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Learn to Win by Racing

RobertDirtBikeRace1

The Grand Canyon looks very different in person than it does on a map. Like the Grand

Canyon, there are some things that just have to be experienced firsthand vs reading a report or a survey to really accelerate learning. This year I started riding dirt bikes, and with my pro mountain biking background, I got hooked instantly. As soon as I found my ‘flow’ on the trails I wanted to start racing. But unlike mountain bike racing, there are many questions and much more complexity in the type of dirt bike racing that I wanted to do in the GNCC (Grand National Cross Country), Enduro, and Hare Scramble categories. These are 1.5 to 3 hour races in the woods. Not a big deal right? But how do you prepare for a race when you can’t pre-ride the course to really know what to expect in a very dangerous sport? Rather than train for months, I did the unthinkable and entered my first race last week after only having about 15 hours of ride time under my belt. Long story short, it was a great decision and a HUGE confidence booster.

I set some rules for myself before starting:

  1. Don’t get in over my head during the ride and sustain an injury
  2. Have fun
  3. Finish
  4. Get faster each lap (negative splits)
  5. Focus on form, not on speed
  6. It’s okay if the outcome of my first race is deciding that I don’t like dirt bike racing

In your business, what are some of the growth strategies that you are considering?

  • How can you accelerate learning to vet or test ideas?
  • What boundaries or rules can you artificially create for safety?
  • What planning cadence do you have in place for real time feedback?
  • What would a ‘win’ look like?

Back to the racing – I placed 5th, had negative splits, and my last lap time put me in the top three in my category. Nice! But what I learned was that my weak point was descending down steep hills and shifting gears while standing up. There is no way I could have predicted this as my top two things to focus on during my training rides. Looking at the topography map and the race start, I thought hill climbing was the focus. I had to experience the race firsthand in order to improve in the next one. The overall outcome was Read more

Create Your Epic Win

What is your crystal clear vision of the future? What are you and your team building toward? What is your Epic Win™? Get this one question right, and you will have created a source of clarity and purpose for your business. As a huge bonus, Strategy becomes easier as you’ll have a mechanism to help determine growth ideas that you should and should not incorporate.

Epic Win

I have found that in business we really only have control over two things. The Epic Win description, which defines where we are going, and the next 90 days, which is the action plan to move in the direction of the Epic Win. Everything in between is really just a highly educated guess. When running a company from this perspective, getting everyone on the same page with a shared vision becomes critically important. Here are the steps to take to craft a powerful Epic Win.

Shaping Your Epic Win™

To begin the process of creating your Epic Win, start with easy snapshots of your ideal vision of what your company will look like moving forward. The ultimate goal is to create a short phrase that you and your team are emotionally connected with.

Step 1 – Select your time horizon. Anywhere between a 10 and 30-year time frame works. The most meaningful, and hardest to do, is the 10-year mark.

Step 2 – Let’s assume you selected to define your Epic Win at the 10-year mark. How much revenue will your company have? What geographic area will you cover? What kind of markets will you be in? Make sure what you select is bigger than something you can reverse-engineer into immediately. Your team needs to believe it is possible, but should not be able to figure out exactly how they would get there. It needs to be an Epic Win… not just a win.

Step 3 – Make a list of the things that your company is ‘best in the world at doing.’ What are the Core Competencies that have gotten you to where you are today? What separates you from the pack?

Step 4 – Create a list of what your company is the most passionate about. What is your Core Purpose? What is your company’s reason for being? What is your value to the world?

Step 5 – Develop a list of the things that drive your economic engine. How do you make money?

Step 6 – Take your time horizon from Step One, your company snapshot from Step Two, and combine it with the language you created during Steps Three through Five. You’ll typically see a pattern of key words that emerge in Steps Three through Five that your team gets excited about. You can really sense it.

Step 7 – Make sure your Epic Win is measurable. You have to know when you achieve it and you have to know how you’ll keep score along the way. This score is an excellent annual KPI/Metric to track the success of the business.

Epic Win™ Examples:

  • Starbucks – To be the number one global brand.
  • Insight CXO – Increase the value of 1,000 companies by 3X or more.
  • Big Sky Associates – Deliver 5 Billion in value to clients by 2025.
  • Training Concepts – Create 100,000 positive impacts on students.
  • EFI – Be the #1 brand in decorative glass and architectural interiors by 2035.

 

Start energizing your team by developing an Epic Win story that everyone can get behind. This process can take anywhere from one hour to six months. You’ll know when you get it right based on the energy you get back from the team.

