The “Secret Sauce” Is Execution: The Art of Getting Things .../media/HDIConf/Files/Copy... ·...
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SESSION 410
Thursday, May 11, 10:00am - 11:00am Track: Service Desk Masters
The “Secret Sauce” Is Execution: The Art of Getting Things Done! Kenneth Wendle Instructor, consultant, speaker, Edify ITSM, Inc. [email protected]
Session Description Go for it! Just do it! Get’r done! Popular culture is full of references to execution: the art of getting things done. So why does it sometimes seem so difficult to just get things done? Just when you think you’re making progress, so many things tend to get in the way. This insightful and entertaining session will provide concrete examples of the power of execution and practical advice on getting out of the paralysis of analysis and into the arena of achievement!
Speaker Background Ken Wendle, known for his pragmatic and insightful advice, whether as instructor, consultant, or speaker, is a cofounder and past president of the itSMF USA and past member of the HDI Strategic Advisory Board. Ken is recognized for his pivotal role in creating awareness, adoption, and global expansion of ITIL and ITSM best practices. He is the author of numerous white papers and articles, and his entertaining presentations have been a enjoyed nationally and internationally. Ken is also the only person (thus far) to have received two prestigious industry awards: the itSMF USA Lifetime Achievement Award (2007) as well as the HDI Ron Muns Lifetime Achievement Award (2016).
The “Secret Sauce” is
Execution
Ken Wendle, FSM
Edify ITSM, Inc.
&
Propoint Solutions
The Art of Getting Things Done!
First things First…
THANK
YOU!
• The Essence of Effectiveness
• Purging Poisonous Politics
• The Vital Value of Vision
• Proper Prioritization
• The Elements of Execution
• The 4 Disciplines
• Maintaining Momentum
AGENDA
Effectiveness:
Getting the results you want today,
in a way which allows you to get even
better results in the future.
Greatness:
Sustained - and sustainable –
superior performance.
The Essence of Effectiveness
Purging Poisonous Politics
• “Dirty” Politics vs. “Clean” Politics
• Set goals! Don’t make wishes.
Winner
Sociopath Dimwit
Martyr
Behavior HELPS
Personal Goals
Behavior HURTS
Personal Goals
Behavior HELPS
Business Goals
Behavior HURTS
Business Goals
The 4 Political types
From “Secrets to winning at office politics – M.G.McIntyre, Ph.D.
Focus on behavior:
Purging Poisonous Politics
The Political Golden Rule:
“Never advance
your own interests
by harming the business
or hurting other people.”
Political Fact: “The person with the most power wins.”
• The Power of Results
• The Power of Knowledge
• The Power of Attitude
• The Power of Empathy
• The Power of Networks
• The Power of Inclusion
• The Power of Detachment
Purging Poisonous Politics
Copyright © AXELOS Limited 2011. All rights reserved. Material is reproduced under license from AXELOS.
The Value of Vision
What is the
vision?
Where are we
now?
How do we
keep it going?
Copyright © AXELOS Limited 2011. All rights reserved. Material is reproduced under license from AXELOS.
Where do we
want to be?
How do we
get there?
Did we arrive?
EXECUTION!
Proper Prioritization
Definitions:
• Important Goal: A goal with
significance, consequence, or
value
• Wildly Important Goal (WIG):
A goal that makes all the
difference.
urgent not urgent
important
not important
I: necessitycrises
deadlines
“maintaining”
II: opportunity“PC” activities
planning & prevention
commitment
III
interruptions
some meetings
some reports
IV
trivia
busy work
time wasters
WIGs
“The most important thing is to keep the most important thing
the most important thing!”
Proper Prioritization
The Whirlwind
GOALS(New Activities)
URGENT
WHIRLWIND(The Day Job)
IMPORTANT
Proper Prioritization
“Execution is THE great
unaddressed issue in the
business world today.”–Ram Charan
The Elements of Execution
“Execution is THE great
unaddressed issue in the
business world today.”–Ram Charan
The Elements of Execution
Sustained Superior Performance
• Achieving business results• Define and install an Execution process
- The Four Disciplines of Execution -
• Because…
• People need to know the goal (1)
• People need to know what to do to achieve it (2)
• People need to “know the score” at all times (3)
• People need to hold themselves accountable (4)
The Elements of Execution
• “Says Easy, Does Hard”
• Is Counterintuitive
• Is an “operating system”
The Elements of Execution
KEEP A COMPELLING SCOREBOARD
Discipline 3
ACT ON LEAD
MEASURES
Discipline 2
CREATE A CADENCE OF
ACCOUNTABILITY
Discipline 4
FOCUS ON THE WILDLY IMPORTANT
Discipline 1
The 4 Disciplines of Execution
Emphasis: FOCUS
“The more we narrow our focus, the greater
our chance of achieving our goals with
excellence.”
