In this case study you will hear about strategies for aligning learning in both small and large organizations. Furthermore, within either, how focus must be balanced on a win-win proposition for the company and for its people. The practices shared will outline how goals and results are defined first, and then by backing into an approach that defines the actions, activities and initiatives that drive those, results achievement becomes clear to all members within any organization. Objectives: Discuss the importance of core values when aligning goals, being firmly enculturated, demonstrated and actively used to hire, fire and coach to, across all levels of the organization. Understand the pitfalls when there are differences between learning strategies, initiatives and outcomes as defined by role, e.g. level held within an organization. Learn how to demonstrate and build a case for the importance for leadership development at all levels of the organization. Describe the process for backing in to learning and development goal setting in support of desired results achievement.

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Frequently Asked Questions

5. Strategy and Goal Alignment
Welcome

6. Attacking the Challenges of Aligning Learning to Organizational
Goals and Bottom-Line Results
6

7. Some Questions
7
1. YES or NO, I can describe, with 100% certainty, my
organization’s VISION?

8. Some Questions
8
2. YES or NO, I can list, with 100% certainty, my organization’s
GOALS?

9. FINAL Question
9
3. YES or NO, my TEAMS across my entire company, at every
level, can list the GOALS of my organization?

10. Assessment
10
• Our core values are clear, and we are hiring, reviewing, rewarding and firing around them.
• All of the people in our organization are the “right fit”.
• Our processes are documented, simplified, and followed by all to consistently produce the
results we want.
Rank on a Scale from 1 - 5

11. The Story
11

12. The Story
12

13. Session Outcomes
13
Attacking the Challenges of Aligning Learning to Organizational Goals and Bottom-Line Results
• Discover how to define where the organization needs to go, and then create the learning path
that will drive these bottom-line results
• VISION = Discuss the importance of Core Values when aligning goals, being firmly enculturated,
demonstrated, and actively used to hire, fire and coach to, across all levels of the organization
• TRACTION = Describe the process for goal setting, in support of desired performance results
and EBITDA achievement
• Outline how we demonstrated and built a case for the importance for leadership development
at all levels of the organization, in support of desired performance outcomes

14. Start at the End
14
1. Know where we are going = VISION
2. Describe how to get there = TRACTION
This Photo by
Unknown Author is
licensed under
CC BY-SA-NC
This Photo by
Unknown Author is
licensed under
CC BY-NC-ND
Traction, by Gino Wickman

15. 4 Strategic Pillars
15
Pillar Description Metric 2018 Current 2019 Goal 2022 Goal
Improve
Franchisee
Performance
• Improve unit-level financial health
o Prime Cost
o EBITDA
COGS %
Labor %
Strengthen
AUV
• Drive traffic
• Improve Team Member experience
• Improve price/value perception
System AUV
(net)
System AUV
growth %
New
Restaurant
Openings
• Right location
• Right unit-level leadership
• Right systems
# US Locations
(ex non-
traditional)
Franchise
Sales
• Lead Generation
o Must invest to improve lead flow
and increase quality of partners
o Multi-unit deals, internal growth
Annual
Franchise
Sales
4
1
2
3

16. 16
1. Vision

17. The Vision
17
CORE VALUES
5 – 6 Maximum - Hire, Fire, Coach to
CORE FOCUS
Purpose / Cause
10-YEAR
TARGET
Big, Bold and Inspirational
MARKETING
STRATEGY
Who are we targeting? / How are we unique?

18. The Vision
18
CORE VALUES
Figure it Out
Attention to Detail
Believe
Servant
Win
CORE VALUES CREATION PROCESS
1. List the individuals in the organization, that if we could have more of them, we would be successful
2. List adjectives describing these individuals
3. Combine and relist until 5- 6 are agreed upon
4. Look at leaders around the table and rate + =ALWAYS, - = NEVER, +/- = SOMETIMES
5. Repeat rating for every person within the organization

19. The Vision
19
CORE VALUES CREATION PROCESS
1. List the individuals in the organization, that if we could have more of them, we would
be successful
2. Combine and relist until 5- 6 are agreed upon
3. List adjectives describing these individuals
4. Look at leaders around the table and rate
+ =ALWAYS, - = NEVER, +/- = SOMETIMES
5. Repeat rating for every person in the organization
NEVERS
MAXIMUM of 2 SOMETIMES

20. The Vision
20
CORE VALUES
Figure it Out
Attention to Detail
Believe
Servant
Win
CORE FOCUS
Purpose / Cause
“To make the ordinary, extraordinary”
10-YEAR
TARGET
Big, Bold and Inspirational
MARKETING
STRATEGY
Who are we targeting? / How are we unique?

21. 21
2. Traction

22. Traction
22
Strengthen Drive traffic
AUV Improve Team Member experience
This Photo by
Unknown Author is
licensed under
CC BY-SA-NC
This Photo by
Unknown Author is
licensed under
CC BY-NC-ND
2
CONSISTENCY

23. Traction
23
1-YEAR PLAN ROCKS
LEARNING GOALS FOR THE YEAR
• Certify 100% MOOYAH Managers
& Team Members
• MOO Crew Leadership
Development
• Behaviors to execute 100%
Certification
Goals that WILL be accomplished, at the
expense of ALL other things in the next 90 days
Quarterly Rocks

24. Traction
24
1-YEAR PLAN ROCKS
LEARNING GOALS FOR THE YEAR
1. Certify 100% MOOYAH Managers
& Team Members
2. MOO Crew Leadership
Development
• Behaviors to execute 100%
Certification
Q1 ROCKS
• Create Team Member Certification
• Preview Team Member Certification with
Advisory council
• Test Team Member Certification
• Launch Team Member Certification
• Define behavior gaps
• Research solutions
• Approval by Leadership Team
• Schedule Event(s)

25. IMAGINE
25
4 Quarters
25 / Quarter
100 Annually
This Photo by
Unknown Author is
licensed under
CC BY-SA-NC
This Photo by
Unknown Author is
licensed under
CC BY-NC-ND
That equals 100 goals,
that at the expense of ALL
others things, WILL be
accomplished…

26. MOOYAH’S Story Today…
26
Drum roll…
2.5% Increase in AUV

27. A Case for Leadership Development
27
The MOOYAH Environment…
Tenured Franchisees…
Limited history of documented specifications and procedures…
Little to no technology to support change…
Under-development of soft skills…
The Question…
How will the teams ever be successful in navigating within these relationships, dramatically differently, that
are in many cases solidified in years of experiences?

28. Solution
28
MOTIVATIONAL VALUE SYSTEM (MVS)
SITUATIONS
1. When things are going well
2. When there is conflict
IN SELF & IN OTHERS
1. Understanding my motives, in
both situations
2. Identify motives of others in
both situations
3. Practice behaviors identified
through the program, to get
back to the calm state, when
conflict occurs

29. Review
29
Attacking the Challenges of Aligning Learning to Organizational Goals and Bottom-Line Results
• Traction, by Gino Wickman
• The importance of Core Values, in a practical and effective application
• Start with the end in mind, and back into the desired outcome
• VISION = Nobody wants to watch meat sizzle
• Rank the team + - +/-
• 1-Year Planning; Annual Goals and Quarterly Rocks creates an AVALANCH!
• Determine what behaviors will accomplish the desired performance outcomes
• Give the team the tools and resources to be successful against all of the bottom-line results!

30. Q&A
30

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