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Month: August 2015

Be A Surgeon

Be A Surgeon

By Robert Fish

I was in a planning session with an Insight CXO member and friend, Jonathan Ross, two years ago, and we were talking about organizational development and getting the mindset right around key roles in his business.

One of my favorite things about Jonathan is his ability to create great analogies. He said to be most effective in your business, you have to Be a Surgeon.

This is an especially important concept for entrepreneurs to get their heads around when thinking about in their own roles inside the business, especially if they are founders or co-founders of their firm.

Be a Surgeon means imagining yourself as a Brain Surgeon, and it’s surgery day. Think about the end-to-end process and all that happens in the Operating Room:surgery-590536_960_720

  • The O.R. is prepped with the right tools and implements.
  • The patient is wheeled in and is prepped by nurses.
  • The anesthesiologist administers the drugs and intubates the patient.
  • The surgeon washes her hands, and nurses put on her gloves and prep her for the surgery.
  • The surgeon performs the surgery (successfully!) and exits the room.
  • Staff cleans up the room and prepares for the next patient.

If you are an Entrepreneur and have an active role in the business, you must Be a Surgeon! Leverage your staff to handle the things that do not fit within your Unique Ability, or the things that are not High Impact and give you Energy. Create systems and processes and roles to handle the rest. This will also give you more time to work ON the business and not IN it, creating more opportunities for you to grow your business.

This concept can be applied across your staff, and especially among your leadership team. Everyone has strengths and weaknesses, and to run a business most effectively, you need to leverage each individual’s strengths and help them avoid their weaknesses. Just as you wouldn’t want a nurse doing your brain surgery (or vice versa, really), you don’t want your A-player CFO running warehouse logistics (or your A-player logistics guru handling the financials).

In a less-extreme example, maybe your marketing head is a creative genius, but isn’t so great at providing documentation to accounting; maybe there’s someone on her staff who can keep track of all those details so nothing slips through the cracks. Being a Surgeon means the whole team is playing to their strengths — and avoiding things that increase the risk of inefficiency, errors and dissatisfaction.

If you’re serious about growing your business, Be A Surgeon — and make sure everyone on your team is positioned to do the same.

(Image: Skeeze / Pixabay)

Win With A Coach

Win With A Coach

By Robert Fish and Jeanne Clary

board-784363_1280When I talk to someone about Insight CXO and Gazelles, they often want to know what makes us better than the many other business growth coaches and methodologies out there. Even if they are familiar with Verne Harnish’s books, Mastering the Rockefeller Habits and Scaling Up, or the Rockefeller Habits in general, they’re curious about why I, as a successful serial entrepreneur, have fully bought in to the Gazelles approach to growing a business — and why it works.

About a year ago, the owners of Kernersville, N.C., based EFI hired me to help them grow their business. Sometimes when a business owner brings me on as a business coach, the employees get anxious to know what that means for their jobs. Change is tough and the fear of unknown change can be even harder.

That’s one reason why I think the referral letter below from EFI employee Jeanne Clary is so powerful. She didn’t choose me or Insight CXO to come into her office and change their business, and she recognizes that the work to change isn’t easy — but it’s totally worthwhile. Please read what she has to say (below the picture of EFI’s team), and please let me know if you have any comments or questions.

— Robert

We contacted Gazelles and were introduced to Robert as one of their “best.” They provided us a couple of names to contact and interview. We started with Robert, as he was in N.C. He came to our office just about a year ago and spent a few hours with our team, and the rest is history, we never felt the need to interview anyone else. He is now a part of the family. It took us, EFI, several months to get our ducks in a row, prayerfully decide that we were truly ready to make changes, and then clear our calendars, as it would require a lifestyle change for our entire team.

On January 9, 2015, we met with Robert off campus for our very first planning team meeting. To say this was easy would be a fallacy. This meeting was hard, as we truly had to look at ourselves and say “wow, we don’t have real focus and direction, we are not on the same page, nor have we really defined who we are and where do we want to go.” OUCH! Do not get me wrong, Robert did not crack a whip, he just helped open our eyes. The meeting itself was educational, team building and fun, but with a big dose of reality too.

Since those initial meetings, we have meet daily as a team, monthly with Robert, have learned the Gazelle “lingo” (Rocks and BHAG were not part of our daily vocabulary), drawn a clear picture that the entire team looks at and sees the same thing, met opposition and worked through, launched a corporate-wide core values program, hired a quality manager (in less than three months reduced our scrap rate by 25+%), improved productivity and employee involvement considerably … the list goes on.