 

(Image: Trey Mortensen / flickr)

Your Team Craves Accountability

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Accountability is a very interesting topic. When engaged by the CEO, one of the top wish list items for the company to accomplish is the issue of No Accountability. My response to this is, “I bet within one week, your team will be asking for Accountability and they will resort to their own measures.” I usually get a funny look as the CEO nods yes, but in reality they are saying inside their heads: “That is impossible”… “Not my team.” Why is there this disconnect regarding Accountability between the CEO and the rest of the company?

When launching a new client, one of the first things we do is what we call ‘Innerviews.’ We Innerview select employees from the senior team, key players in the company, and anyone in particular that the CEO would like included. These Innerviews allow for the company to be seen through the employees’ lens. We are not simply interviewing the employee, but rather engaging with them on a peer-to-peer level and asking a few simple, yet powerful, questions. These Innerview questions include:

  1. Why did you start working here? Why are you still here?
  2. What frustrates you the most? Drives you crazy? Repetitive things?
  3. How would you rate teamwork from 1 (bad) to 10 (awesome)?
  4. How would you rate the morale/spirit of the company 1 to 10?
  5. How would you rate communication from 1 to 10?
  6. How would you rate leadership from 1 to 10? This is really a self-rating.

NOTE: Whatever the rating is above, I always ask what it would take to get it closer to a 10. This is where the REAL content I’m looking for comes from. Rather than complaining about teamwork, what would actually improve it?

The BIG Innerview questions are:

  1. If you were CEO for 90 days, what three things would you do?
  2. What are the ‘undiscussables?’ What is below the waterline that everyone knows about, but is not safe to talk about?

Notice the one question I did not ask is about Accountability. Accountability is the ‘red thread’ that links everything together during the Innerview. What tends to frustrate team members the most is the lack of Accountability and follow through by other team members. They can’t do their job right because other people are not doing their job right or following through on commitments. Basically, your employees are as frustrated as you are.

How can the issue of Accountability be resolved? You can start by including your team during your strategic and execution planning. Let them help finalize company goals and priorities vs just assigning them out. Let them work through the steps and tasks to make them happen. Let them decide who is accountable for each step. Give your team a chance to volunteer to own the company Race Plan by determining goals, priorities, and tasks… They will.

(Image: Unsplash / Pixabay)

Know Your Competition

Know Your Competition

As a professional mountain bike racer, I always know what my BreakAway Move™ is going to be before I start a race. This begins by knowing the course, things like: Where are the blind turns? How long and steep are the climbs? What are the technical sections like? Where are the good places to hydrate?
Next, I have to Know My Competition and think about what each racer’s strengths and weaknesses are. Who is in peak form? Who can really crush hill climbs? Who is wicked fast in the technical sections? Who is just really fast on this course?

Based on my data, I craft my BreakAway Move before the race and decide WHEN I’m going to drop the hammer and Crush the Competition! This is a HUGE mechanism for conserving energy andbike-race-446104_960_720 winning a race.

Your business works the exact same way. You need two to three BreakAway Moves you are always working on and it’s imperative that you Know Your Competition, whether you’re preparing for a race or a business deal. Here are 12.5 steps to start mapping out your competition to plan and execute your BreakAway Move.

How to map your competition

To get started, open a new spreadsheet on your computer and fill it out with the following 12.5 steps.

1. On the vertical axis (rows) write down all of your competitors and the companies that could be your competitors in the future.

Then fill in the horizontal axis (columns) for each competitor with the rest of these steps.

2. Write down as many attributes as you can think of that can describe your competition.

3. What core businesses are they in? Just your line of work, multiple lines of work? If multiple, what are they?

4. Who are their suppliers?

5. Who is their target market? Their Core Customer?

6. How are they funded?

7. What is their Brand Promise? Their differentiating activities in the market?

8. What space are they trying to own? Their geography?

9. Where are they stronger than you?

10. Where are they weaker than you?

11. Add links to their website(s) for quick reference.

12. What words or phrases are they trying to own?

12.5. What are THEIR BreakAway Moves??!!

Creating a great strategy to win begins by knowing your competition, and these 12.5 steps should get you started. You may think of other things to add to your spreadsheet — please let me know what you come up with.

Now create your plan and go after your Epic Win™!!!

(Image: jp26jp/ Pixabay)

Stable Team

How To Stabilize Your Executive Team’s Ship

Stable Team

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.”

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.

6 Questions To Crush The Competition

In today’s globally connected and competitive business climate, it’s no longer enough to look at strategy on an annual basis. Nowadays, every single month executive teams need to integrate strategy development within the business planning rhythm.

