on sensitive subjects-with no
repercussions.
• Letting your team members’ brilliance come out-without the
owner’s veto power
• Allowing for a democratic selection of goals-one vote per
person.
• Having members sign a contract promising performance.
• Establishing and religiously holding monthly accountability
meetings.

114. • You have done so by putting in place the
following important ingredients:
• Allowing the one-on-one process to be handled confidentially.
• Being a listening owner-not a dictating one.
• Allowing a “full airing” on sensitive subjects-with no
repercussions.
• Letting your team members’ brilliance come out-without the
owner’s veto power
• Allowing for a democratic selection of goals-one vote per
person.
• Having members sign a contract promising performance.
• Establishing and religiously holding monthly accountability
meetings.
• Letting the team create and enforce consequences for non-
performance.

115. Rules of Engagement

116. Rules of Engagement
• Be willing to share openly.

117. Rules of Engagement
• Be willing to share openly.
• Respect confidentiality where appropriate.

118. Rules of Engagement
• Be willing to share openly.
• Respect confidentiality where appropriate.
• Accept and respect the view of others-no arguments or
embarrassments.

119. Rules of Engagement
• Be willing to share openly.
• Respect confidentiality where appropriate.
• Accept and respect the view of others-no arguments or
embarrassments.
• Stay on the subject-no tangents.

120. Rules of Engagement
• Be willing to share openly.
• Respect confidentiality where appropriate.
• Accept and respect the view of others-no arguments or
embarrassments.
• Stay on the subject-no tangents.
• One person speaks at a time-no side or concurrent
conversations.

121. Rules of Engagement
• Be willing to share openly.
• Respect confidentiality where appropriate.
• Accept and respect the view of others-no arguments or
embarrassments.
• Stay on the subject-no tangents.
• One person speaks at a time-no side or concurrent
conversations.
• Everyone contributes.

122. Rules of Engagement
• Be willing to share openly.
• Respect confidentiality where appropriate.
• Accept and respect the view of others-no arguments or
embarrassments.
• Stay on the subject-no tangents.
• One person speaks at a time-no side or concurrent
conversations.
• Everyone contributes.
• No one monopolizes the discussion.

123. Rules of Engagement
• Be willing to share openly.
• Respect confidentiality where appropriate.
• Accept and respect the view of others-no arguments or
embarrassments.
• Stay on the subject-no tangents.
• One person speaks at a time-no side or concurrent
conversations.
• Everyone contributes.
• No one monopolizes the discussion.
• Return from breaks promptly-please be punctual.

124. Rules of Engagement
• Be willing to share openly.
• Respect confidentiality where appropriate.
• Accept and respect the view of others-no arguments or
embarrassments.
• Stay on the subject-no tangents.
• One person speaks at a time-no side or concurrent
conversations.
• Everyone contributes.
• No one monopolizes the discussion.
• Return from breaks promptly-please be punctual.
• The group is responsible for the outcome.

126. No Time To Rest

127. No Time To Rest
FORM A GET BETTER TEAM

128. No Time To Rest
FORM A GET BETTER TEAM
To move from the normal short-term challenges
of the Getting By Agenda to the long-term
change of the Getting Better Agenda

129. Purpose of the “Get
Better Team”
To think strategically
To get our minds off daily operations
To think outside the box
To create better teamwork

130. Structure of the Get Better Team
Four to eight people who can think – start
with yourself if you have no one else
People who do not all think alike
People who can respect people’s
differences

131. The Challenge
Creating an environment where team
members will respond truthfully.
Creating an environment so that those
listening can hear the responses and learn.

132. Two Distinct Agendas
A strategic future-oriented agenda
A tactical present-based agenda

133. What does a Get Better Team Do?
Talk about the overall health of the
company: What’s going right, what’s going
wrong, what do we need to do to improve
or change our company?
Ask the question, Will our culture have to
change to allow us to change?

