achieving organizational greatness through great...we enable greatness in people and organizations...
TRANSCRIPT
The Greatness Challenge
Achieving orgAnizAtionAl greAtness through greAt
leAders , e ffect ive individuAls , And focused execution .
Organizational Greatness. After over 20 years of working with the majority of Fortune 500 companies, FranklinCovey has identified four basic outcomes of greatness. While many organizations show evidence of one or more of these outcomes, all of them are needed. Lacking even one of them, an organization’s ability to grow and flourish is drastically diminished.
Organizational Greatness1. sustained superior
Performance2. loyal customers3. engaged employees4. distinctive contribution
The Challenge of Greatness
“Good” may be good enough for some.
But most of us want more than that.
Something inside us makes us want to be better than good. We want to be part of a team whose members, even years later, will be remembered for what they accomplished. We want to go for greatness!
At FranklinCovey, our passion and mission is to enable greatness in people and organizations everywhere. And we have studied the topic of great performance at perhaps an unprecedented level.
We have been privileged to work with thousands of organizations striving to achieve it. We have gone deep inside the operations of more than 500 of these organizations, examined and synthesized the data from more than 225,000 survey respondents, and worked with and analyzed more than 2,000 work teams. We wanted to understand what constitutes great performance, what gets in the way of it, what conditions are necessary for it, and what a leader’s role is in achieving it.
As a result, we have learned a lot about the topic of organizational greatness and what does and doesn’t matter in getting there. For example:
•The“strategichand”dealttogreatperformerswasnotmaterially different from that dealt to good performers. Great performers simply did more with the hand they were dealt.
•Therearepocketsofgreatperformanceineveryorganization, and the great performers didn’t typically have more basic know-how than good performers. Great performers were simply much more successful at institutionalizing what they did know. They were better at execution; better at reducing inconsistency and getting the middle 60 percent of their operations—their core performers—to operate at levels much closer to that of their top performers.
BOB WHITMAN Chairman and CEO
FranKLinCOVEY
What Is Greatness?
While absolute financial or operating performance is often the only “measure of greatness” people look at, our research shows that great organizations always produce four key “outcomes.” These four outcomes produced by great performers are:
•Sustained superior performance. They succeed financially, or operationally, in both the short and long term—and not just on an absolute basis, but relative to their market potential or the hand they’re dealt.
• Intensely loyal customers. They earn not only the “satisfaction” of their customers, but their true loyalty.
•Highly engaged and loyal employees. The people who work at great organizations are more than satisfied—they are energized and passionate about what they do.
Moving the Middle. Every company has top, middle, and low performers. By leading the “core” (middle 60 percent) of operations toward the top, companies can achieve great results.
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•Distinctive contribution. They do more than “business as usual”—they fulfill a unique mission that sets them apart from the crowd.
These four outcomes are measurable, unmistakable, and attainable by any organization.
The Rewards of Greatness
Why would an organization “go for greatness”? Why not settle for merely being good? What is the value of meeting the greatness challenge?
It turns out that the rewards of achieving this rare level of success are enormous. Great organizations:
• Are50percentmoreprofitablethantheirpeers.
• Growmorethantwiceasfastastheirpeers.
• Wintheloyaltyofallstakeholders,whichmakesiteasier to continue to win in the future.
Beyond these rewards, there is something deeper and more meaningful: the reward that comes only to those who have truly paid the price to excel.
Bob Whitman,Chairman and CEO, FranklinCovey
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Why FranklinCovey?
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sT
franklincovey
Traditionalconsulting
R e s u l T s
Traditional Training
Typically, when organizations look for help to implement strategy or improvements, they hire management-consulting firms or look to traditional training solutions. The problem is, not only is traditional consulting costly, it typically only impacts upper management and seldom changes behavior in the rank and file of the organization. On the other hand, traditional training is much less expensive; however, it too often becomes yet another “program of the month” and makes no significant impact on results. FranklinCovey offers a third alternative—a unique blend of training and consulting that produces high-impact results at a relatively low cost.
What Makes franklincovey distinctive?