The key to unlocking strategy is answering a powerful question that gets the team thinking in unique ways. But a common “stuck” in strategy development is figuring out the right question to achieve your Breakaway Move to crush your competition. Answers are easy; getting the question right can be harder. Here are 6 questions to ask your team during strategy brainstorming sessions that can unlock hidden value inside your business.

1. Where is the next battle going to be in your business?racing-car-373757_960_720

A good example is Facebook’s massive focus on mobile after they went public. Facebook CEO Mark Zuckerburg’s daily question, “how are we going to leverage mobile,” became his, and his company’s, daily question. Clearly, it’s working.

2. What has been tried before, either by your company or by your competitors, but did not work?
There are so many variables that can make an initiative really stick vs. flat-out fail. Failure does not always mean the idea was not good. For example, it could have been the wrong person leading the charge, market conditions might be different, technology could streamline the process, global platforms like LinkedIn and Facebook could accelerate growth.

3. What two or three existing things in your business, things you are already doing, can you combine?
This is one of my favorites. Take two existing things and create something original. What product and service can you combine and create a unique new product, service or program?

4. When your company wins, what other companies are impacted in a positive way?
Think about what relationships you can create – or what product offerings could you integrate with – to expand your market faster by leveraging other people’s trust relationships? I looked at office space this week to handle our expansion. I could not help but think about all the other things signing a lease would trigger, things like construction, IT, phones, furniture, etc. Building relationships with those companies can result in more referrals to your business.

5. What is fragmented in your market, and how could you coordinate it?
Think about what Uber did for taxi services and what Airbnb did for housing rentals. What is messy, hard to do, clunky, expensive or frustrating in your market, and how could you fix it? What product, service or platform could you create?

6. What can you be the only option for in your space?
Think about what parts of your business operations are hard for someone else to reproduce or copy. For example, there are several business coaches in the Charlotte metro area. But only Insight CXO has a team in place that can help execute the business plan in three areas. The Promise – what makes your firm unique and what is the sales engine to generate revenue? The People – is your team healthy and aligned and do you have systems in place to hire and keep A Players? The Process – do you have core processes documented and measured to make them better, faster and cheaper… with less drama?

Remember that your competition is not asleep behind the wheel, so your team has to be looking through the windshield and down the road as far as possible. Try asking these 6 questions in your next monthly executive planning meeting, and see if you can figure out the strategy – the one that will give your business the boost to crush the competition.

Image: Jingoba / Pixabay

Growth-Related Chaos? Take A Step Back

chaos-485493_1280-geralt-960x720Rapid growth is exciting … and chaotic. When your growth strategies start paying off, the processes that worked well when you were smaller can break down as you add clients, revenue and employees to your business. As you get more decision makers, with differing opinions on how to do things, your processes can become so cumbersome that they threaten to slow your business and increase your risk.

This was the situation faced by one of our clients, a global pharmaceutical services company that saw an enviable 880% organic growth rate over the last four years. Its employee headcount and active customer list were growing beyond capacity, and they had a serious case of growing pains. They knew their processes weren’t working anymore, and they asked us to help them retool to both absorb growth and continue doing what produced their steep growth in the first place.

Take a Step Back

Anytime you’re looking for new, better ways of doing things, you must first define how you’re currently operating to figure out what’s really causing your problems. This process of defining your core processes – a group of related activities that transform various inputs into an output that adds value to the customer – is the best way to ensure that the solution you adopt is a Breakaway Move that supports your overall strategy.

To get there, step back and 1) look at processes to see how things are currently done; 2) determine if new systems would improve efficiency; and 3) challenge your processes and see where there might be opportunities to make them leaner.

Here’s what that looked like with the pharmaceutical services company we’re working with.

First, we had to get clear direction on what problems needed to be solved. We had to get the team laser-focused on the outcome and make sure we didn’t try to “boil the ocean”– to try to do more than was realistic or necessary.

Next, we defined the cost of poor quality – the things that could be negatively impacted by not making changes (for example, customer satisfaction, employee effectiveness, compliance).

Then we recorded all of the existing processes. When we began, the team thought they had 10 processes, but once we really dug in and challenged the team and each process, we found there were over 20 different processes in place, with multiple touch points and people involved. We got there by breaking each process down by the following components:

  • Define the process: What 1-2 sentences does the process owner use to describe it?
  • Inputs to the process: What steps, actions, templates or tools are needed for the process to start?
  • Process steps: What is the activity and/or transformation that takes place?
  • Outputs: What is the result of the activity and/or transformation taking place?
  • Controls: What manual or system controls are in place? What’s on your wish list for the future?
  • Risks: What risks are in the existing process?
  • Regulatory requirements: Are there any U.S./international regulatory or compliance requirements that must be considered?