134. What does a Get Better Team Do?
Have each department analyzed to
identify problems and corrective action.
Review the company’s vision and mission
Develop strategic objectives
Set annual budgets based on strategic
objectives

135. What does a Get Better Team Do?
Develop appropriate celebrations to
acknowledge significant events
Crisis Planning. Identify vulnerable areas
where the organization could be hurt:
competition, natural disasters, loss of
significant income
Develop succession plans for major
positions within the company

136. Vision
Mission
Core Purpose
Core Values-Culture
Envisioned Future
Healthiest City Planning
Remodeling Plans
Expansion Plans
New Club Designs
New Profit Centers
Prog ramming
Powerline

138. Web Design
Small Group Training/leadership
PAG Membership
New Positions
Corporate/Medical Marketing
Core Story
Superstar Ad/Hiring Campaign
Younger Next Year
Amnesty Program
Out of Town Certificate Program
Retention Management – Constant Contact
Creative Thinking Trips- Disney, Epcot

139. Finished Agenda
ZWURLY.COM
Brian/Phil - set up next update meeting
OPEN HOUSE
Glen - finish logos, inspirational messages, timeline for website
Complete PT Display, television
Wendy-T Shirts
KBH -Tile
Dlee - Naming Event-Th.Fr.Sat. activities(VFP),external/internal promotions
ReQUEST ADVERTISING
Shawn-new holders
Dlee-Got Pain Campaign
Brian-Add Request brochure to new members initial email
PROMOTION OF SPECIAL PROGRAMS
Dlee/Brian- Info sent to new members on Arthritis Pain, Chronic Back Pain,
Cancer Recovery
Network communications to staff,
Brian-Monday mornings-Staff,Zwurly,Twitter Updates
SALES TRAINING
Jan-criteria for new sales staff moving upward-review growth plan
Shawn-focus on one key point for two weeks(Info Calls)

140. MISSED GUESTS
Brian-start with current list of missed guests and send info we
send to new members
Jan-send Debbie Lee something exercise related for mail out.
Making The Membership More Valuable
Brian-review other Member Advantage Programs, review Shawn’s
Discount Booklet
Jan-Create Value Proposition and develop staff to make corporate presentations
CORPORATE STRATEGY
DLee-list of all Corporate Members,number of employees
enrolled/total number of employees
Dlee-core story completion/meet with Derrick
WILL PHILIPS MEETING
New Model Discussion
Expansion Plans
Future Facilities
MEMBER REFERRALS
Jan-review of shirt referral, evaluate new referral members for common
characteristics (members that refer, guests that use and join GHFC
Brian-categorize emails for eagles, suggestion box - plan to thank/reward them

141. Monday Morning
Leadership

142. 1) Drivers and Passengers
2) Keep the Main Thing the Main Thing
3) Escape from Management Land
4) The “Do Right” Rule
5) Hire Tough
6) Do Less or Work Faster
7) Buckets and Dippers
8) Enter the Learning Zone

143. The First Monday
Drivers and Passengers
As a leader you are now the driver
You no longer mess around as if you were a
passenger
Focus is on the road and not on the distractions
You no longer join pity parties
You can no longer blame others

144. The First Monday
Drivers and Passengers
You’re the responsible one now
You accept total responsibility for whatever
happens
You make adjustments
You control how you react to situations
You fix problems instead of finding someone or
something to blame

145. The Second Monday
Keep The Main Thing The
Main Thing
People have different perceptions of what the
main thing is
People quit people before they quit companies
First Break All The Rules – The 12 Questions

146. Employee Retention

147. Employee Retention
1) Do I know what’s expected of me?

148. Employee Retention
1) Do I know what’s expected of me?
2) Do I have the materials and equipment I need to do my
work?

149. Employee Retention
1) Do I know what’s expected of me?
2) Do I have the materials and equipment I need to do my
work?
3) Do I have the opportunity to do what I do best?

150. Employee Retention
1) Do I know what’s expected of me?
2) Do I have the materials and equipment I need to do my
work?
3) Do I have the opportunity to do what I do best?
4) In the last seven days have I received praise and
recognition for good work?

151. Employee Retention
1) Do I know what’s expected of me?
2) Do I have the materials and equipment I need to do my
work?
3) Do I have the opportunity to do what I do best?
4) In the last seven days have I received praise and
recognition for good work?
5) Does my supervisor or someone at work seem to care
about me as a person?

152. Employee Retention
1) Do I know what’s expected of me?
2) Do I have the materials and equipment I need to do my
work?
3) Do I have the opportunity to do what I do best?
4) In the last seven days have I received praise and
recognition for good work?
5) Does my supervisor or someone at work seem to care
about me as a person?
6) Is there someone at work who encourages my
development?