How’s franklincovey different from Traditional Training?
• Solutionsbasedontimeless,universal principles.
• Superiortrainingexperienceforparticipantsthatconnectsbothintellectually and emotionally.
• Thehighest-quality,award-winning training offerings in the world.
• Curriculumsupportedbyextensiveinvestmentsannuallyin research and development.
• Contentbasedonbest-sellingbusinessbooksthattogetherhave sold over 32 million copies worldwide.
How’s franklincovey different from Traditional consulting?
• Aprocessthattransferscapabilityandeliminateslong-term consulting dependence.
• Broad-applicationsolutionsthrough every level of the organization,notexclusivelysenior leadership.
• Auniqueapproachofcertifyingmanagers to drive results at the business-unitlevel.
• Aquantifiableconsultingprocessthat integrates metrics and measures throughout its design.
• Replicablemethodologythatspecificallydealswith“howtoget things done.”
BeHAvIOR
ResulTs
pRINcIples
pARAdIGMs
see
dOGeT
paradigms and principlesTheresultsyouGETcomefromwhat you dO. in turn, what you DOisbasedonhowyouSEEthe world around you—your “paradigm.” When your paradigms are in line with correct principles, youbehavedifferentlyandgetbetterresults.
frankincovey’s solutions Help people see differently: The first step to change
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FranklinCovey(NYSE:FC)isagloballeaderineffectivenesstraining,productivitytools,strategyexecution,andassessmentservicesfororganizationsandindividuals.FranklinCoveyhelpscompaniessucceedbyunleashingthepoweroftheirworkforcestofocusandexecuteontopbusinesspriorities.Clientsinclude90percentoftheFortune 100, more than 75 percent of the Fortune 500, and thousands of small and mid-sizedbusinesses,aswellasnumerousgovernmententitiesandeducationalinstitutions.OrganizationsandindividualsaccessFranklinCoveyproductsandservicesthroughcorporatetrainingandconsulting,licensedclientfacilitators,one-on-onecoaching,publicworkshops,catalogs,retailstores,andwww.franklincovey.com. FranklinCoveyhasnearly1,500associatesprovidingprofessionalservicesandproductsin over 140 countries.
FranklinCovey AGlobalCompany
1990 International offices are established by the Franklin Institute and Covey Leadership Center.
1984 The Franklin Institute is founded to offer training and consulting services. The first Franklin Day Planner is printed.
Our History
1989 The 7 Habits of Highly Effective Peopleispublished,
and Covey Leadership Center is founded.
1992 The Franklin Institute changes its name to Franklin Quest, files for initial public offering, and is listed on the New York Stock Exchange.
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2006 The 7 Habits of Highly Effective People reaches 275 weeks on The New York Times best-seller list. The book has been translated into 36 languages and was voted the most influential business book of the 20th century.
Global capability Withdirectofficesandlicenseesrepresentingvirtuallyeverymajorgeographicalregion,FranklinCoveyoperatesinmorethan140countriesandconductsbusinessinmorethan30languages. Our drive for greatness is universal.
2007 FranklinCovey launches its Leadership: Great Leaders, Great Teams, Great Results solution.
2007 More than 5 million people throughout the world use the FranklinCovey Planning System, either paper or electronic.
1997FranklinQuestand Covey Leadership Center merge, creating FranklinCoveyCompany.
2003 FranklinCovey launches its Focus and Execution solution, including its
xQ (Execution Quotient) assessment and The 4 Disciplines of Execution.
2004 The 8th Habit: From Effectiveness to
GreatnessbyStephenR.Coveyispublished.
2002 FranklinCoveyenters its 100th country,
makingittheworld’sforemostglobaltraining
andconsultingfirm.
2005 FranklinCovey expands globally,
opening its 11th office in India and its 4th
office in China.
1. commitment to principles. We are passionate aboutourcontentandstrivetobemodelsoftheprinciples and practices we teach.
2. lasting customer Impact. We are relentless aboutdeliveringonourpromise to our customers. Our success comes only with their success.