Outcome:
Clarify your team's WIGs and align them to the
organization so you and/or your team are
clear and committed to the most important
objectives(s) amidst all the other competing
priorities (a.k.a. “The Whirlwind”)
1. Focus on the Wildly Important
Approach:
• A Bold Vision
• What new services, new markets, new
technology should we invest in?
• Assess the importance in terms of value to
customers!
• What is/are the Game Changer(s)!
1. Focus on the Wildly Important
GOALS(New Activities)
NARROWFOCUS HERE
WHIRLWIND(The Day Job)
1. Focus on the Wildly Important
Simply put, Discipline 1 is about applying more energy against fewer goals because, when it comes to setting goals, the law of diminishing returns is as real as the law of gravity.
NUMBER OF GOALS(In addition to the Whirlwind)
GOALS ACHIEVED WITH EXCELLENCE
2-3 4-10 11-20
2-3 1-2 0 .
1. Focus on the Wildly Important
CONVENTIONAL THINKING
4DX PRINCIPLE
All of our goals are “Priority 1”. We can
successfully multitask and succeed at five, ten or
fifteen important goals. All we need to do is work
harder and longer…
Many of our goals are important, but only one or
two are WIGs - wildly important goals – which are the goals we must
achieve. Our finest effort can only be given to one or two wildly important
goals at a time.
1. Focus on the Wildly Important
“THERE WILL
ALWAYS BE MORE
GOOD IDEAS THAN
THERE IS CAPACITY
TO EXECUTE.”
GOALS(New Activities)
WHIRLWIND(The Day Job)
WILDLY IMPORTANT GOAL
1. Focus on the Wildly Important
Rule #1:
No team focuses on more than 2 WIGs at a time
Rule #2:
The battles chosen must win the war
Rule #3:
Senior leaders can veto, but not dictate
Rule #4:
All WIGS have a finish line (A to B by when)
Rules
1. Focus on the Wildly Important
NASA’S GOALS: 1961NASA’S GOALS: 1958
“I believe that this nation should commit itself to achieving the goal,
before this decade is out, of landing a man
on the moon and returning him safely
to the earth.”- President John F. Kennedy
Delivered in person before a joint session of Congress May 25, 1961
1. The expansion of human knowledge of phenomena in the atmosphere and space; 2. The improvement of the usefulness, performance, speed, safety, and efficiency of aeronautical and space vehicles; 3. The development and operation of vehicles capable of carrying instruments, equipment, supplies, and living organisms through space; 4. The establishment of long-range studies of the potential benefits to be gained from, the opportunities for, and the problems involved in the utilization of aeronautical and space activities for peaceful and scientific purposes; 5. The preservation of the role of the United States as a leader in aeronautical and space science and technology and in the application thereof to the conduct of peaceful activities within and outside the atmosphere; 6. The making available to agencies directly concerned with national defense of discoveries that have military value or significance, and the furnishing by such agencies, to the civilian agency established to direct and control nonmilitary aeronautical and space activities, of information as to discoveries which have value or significance to that agency; 7. Cooperation by the United States with other nations and groups of nations in work done pursuant to this Act and in the peaceful application of the results thereof; 8. The most effective utilization of the scientific and engineering resources of the United States, with close cooperation among all interested agencies of the United States in order to avoid unnecessary duplication of effort, facilities and equipment
A to Bby When
A to Bby When
A to B by When
A to B by When
A to Bby When
A to B by When
A to B by When
What?
How?
?
?
How
How
?
What?
Man on the Moon
Navigation PropulsionLife
Support
“War”
“Battles”
Discipline 1 is the “FOCUS” discipline
1. Focus on the Wildly Important
KEEP A COMPELLING SCOREBOARD
Discipline 3
ACT ON LEAD
MEASURES
Discipline 2
CREATE A CADENCE OF
ACCOUNTABILITY
Discipline 4
FOCUS ON THE WILDLY IMPORTANT
Discipline 1
Outcome
A process for individually selecting and activating the
critical few weekly objectives that will drive the goal.