To say, “this is all a result of “Robert,” you would probably say “that seems like a far stretch,” and I would have to agree with you. BUT it IS a result of Robert coming alongside us, our talents, our values, our experience, etc., and guiding us, encouraging us, holding us accountable, reprimanding us (in his very gentle way when necessary), and being available to talk us through situations, push us back on track when necessary, etc., that we can truly say that is the value we have experienced through hiring Robert as a coach.

EFI is moving on the right path, we are growing with direction and focus, we are changing our lifestyle and way of doing business. We look forward to continuing our relationship with Robert as we continue to grow and take the next steps in increasing the value of our growing company through the Gazelle teachings.

— Jeanne Clary, EFI

How To Stabilize Your Executive Team’s Ship

How To Stabilize Your Executive Team’s Ship

By Robert Fish

Recently, Gazelles founder Verne Harnish highlighted a Fortune magazine article on the CEO of Airbnb, Brian Chesky. When the author, Leigh Gallagher, asked the CEO about his leadership style, Chesky drew a ship. “As CEO I’m the captain of the ship,” he said, and his primary job is to look for things below the waterline that might sink the ship. Above the waterline, he focuses on two or three things that he’s really passionate about and feels that “they can truly transform the company if they go well.”regatta

Most companies don’t maximize growth due to internal problems – the below-the-waterline issues that are hard to see. I help my clients focus on one Internal risk and one External risk, and the most common thing I see is a dysfunctional Team #1. So, I think the No. 1 concern for a CEO should be the Health of Team #1.

Team #1 is the executive team. As humans, we are all imperfect. We can all communicate poorly, be passive-aggressive, seem agreeable on the outside but non-committal on the inside … and even just a little weird at times. So by default, all teams are dysfunctional. It’s really a question of how dysfunctional.

As Team #1 goes, so goes the rest of the company. If Team #1 can’t synchronize and work together cross-functionally, the teams below them will not work well, either. Is sales not working well with IT at the functional level? Trace it back to leadership.

I think that continuously working to make Team #1 healthier is a sustainable competitive advantage. Is your competition looking below the waterline like you are? Are their teams (especially Team #1) as healthy as yours? Are they working together cross-functionally and getting tons of stuff done drama-free?

How to Get Team #1 Sailing Together 

Here is a starting point to get Team #1 sailing together.

First, have your team read The 5 Dysfunctions of a Team by Patrick Lencioni. After reading the leadership fable, ask your team if they can identify with any of the characters in the book.

Then do a Team Effectiveness Exercise. Gather your executive team around the table and have each person share two things that the CEO does that ADD to the effectiveness of the team. The CEO can ask clarifying questions, but should otherwise not respond. After all team members have spoken, the CEO can share insights into what he or she heard and learned.

Then, repeat this process for each team member. At the end of this part of the exercise, each member of the executive team will have shared two things each team member does that make the team more effective.

Next, go around the table, again starting with the CEO, and have each person share two behaviors that DETRACT from the team. Personal attacks are off-limits, and the moderator must be watching for potential attacks against a person versus talking about the behavior.

After everyone has shared two ADDITIONS and DETRACTORS for each person, have each person identify and share ONE THING they are going to commit to improving over the next 90 days to increase team health. Write the commitments down, and in 90 days, ask the team how each team member is doing. This drives accountability and action.

Sound scary? For some it is. Don’t cave. You’ll be surprised how many behavioral epiphanies people have. It’s hard to fix what you don’t know about.

A Success Story

A great example of this method in action is an accounting manager at a fast-growing Insight CXO client. She was new to the company and still getting acclimated when we went through this exercise. The Addition feedback was that she was highly trusted and the books were in great hands. This surprised and pleased her – she had put tons of pressure on herself and thought she was not doing a good enough job. But a Detractor theme was that she was not approachable. People were not comfortable walking into her office. This mortified her – she had no idea this was what people thought, and she committed to being more open and inviting. It was a very easy change once she knew what people were thinking.

The below the waterline example here shows an A-player who thought she was performing at a C-level, so she was unintentionally behaving in a way that limited communication.

Remember, the best team wins. Commit and take action to build a healthy Team #1 and unlock your company’s growth potential.

Image: William Cho