3. Respect for the Whole person. We value each other and treat each person withwhomweworkasatrue partner.
4. profitable Growth. We embraceprofitabilityandgrowthasthelifebloodofour organization; they give usthefreedomtofulfillourmission and vision.
Webelieve:1.Peopleareinherentlycapable,aspiretogreatness,andhavethe
power to choose.
2. Principles are timeless and universal, and are the foundation for lasting effectiveness.
3.Leadershipisachoice,builtfromtheinsideoutonafoundationofcharacter.Greatleadersunleashthecollectivetalentandpassion of people toward the right goal.
4.Habitsofeffectivenesscomeonlyfromthecommitteduseofintegrated processes and tools.
5.Sustainedsuperiorperformancerequiresafocusonachievingresultsandonbuildingcapability.
Our foundational Beliefs
Our values
Our MissionWeenablegreatnessinpeopleandorganizationseverywhere.
Our visionOurvisionistoprofoundlyimpactthewaybillionsofpeoplethroughouttheworldlive,work, and achieve their own great purposes.
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How do you achieve greatness?
Great leaders
Leaderswho:1. inspire trust.2. Clarify purpose.3. align systems.4. Unleash talent.
effective Individuals
Individualswho:1. are focused and disciplined.2. are trustworthy.3.Possessgoodbusinessjudgment.4. are proactive in attitude
and actions.5.Workwellwithothers.6. are good listeners and
communicators.
Institutionalized focus and execution
Organizational processes and disciplinesthatcreate:1. Clarity2. Commitment3.Translation4.Enabling5.Synergy6.Accountability
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Organizational Greatness
Anorganizationthatposesses:1.SustainedSuperiorPerformance2. Loyal Customers3. Engaged Employees4.DistinctiveContribution
To build a great organization, you need great leaders and effective people who execute the organization’s mission with excellence.
• Greatleaderswhoinspiretrustareessential.Withoutthem,thereisnovisionofwheretogo—norstrategynorsystemsforgettingthere.Butgreatleadersaren’tenough.
• Effectiveindividualsareessential.Withouteffectivepeople,theorganizationisdestinedformediocrityorworse.Buteffectiveindividualsaren’tenough.
• Withoutasharedprocessforfocusingonandexecutingtheorganization’smission,themostinspiredandcapablepeoplefallshortofgreatness.Butwithsuchaprocess,great people can build something important and enduring.
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FranklinCovey SolutionsToday’s Challenges
The Individual-effectiveness challengeJobsgetcut.Resourcesareeliminated.Buttheworkremains.Today’semployeesareexpectedtoputinmoreandmoretimejusttomaintainacceptableproductivity.It’smoreforless.Considerthesechallenges:
• longer workdays.U.S.workersworkthreeweekslonger per year than 20 years ago.
• Heavier work loads. 53% say they are “overwhelmed” atworkand,becauseoftechnology,areneverreally“offthejob.”
• Information overload on the average worker. 75billione-mailmessagesaresenteachday.
• The communication gap. When surveyed, only 46% of respondentsstatethatteammembersdiscusstoughissuescandidlyandonly32%believetheirteamsactivelyseekoutdifferingviewpoints.
The execution challenge Executionremainsthegreatunaddressedissueinorganizationstoday.Considerthesechallenges:
• Weak performance.Onaverage,only13%ofpubliccompaniesintheUnitedStatesmeetyearlyfinancialexpectations.
• failed strategies. 70% of strategic initiatives either failorareabandoned.
• lack of alignment.Only19%ofworkerssaytheycaneffectivelytranslatethecompany’stopgoalsintotheworktheydo.
The leadership challengeThe Knowledge Worker Age needs great leaders who engage people’s heads and hearts, not just their hands. But most leaders still use Industrial Age management practices. consider these challenges:
• succession crisis. By2018,60%ofexperiencedU.S.leaderswillleavetheworkforce.
• underused talent.Over50%ofworkerssaytheyhave“far more talent, intelligence, and creativity” than theirjobsallowthemtouse.