153. Employee Retention

154. Employee Retention
7. At work, do my opinions seem to count?

155. Employee Retention
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me
feel that my work is important?

156. Employee Retention
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me
feel that my work is important?
9. Are my coworkers committed to doing quality
work?

157. Employee Retention
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me
feel that my work is important?
9. Are my coworkers committed to doing quality
work?
10. Do I have a best friend at work?

158. Employee Retention
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me
feel that my work is important?
9. Are my coworkers committed to doing quality
work?
10. Do I have a best friend at work?
11. In the past six months have I talked to someone
about my progress?

159. Employee Retention
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me
feel that my work is important?
9. Are my coworkers committed to doing quality
work?
10. Do I have a best friend at work?
11. In the past six months have I talked to someone
about my progress?
12. Do I have the opportunity to learn and grow at
work?

160. Rating Scale
1) Highly Disagree
2) Somewhat Disagree
3) Neutral
4) Somewhat Agree
5) Highly Agree

161. Camp 3
Camp 2
Camp 1
Base Camp

162. Base Camp
Addresses the most basic needs
Question 1: What’s expected of me?
Question 2: Do I have the materials and
equipment I need to do my work?

163. Camp 1
Focus is on the individual
Question 3: Do I have the opportunity to do
what I do best?
Question 4: In the last seven days have I received
praise and recognition for good work?
Question 5: Does my supervisor or someone at
work seem to care about me as a person?
Question 6: Is there someone at work who
encourages my development?

164. Camp 2
The Company’s Value System and Culture?”
Question 7: At work, do my opinions seem to
count?
Question 8: Does the mission/purpose of my
company make me feel that my work is
important?
Question 9: Are my coworkers committed to
doing quality work?
Question 10: Do I have a best friend at work?

165. Camp 3:
Learning, growing, and innovating.
The most advanced stage of the climb
Question 11: In the past six months have I
talked to someone about my progress?
Question 12: Do I have the opportunity to
learn and grow at work?

166. Employee Retention
Starting The Process
Once you have the questions
answered address only questions 1 and 2
(Base Camp)
Tabulate the average score for each
question for that particular department

167. Whatever the average score may be
ask the group what the company would
have to do to be rated a 5 (Highly Agree)
Have someone record the answers
Make sure you have a clear
understanding of what they are asking
for
Determine a time schedule for doing
what they have asked

168. Employee Retention
Starting The Process
Start addressing their issues
Meet with them regularly to give them
updates
Once you have accomplished
addressing the needs of questions 1 and
2, move on to Camp 1 and do the same
for questions 3-6
Continue on to Camps 2 and 3

169. Employee Retention
To be successful forget about the old
management rules that start with
“Here’s what I want.”
Change directions to ask employees,
“What do you need?”
Understand that the employees really
are rating their direct supervisor

170. Employee Retention
The End Result
The end result will be that your employees
will become more engaged with your
company
Engaged employees feel good about their
jobs and themselves
They view their workplace and themselves
on an emotional level and engage better with
members
Engaged employees stay with you

171. The Third Monday
Escape from Management Land

172. The Third Monday
Escape from Management Land
First, hire good employees

173. The Third Monday
Escape from Management Land
First, hire good employees
Second, coach every member of the
team to become better

174. The Third Monday
Escape from Management Land
First, hire good employees
Second, coach every member of the
team to become better
Third, de-hire the people who aren’t
carrying their share of the load

175. The Third Monday
Escape from Management Land
First, hire good employees
Second, coach every member of the
team to become better
Third, de-hire the people who aren’t
carrying their share of the load
Breakdown your employees into three
groups: Superstars - Middle Stars -
Falling Stars

176. The Third Monday
Escape from Management Land
30 Super Stars
50 Middle Stars
20 Falling Stars

177. The Third Monday
Escape from Management Land
30 Super Stars
50 Middle Stars
20 Falling Stars

178. The Third Monday
Escape from Management Land
30 Super Stars
50 Middle Stars
20 Falling Stars

179. The Third Monday
Escape from Management Land

180. The Third Monday
Escape from Management Land
Get in touch with your people

181. The Third Monday
Escape from Management Land
Get in touch with your people
Your job is not to lower the bottom by
adjusting and accommodating the falling
stars. You should be raising the top by
recognizing and rewarding superstar
behavior

182. The Fourth Monday
The “Do Right” Rule

183. The Fourth Monday
The “Do Right” Rule
Do you have policies and
expectations for your employees?

184. The Fourth Monday
The “Do Right” Rule
Do you have policies and
expectations for your employees?
Are the policy and expectations
reasonable and fair?