Paradigm
OldIf people know the goal, they'll know what to do about it
NewGoals will never be achieved until everyone on the team
knows exactly what they're supposed to do about them
2. Act on the lead measures
Emphasis: LEVERAGE
LAG MEASURE LEAD MEASURE
MEASURES THE GOAL
PREDICTIVE:Measures something that leads to the goal
INFLUENCEABLE:Something we can influence
Eg., Annual Water productionEg: % shifts with full crews
% compliance to preventative maintenance
2. Act on the lead measures
Approach
• Think "new and better"
• Identify "pockets of excellence"
• Create it from imagination
• Plan weekly
• Plug into planning system
• Identify behaviors
• Get everyone to agree
• Provide training, practice, testing, reinforcement
• Do it, report (Check) and adjust (Act)
2. Act on the lead measures
PREDICTIVEROCK
(LAG MEASURE)
INFLUENCEABLE
2. Act on the lead measures
LAG MEASURES LEAD MEASURES
• Customer Satisfaction with process• Number of changes backed out• Number of changes creating
incidents
• Increased percentage of changes that meet agreed requirements
• Increase in change success rate • Reduction in number compliance
issues for the change management process
Discipline 2 is the “LEVERAGE” discipline
2. Act on the lead measures
KEEP A COMPELLING SCOREBOARD
Discipline 3
ACT ON LEAD
MEASURES
Discipline 2
CREATE A CADENCE OF
ACCOUNTABILITY
Discipline 4
FOCUS ON THE WILDLY IMPORTANT
Discipline 1
Outcome
Identify key measures for goals, transform them into a
visible, dynamic scoreboard
Paradigm
Old
“Once we've communicated the goal, people will
know we're serious about it.”
New
“We're not really serious about the goal until we
start keeping score.”
3. Keep a compelling scoreboard
Emphasis: ENGAGEMENT
Approach
• Measure Types
• Lag (past)
• Lead (future prediction)
• Real Time (right now)
• Characteristics of a Player’s Scoreboard
• Simple
• Visible
• Lead AND Lag measures
• Quickly communicates:
AM I WINNING?
3. Keep a compelling scoreboard
3. Keep a compelling scoreboard
3. Keep a compelling scoreboard
0
5000
10000
15000
20000
25000
30000
35000
40000
1 2 3 4 5 6 7 8
Associate 1 2 3 4 5 6 7 AVG
Mary 1 1 2 2 4 x x 2
Bob 2 2 3 2 x x 3 2
Sally 1 3 2 x x 2 2 2.4
Jeff 0 0 x x 1 1 1 0.6
Phyllis 3 x x 4 3 2 4 6
Stuart x x 2 2 2 4 4 2.8
Charles x 1 2 5 2 4 x 2.8
TOTAL 7 7 11 15 12 13 14 2.3
WIG: Increase revenue to $32,000 by December 31
1 2 3 4 5 6 7 Lead Measure: Upsell our premium package
To 90% of all events
Lead Measure: Complete two quality site visitsper associate pert week
90%
Discipline 3 is the“ENGAGEMENT” discipline
KEEP A COMPELLING SCOREBOARD
Discipline 3
ACT ON LEAD
MEASURES
Discipline 2
CREATE A CADENCE OF
ACCOUNTABILITY
Discipline 4
FOCUS ON THE WILDLY IMPORTANT
Discipline 1
Discipline 1: Focus
Discipline 2: Leverage
Discipline 3: Engagement
Discipline 4: Achievement
4. Create a Cadence of Accountability
To review…
Objectives: “Paradigm Shift”
Old
As long as the goal is clear and compelling,
people will remain focused and committed to it
New
Maintaining commitment to the goal requires
frequent team engagement and accountability
4. Create a Cadence of Accountability
4. Create a Cadence of Accountability
Review the Scoreboard
2
Plan3
Account1
Approach: Regular WIG Sessions
Report on last
Week’s
commitments
Learn from
Successes and
Failures
Clear the path
and make
commitments
4. Create a Cadence of Accountability
WIG(Lag Measure)
LeadMeasure
WeeklyCommitments
Discipline 1
Discipline 2
Discipline 4
Copyright © AXELOS Limited 2011. All rights reserved. Material is reproduced under license from AXELOS.
What is the
vision?
Where are we
now?
Where do we
want to be?
How do we
get there?
Did we arrive?
Discipline 2
Leverage
Discipline 1
Focus
Discipline 3
Engagement
How do we
keep it going?
Discipline 4
Achievement
“Cadence of
Accountability”
Maintaining Momentum
A grateful acknowledgement of presentation references!
Look for them in the Bookstore!!!!
I hope you enjoyed and received value from this session!
Session 602Secret Sauce:
The Power of Execution
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