• Weak management skills. Thenumberonereasonpeopleleavetheirjobsisbecauseofapoorrelationship with their manager.
LQ™ (Leadership Quotient)LQ is a 360° assessment survey that measures how well leaders practice the 4 Imperatives of Great Leaders: inspire trust, clarify purpose, align systems, and unleash talent. LQ includes a pre- and post-assessment.
LEADERSHIP: Great Leaders, Great Teams, Great Results™Equip your leaders and managers with the mind-set, skill-set, and tool-set necessary to unleash the talent and capability of their teams to achieve your organization’s highest priorities.
Great leaders
The 7 Habits® Benchmark AssessmentA 360° assessment that measures personal and interpersonal effectiveness. Includes a detailed action plan.
The 7 Habits® Signature ProgramSet the foundation for professional effectiveness—increasing productivity, restoring balance, and developing greater maturity and responsibility.
The 7 Habits Maximizer™Attend a workplace-focused renewal program for 7 Habits alumni.
The 7 Habits for Associates™Learn the 7 Habits core concepts in a one-day format for hourly or frontline employees. Includes self-assessments.
effective Individuals
xQ® (Execution Quotient) Assessment ServiceGauge how well your organization focuses on key priorities and guides improvement at the individual, team, and organizational levels.
The 4 Disciplines of Execution™: Manager CertificationCreate a culture of execution through certifying all of your managers in a process that equips them to become execution “experts.”
Institutionalized focus and execution
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The 7 Habits for Managers™Use the 7 Habits to help new and experienced managers meet today’s management challenges including conflict resolution, performance management, accountability, trust, execution of goals and strategy, and collaboration.
Executive Leadership SummitPrepare executives to lead effectively in the Knowledge Worker Age. This five-day retreat is FranklinCovey’s premier senior-level leadership-development program.
Sales Leadership CoachingPrepare sales leaders to excel at their three roles—Plan Leader, Deal Facilitator, and Talent Accelerator—and help their sales force deliver sustained superior results.
LEADERSHIP: FoundationsA one-day workshop, Leadership: Foundations will help you prepare future leaders in your organization to take on expanded roles and responsibilities.
LEADERSHIP: Great Leaders, Great Teams, Great Results™ for the Public SectorBased on FranklinCovey’s Leadership program, this version has been tailored to specifically address the unique needs of leaders in government, education, and nonprofit agencies.
Writing Advantage® and Technical Writing Advantage™Learn business-writing standards that yield clear, well-crafted documents.
Presentation Advantage®Present with credibility, engage audiences, and ensure delivery of your message.
Meeting Advantage™Hold high-focus meetings with increased accountability and productivity.
Helping Clients Succeed™Transform salespeople into trusted business advisors who are maniacal about helping clients succeed and delivering lasting sales results.
FOCUS™: Achieving Your Highest PrioritiesHelp employees clarify, focus on, and execute their highest priorities based on the FranklinCovey Planning System. Includes the FOCUS pre and post self-assessment.
FOCUS for Microsoft® Outlook® and IBM Lotus Notes®Integrate FranklinCovey’s productivity and time-management principles with Microsoft Outlook or IBM Lotus Notes.
Championing Diversity™Leverage diverse contributions and experiences to maximize your work force’s creativity.
Project Management™Employ a proven four-step decision-making process to improve focus and execution on projects.
What the CEO Wants You to Know: Building Business Acumen Educate employees on financial concepts crucial to building a successful organization.
Sales Execution Consulting and CoachingDevelop disciplined and consistent sales execution at the organizational, leadership, and individual levels to dramatically improve sales performance.
The 4 Disciplines of Execution™: Team Work SessionHelp a specific team achieve a high-priority goal or objective and deliver breakthrough results.
The 4 Disciplines of Execution™: Skills WorkshopTeach your employees the foundational skills and principles underlying the 4 Disciplines.
Institutionalized focus and execution
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Great leaders
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“Leadership is communicating to people their worth and potential so clearly that they come to see it in themselves.”
