How to clarify Accountabilities!
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Have you got the right people doing the right things in your business? In this webinar Kevin takes a look at a couple of frameworks to help you work out where you have gaps in terms of the people you need and the performance you desire. If you are growing from small, it will help you to work out a plan to take you out of doing everything yourself!
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How to clarify Accountabilities!
- 1. Have you got the right people doing the right things in your business? In this webinar Kevin takes a look at a couple of frameworks to help you work out where you have gaps in terms of the people you need and the performance you desire. If you are growing from small, it will help you to work out a plan to take you out of doing everything yourself! There is a link at the end of this deck to the associated blog and webinar recording
- 2. Kevin Brent
- 4. “Getting the right people and the right chemistry is more important than the right idea“
- 5. 1. Psychological safety – how comfortable do you feel taking risks on this team without feeling insecure or embarrassed? 2. Dependability – can you depend on your teammates and hold them accountable? 3. Structure and accountability –are goals and roles clearly defined? 4. Meaning of work – is each member working on something that is personally important to them? 5. Impact of work – do you believe that the work you are doing matters? What makes an effective team?
- 6. The 2 pizza rule – Amazon
- 9. Accountability This is about tracking progress – not about authority. If more than one person is accountable, then no one is accountable Responsibility This is about proactively supporting the team so the ‘ability to respond’ Authority Is about the final decision making power
- 11. Based on ‘Scaling Up’ by Verne Harnish
- 12. Step 1 1. Add any specific functions to the list 2. Fill in the first column with who is accountable (can be outsourced) Based on ‘Scaling Up’ by Verne Harnish
- 13. Step 2 1. Do you have more than 1 person in a box? 2. Is someone in too many boxes? 3. Do you have any blanks? 4. Would you ‘enthusiastically re-hire’? Based on ‘Scaling Up’ by Verne Harnish
- 14. Step 3 1. List up to 3 ‘leading’ KPIs for each of the listed functions Based on ‘Scaling Up’ by Verne Harnish
- 15. Step 4 1. Review a recent P&L statement 2. Assign each line to a person 3. Ask the same 4 questions Based on ‘Scaling Up’ by Verne Harnish
- 16. “I think I’ve got it – but what about our key processes?”
- 17. Based on ‘Scaling Up’ by Verne Harnish
- 19. BizSmart aims to help business owners of small and medium sized businesses to create value and scale their businesses through sound practical business support by providing insight, Clarity combined with a real determination to help you succeed. You can access webinars and presentations like this and more besides through our SmartRoom service here You can read the associated blog and listen to a recording of this presentation by clicking here You can read Kevin’s profile here
- 20. •Need a sounding board for your ideas? •Need to know what to prioritise? •Want someone to challenge your assumptions?
- 21. BizSmart – Where Smart people go to surround themselves with other Smart people, to gain business success.
Notas del editor
- Reminder of 4 pillars of scaling up growing your business as defined by Verne Harnish and the Gazelles– Strategy, people, execution and cash This is a focus on people – have we got the right people doing the right things in the right way?
- Getting the right people and the right chemistry is more important than the right idea – Ed Catmul President of Pixar Refer back to DISC?/ relate to biz owners having D tendencies – people management is often an area of struggle for us We often find that business owners are frustrated that their employees don’t have the same proactive approach as themselves and don’t seem to take responsibility for helping to grow the business.
- To some extent understandable and never going to be the same. But a well functioning team that understands and buys in to the vision and then understands their role in making that happen can go a long way to addressing this Number 1 is most important – stems from trust. This is also confirmed by work from Patrick Lencioni and his model the 5 Dysfunctions of a Team In both models Accountability is key
- The 2 pizza rule – Amazon No team should be so big that it can’t be fed by 2 pizzas so divide big teams into smaller ones around projects, processes, customer offerings, customer segments, geography etc etc Use the example of sections (4-12), 2 or more form a squad (8-24)
- We’ve addressed company vision and values in a previous webinar – here specifically introduce 2 frameworks to help clarify the key people accountable for helping you to scale the business and run the processes that keep the business in business First a little story! – Everybody, somebody ..
- Each team must have someone that is accountable – define :
- Accountability - This is about tracking progress – not about authority. If more than one person is accountable, then no one is accountable. Ability to count Responsibility – This is about proactively supporting the team so the ‘ability to respond’ Authority – Is about the final decision making power Use the example of a leadership exercise where the leader might delegate accountability for monitoring the time, the group is jointly responsible for keeping to time/ to support the team in getting the task done in the time but the leader is the one with the authority to make the decisions etc. Also BNI 60s
- Getting accountabilities clear throughout your business is crucial – right from the start I’m going to take you through 2 one page people tools to help assign specific accountabilities and map out the various process accountabilities
- The first focuses on making sure you have the right people in the right seats at the top of the organisation This is the ‘right people doing the right things’ bit The framework lists the functions that exist in every business Bearing in mind that most of us listening are small businesses – we still have to do all of these functions even if we are a one man band. The difference is that we might be the one doing everything! In scaling up the business, this can help us to work out which function to delegate next – so it can give us a roadmap for scaling our business. Recently I was lucky enough to hear Ivan Misner speak about how he started BNI – which for those of you who don’t know is a global networking business. He did a very similar exercise at the beginning and worked out what he wanted to delegate next and the what needed to be in place for each delegation.
- Step 1 Add any specific functions to the list of functions Fill in the first column with who is accountable (can be outsourced) If you do have a number of senior managers, then get them to do this individually and compare results!
- Step 2 Ask yourself these questions for each function Do you have more than 1 person in a box? Is someone in too many boxes? Do you have any blanks? Would you ‘enthusiastically re-hire’?
- Step 3 List up to 3 ‘leading’ KPIs for each of the listed functions These are intended to be leading KPIs – measuring daily and weekly activities that should lead to the desired results
- Step 4 Review a recent P&L statement and identify the key lines Assign each line to a person Ask the same 4 questions – again don’t confuse accountability with authority Do we have more than one person accountable for any item? Is anyone in too many boxes/ lines? Are there any missing lines? Are we enthusiastic about the person?
- So that takes care of functions and you can begin to see how this could help you keep on top of your business and make sure your have the right people doing the right things But we do also need to consider processes – who is responsible for the four to nine key processes that drive your business?
- Identify the key 4-9 processes that drive your business Assign accountability to a specific person – remember this is for measuring not necessarily authority Identify a few KPIs to track each process – to measure speed, quality and cost