185. The Fourth Monday
The “Do Right” Rule
Do you have policies and
expectations for your employees?
Are the policy and expectations
reasonable and fair?
If someone breaks policy what do you
do?

186. The Fourth Monday
The “Do Right” Rule

187. The Fourth Monday
The “Do Right” Rule
Short-term results are easy!

188. The Fourth Monday
The “Do Right” Rule
Short-term results are easy!
You can threaten people.

189. The Fourth Monday
The “Do Right” Rule
Short-term results are easy!
You can threaten people.
You can pay them more.

190. The Fourth Monday
The “Do Right” Rule

191. The Fourth Monday
The “Do Right” Rule
Long-term results require establishing a
code of behavior that must be followed. It’s
grounded in your core values.

192. The Fourth Monday
The “Do Right” Rule
Long-term results require establishing a
code of behavior that must be followed. It’s
grounded in your core values.
It requires providing accurate feedback.

193. The Fourth Monday
The “Do Right” Rule
Long-term results require establishing a
code of behavior that must be followed. It’s
grounded in your core values.
It requires providing accurate feedback.
It requires delivering the consequences
both positive and negative.

194. The Fourth Monday
The “Do Right” Rule
Long-term results require establishing a
code of behavior that must be followed. It’s
grounded in your core values.
It requires providing accurate feedback.
It requires delivering the consequences
both positive and negative.
It requires courage.

195. The Fourth Monday
The “Do Right” Rule

196. The Fourth Monday
The “Do Right” Rule
Do what is right even when no one
else is looking. (Integrity)

197. The Fourth Monday
The “Do Right” Rule
Do what is right even when no one
else is looking. (Integrity)
Have a plan for every conceivable
problem. Think like a pilot. Don’t react
in the middle of a crisis.

198. The Fourth Monday
The “Do Right” Rule
Do what is right even when no one
else is looking. (Integrity)
Have a plan for every conceivable
problem. Think like a pilot. Don’t react
in the middle of a crisis.
If you see a problem don’t try to hide
it or hide from it. Fix it!

199. The Fourth Monday
The “Do Right” Rule

200. The Fourth Monday
The “Do Right” Rule
Everything counts when it comes to
leadership.

201. The Fourth Monday
The “Do Right” Rule
Everything counts when it comes to
leadership.
If you think ignoring the problem doesn’t
matter, you’re wrong – you’re always leading,
even when you’re ignoring a problem.

202. The Fourth Monday
The “Do Right” Rule
Everything counts when it comes to
leadership.
If you think ignoring the problem doesn’t
matter, you’re wrong – you’re always leading,
even when you’re ignoring a problem.
What matters to your team is what you do.

203. The Fourth Monday
The “Do Right” Rule
Everything counts when it comes to
leadership.
If you think ignoring the problem doesn’t
matter, you’re wrong – you’re always leading,
even when you’re ignoring a problem.
What matters to your team is what you do.
And everything you do matters because
your team is watching.

204. The Fourth Monday
The “Do Right” Rule
Guard your INTEGRITY like
it’s your most valuable
management possession.

205. “To know what is right and
not do it is the worst
cowardice.”
Confucius

206. The Fifth Monday
Hire Tough

207. The Fifth Monday
Hire Tough
The most important asset in your
company is having the Right People on your
team.

208. The Fifth Monday
Hire Tough
The most important asset in your
company is having the Right People on your
team.
The greatest liability in your company is
having the Wrong People on your team.

209. The Fifth Monday
Hire Tough
The most important asset in your
company is having the Right People on your
team.
The greatest liability in your company is
having the Wrong People on your team.
Never lower your standards just to fill a
position! You will pay for it later

210. The Fifth Monday
Hire Tough

211. The Fifth Monday
Hire Tough
Hire Tough and Manage Easy or Hire
Easy and Manage Tough.

212. The Fifth Monday
Hire Tough
Hire Tough and Manage Easy or Hire
Easy and Manage Tough.
Prepare questions in advance.

213. The Fifth Monday
Hire Tough
Hire Tough and Manage Easy or Hire
Easy and Manage Tough.
Prepare questions in advance.
Don’t get emotionally involved.