Finally, we took the team through a “wish list” exercise to capture all areas of potential opportunity the client didn’t have capability for, but hoped to see after they made changes.

Potential solutions were weighed against a cost-benefit analysis to ensure that what they chose to adopt (and their priorities for adoption) would provide the biggest payoff in terms of alleviating problems and making processes better, faster and cheaper.

When your processes are causing a lot of business pain, it may seem like a lot of time and trouble to take a step back to define your core processes, but it’s the most effective way to implement processes that are more than a Band-Aid, but fix your problems for the long run.

Image: Geralt / Pixabay

6 Roadblocks to Growing Your Business

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Companies often encounter barriers as they mature. Here are six big ones and how to break through them.

1. Not knowing your ideal customer

Customers aren’t all equally valuable; some can even be unprofitable. So CEO Scot Lowry of digital marketing firm Fathom, in Valley View, Ohio, had his CFO draft a profit and loss statement for each. That helped him phase out the costly customers — and identify the ideal ones, such as health care and financial services firms that need very customized service. “Our strategy is based on deep customer intimacy,” he explains. “We have to focus on select clients to deliver on this.”

2. Failing to scale systems

Many companies don’t want to invest in brand-new software for accounting, customer-relations management, and other operating systems as they grow because they’re pricey. But procrastinating will lead to chaos and mistakes when you need to tackle tasks that should be easy to do instantly, like updating customers’ addresses in all your records at once. If your company has hit 50 to 150 employees without upgrading its systems, don’t delay any more. It’s an emergency.

3. Using an old org chart

It’s tempting just to stuff this important document in a drawer and forget it. Don’t. With his now nearly 150-person team squabbling over priorities and resources, Lowry shredded his org chart and reorganized everyone into teams dedicated to specific accounts. He is listed at the bottom, with the role of helping employees serve clients at the firm, which expects $20 million in sales this year. “I stopped talking about my ‘direct reports’ and switched to calling them my ‘direct supports,’” he says.

4. Trusting your gut

In the startup phase, you’ve got to rely on your instincts because there’s no historical data to guide you. But intuition often deceives CEOs as their businesses become more complex, says Sunny Vanderbeck, managing partner at Satori Capital, a Dallas-based firm that invests in growing, profitable companies. If you’re not letting data drive decisions, such as what products to develop or which customers are worth pitching, he says, “you’re missing out.”

5. Letting your skills flatline

Companies often outgrow the founders’ ability to lead them because the CEOs don’t sharpen their management skills. “If your company is growing 30% a year, you have to be 30% better by this time next year,” says Vanderbeck. Learn from other CEOs by joining a peer group like Entrepreneurs’ Organization or Young Presidents’ Organization. “If you aren’t a learner, you are the reason the company isn’t as big as it could be,” Vanderbeck says.

6. Not investing in team training.  

Out-learning the competition is a powerful and sustainable growth strategy. To get everyone playing the same music, CEOs must focus training where the company needs it most. Studies have proven over and over again that training has the highest ROI compared to any other investment a firm can make. Jeff Frushtick, CEO of industrial equipment maker Leonard Automatics, found this to be true: Training employees on Lean production resulted in a five-fold increase in profits in a single year at the 35-employee, Denver, N.C., firm. Look into training that can boost your firm’s profits similarly.

 

Verne Harnish is the CEO of Gazelles Inc., an executive education firm. Robert Fish is founder and CEO of Insight CXO.

This blog is adapted from a story in the May 19, 2014 issue of Fortune.

Image: Nicholas Canup / Flickr
BreakAway

Crush the Competition with a Breakaway Move Strategy

BreakAway

You may know that when I’m not helping clients as head of Insight CXO, I’m fueling my passion for competition and training as a professional mountain bike racer. I envision business much like a race – initially, all of the competitors are in a tight pack, looking to gain any advantage that will put one ahead of the others.

Eventually, a few of the competitors begin to pull away from the pack to form a break – they’ve found something that differentiates them from the majority – but those racers still stick together in the lead break. However, at some point, one of those competitors makes a Breakaway Move™ – a strategy that enables him or her to separate from the competition and win the race.

In business, the Breakaway Move is something that has the potential to double revenue in the next 3 to 5 years. In order to drive top-line revenue growth, your company needs to have two or three Breakaway Moves it’s always working on.

New York Times bestselling author and leadership coach Marshall Goldsmith famously wrote What Got You Here Will Not Get You There. To find out if that’s true for you, ask your leadership team:

Will your existing products, services and capabilities be enough to drive serious top-line growth well into the future?

To help answer that question, project out over the next five years how much revenue each of your products or services will generate. There is probably a gap between that number and your desired revenue in five years.

One way to define a Breakaway Move is to explain what it’s not. Simply doing more of the same is not a Breakaway Move. Changing operations to increase profit is not a Breakaway Move.

Rather, Breakaway Moves drive top-line revenue. Working on Breakaway Moves may generate ideas and initiatives to increase profit, but it’s good to be clear on what Breakaway Moves are so you don’t stop short of creating revenue-generating ideas.

Where do Breakaway Moves come from? First, they come from consistent Breakaway planning sessions that leave room for flexibility (since things rarely happen exactly as they’re planned). Second, they come from looking deep into the world of your Core Customers:

  • What are their pain points?
  • What are their unmet needs?
  • What are their jobs to be done?
  • What keeps them up at night?
  • What will help them reach their goals faster?
  • What solutions can you provide to solve their problems?

Breakaway Moves must have a place in your annual planning process, both to make them a priority for scaling your business and because they can help you build a healthier, cross-functional team. Working together on ways to double the business is exciting and can make the team feel like they can win.

Are you ready to create your own Breakaway Move? Insight CXO has created a free toolkit, “8 Steps To Your Breakaway Move,” a step-by-step guide to get your team invigorated and thinking in innovative ways about how to push ahead of the competition and win the race.

The Winning Team

For a sports team to win the big game and stand atop the podium with the big trophy, it not only needs the best players at each position, but also all of the individual athletes working well together toward their ultimate goal: winning. To be the champ, an athletic team can’t just have the best players on the field, coaches on the sidelines or front-office staff to manage the day-to-day business. It also needs everyone who influences its success – vendors, sponsors, ticket buyers, consultants and the league office – to buy into what it’s selling.

The same things are true in business, and, just like in sports, a poorly functioning team will prevent you from achieving your version of the Ultimate Podium Finish™, the goals you’ve set that will determine whether you’ve beaten the competition and won the game of business in your field.

Just like in sports, your team isn’t just the people who work at your organization, but also your entire universe of customers, vendors, contractors, advisors, coaches, consultants, etc. You want to attract and retain A-players – the people who are onboard with your Core Values and achieving (or beating) performance goals – and weed out the players who drag your business down.

Build A Team Of A-Players

We’ve all heard stories about locker-room issues that prevent a sports team from winning games. This also happens in business. To build a team full of A-players you must address the things that repel A-players from your business. Often, this is management not taking any action to fix problems with B or C players, bad processes or customers who are more trouble than they’re worth to the bottom line.

A-players maintain your Core Values – the rules and behaviors that define your culture and personality – and are repelled by co-workers whose bad or inappropriate behaviors cause workplace tension or reflect poorly on your business.

First, make sure that everyone on your current team knows your Core Values and has a fair chance to show whether they can live by them.

Next, you need to identify your A-players and deal with the B- and C-players. Place everyone on an ABC matrix.

  • B-players: weak job performers, but their behavior reflects your Core Values
  • B/C-players: strong performers, but they have behavior problems
  • C-players: poor performance and poor behavior

Now you need to deal with what you’ve learned. Let’s tackle this in reverse order:

  • C-players: eliminate them, either by terminating them or finding a new role that will give them an opportunity to become A-players.
  • B/C-players: clarify behavioral expectations and give them an opportunity to change the attitudes or actions that are keeping them out of the A quadrant.
  • B-players: offer job training to help improve their job performance. (Consider Laurie Bassi’s exhaustive research, which showed that training and development produced a 672% ROI, more than any other investment a business owner could make.)
  • A-players: take actions to keep the A-players happy and engaged. (Dealing with the B- and C- players should help.)

Get Your A-Players Working Together

Building a team of A-players isn’t enough for small and midmarket companies to achieve the Ultimate Podium Finish™. Those A-players must work together, driving as a team toward your goals. The technique to breaking down those silos is creating cross-functional responsibilities. During your quarterly planning, identify quarterly Rocks, and the Tasks needed to achieve them, that involve multiple departments. Although one person is accountable for each Rock, he or she must work with people across the business to achieve it.

This strategy encourages leaders to work together, and it also exposes any interpersonal issues or other below-the-surface things that are preventing your people from being a team. As those issues surface, they must be quickly addressed with team-building exercises or other interventions to get healthy.

Why It’s Important

Just like in sports, your team can make or break your ability to achieve your Ultimate Podium Finish™. Take steps now to ensure that your team is full of A-players – high-performers who reflect your company’s Core Values and are committed to the business’ success.