214. The Fifth Monday
Hire Tough
Hire Tough and Manage Easy or Hire
Easy and Manage Tough.
Prepare questions in advance.
Don’t get emotionally involved.
Develop an interviewing team.

215. The Fifth Monday
Hire Tough
Interview three people for each position;
at least three times; and have different
people interview the candidates
Build Your Interview Questions Upon The
Core Values Of Your Company

216. Responsibilities of all Staff:
You are responsible for the success of the
entire company. That means everything is
your job.
You are responsible for the success of all
company departments. That means you
help departments outside your own.
You are responsible for doing the specific
job you were hired to do.
There are no silos in well functioning companies

217. The Sixth Monday
Do Less or Work Faster

218. The Sixth Monday
Do Less or Work Faster
Touch paper only once.

219. The Sixth Monday
Do Less or Work Faster
Touch paper only once.
Set aside some uninterrupted planning
time everyday.

220. The Sixth Monday
Do Less or Work Faster
Touch paper only once.
Set aside some uninterrupted planning
time everyday.
Clean your desk.

221. The Sixth Monday
Do Less or Work Faster

222. The Sixth Monday
Do Less or Work Faster
Don’t let yourself be constantly
interrupted.

223. The Sixth Monday
Do Less or Work Faster
Don’t let yourself be constantly
interrupted.
Make sure every meeting is absolutely
necessary and start and finish on time.

224. The Sixth Monday
Do Less or Work Faster
Don’t let yourself be constantly
interrupted.
Make sure every meeting is absolutely
necessary and start and finish on time.
Set aside time each day to review e-mails
and respond to phone calls, write memos or
letters. Batch them and do similar activities
all at once.

225. The Seventh Meeting

226. The Seventh Meeting
As a leader your job is to keep buckets full.

227. The Seventh Meeting
As a leader your job is to keep buckets full.
A leader has to have focus and direction.
Confusion drains people’s buckets.

228. The Seventh Meeting
As a leader your job is to keep buckets full.
A leader has to have focus and direction.
Confusion drains people’s buckets.
To keep buckets full you have to provide
feedback on how the bucket holders are
doing.

229. The Seventh Meeting
As a leader your job is to keep buckets full.
A leader has to have focus and direction.
Confusion drains people’s buckets.
To keep buckets full you have to provide
feedback on how the bucket holders are
doing.
It has to be sincere, specific and timely.

230. The Seventh Meeting

231. The Seventh Meeting
Leaders have to let the bucket holders
know they care about them and the job they
do. Provide recognition.

232. The Seventh Meeting
Leaders have to let the bucket holders
know they care about them and the job they
do. Provide recognition.
Leaders let the team know how they’re
doing. Communicate the score.

233. The Seventh Meeting
Leaders have to let the bucket holders
know they care about them and the job they
do. Provide recognition.
Leaders let the team know how they’re
doing. Communicate the score.
The more buckets you fill, the more your
bucket is filled.

234. The Eighth Week
Enter the Learning Zone

235. The Eighth Week
Enter the Learning Zone
Read every day. It takes discipline.

236. The Eighth Week
Enter the Learning Zone
Read every day. It takes discipline.
Listen to your people. Otherwise you
appear arrogant and insensitive.

237. The Eighth Week
Enter the Learning Zone
Read every day. It takes discipline.
Listen to your people. Otherwise you
appear arrogant and insensitive.
Give back. Teach others what you know.

238. The Eighth Week
Enter the Learning Zone
Read every day. It takes discipline.
Listen to your people. Otherwise you
appear arrogant and insensitive.
Give back. Teach others what you know.
Set goals. Leave your comfort zone.

239. The Eighth Week
Enter the Learning Zone
Read every day. It takes discipline.
Listen to your people. Otherwise you
appear arrogant and insensitive.
Give back. Teach others what you know.
Set goals. Leave your comfort zone.
Stay positive.

240. WIN BY CHOICE
NOT BY CHANCE
THANK YOU