—Dr. Stephen R. Covey, The 8th Habit
Anyonecantellyouthereisacleardifferencebetweengreatleadersandcompetentmanagers.Butnoteveryoneagreesonthedefinitionofagreatleader.Aregreatleadersmeasuredbytheresultsthey’veachieved?Thescopeoftheirresponsibilities?Theirefficiency?Whateverthestandardsofjudgingleadershavebeen,they’rechanging.IntheKnowledgeWorkerAge,leaderswillnotjustbeevaluatedbyachievement,butbythetrusttheyengenderandthesystemstheyimplementtoensurelong-termsuccess.Leaderswillbeassessedbytheirabilitytodefineclearpurposesandunleashtheuniquecontributionofeachmemberoftheirworkforcetowardthoseobjectives.FranklinCovey’sleadershipsolutionswillhelporganizationsinstillaKnowledgeWorkerAgeleadershipframework,creatinganenvironmentinwhicheverydaycompetencycanbetransformedintotruegreatness.
Great Leaders
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Great leaders
WeareinatransitionfromtheIndustrialAge—whenleaderswereauthoritarian,bureaucratic,andcontrolling—totheKnowledgeWorkerAge.PeterDruckersumsitupthisway:“Untilveryrecently,itwastakenforgrantedthatmostpeopleweresubordinateswhodidastheyweretold.Theadventoftheknowledgeworkerischangingthis,andfast….Andforthischange,managementistotallyunprepared.”Workerstodayseethemselvesasvolunteers.Theyarebettereducatedandhavefarmorechoicesaboutwheretoinvesttheirenergies.Thegreatleaderistheonewhocanunleashratherthanrepressthoseenergies.
franklincovey leadership solutions
• Developleaderswhocanunleashthetalentoftheirteamstowardyourorganization’shighestpriorities.
• Buildasolidfoundationofcompetenciesthatwillhelpyourmanagersachieveunprecedentedresults.
• Createacultureoftrustthatwillfuelprofitability,growth,andproductivity.
• Establishenduringsystemsthatensuresuccesslongafteryourleadershavemovedon.
Four Chronic Problems of Industrial Age Leadership. Can Industrial Age Leaders Cope With Challenges Like These?1. Trust in leaders at historic lows. Just when the payoff for trust
was never higher, we have wary customers, hesitant partners, a cynical public, and suspicious employees.
2. Strategic uncertainty. Challenges that once took years to materialize now arise overnight; competitive advantages vanish, governments vie for capital and talent; hyper-paced technological change means that someone on the other side of the world just turned your business on its head.
3. An ominous shortage of experienced leadership. In some organizations, throngs of leaders are retiring; other rapidly growing companies lack qualified leaders. The result? Inconsistent execution, weak decisions, unfulfilled people, and missed opportunities.
4. The war for talent. Just when the right idea can change an industry, knowledge and creativity are at a premium—and totally mobile. People no longer satisfied with just showing up want to make a difference. The best people hire their employers. The contribution motivates more than the paycheck.
Count the Cost of Industrial Age LeadershipIn the Industrial Age, leaders could get by with authoritarian, top-down approaches to getting things done. In today’s Knowledge Worker Age, such approaches are painfully inadequate.
Knowledge workers need more. They want:
• Tomakeacontributionthatisvalued.
• Todoworkthatispurposeful.
• Toworkinsynergywithothers,creatingnewandbetterwaysof doing things.
• Tounleashtheirpotentialtoachieve.
The Need for New LeadershipAs the succession crisis in leadership worsens, as the challenges of growth stretch the capacity of business and governmental leaders everywhere, we can no longer afford Industrial Age leadership.
challenge:Today’s leaders are facing a fundamental shift in the nature of leadership.
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The Whole-person paradigm•Themind:creativeworkthat
leads to personal growth.•Theheart:considerationanda
senseofbelonging.•Thebody:adequate
compensation and rewards.•Thespirit:acompelling
purpose to serve.
The 4 Imperatives of Great leaders. Leaders who livebythese4ImperativesovercomethefourchronicproblemsofIndustrialAgeleadershipandengagethefull talent of the people they lead.
Greatleadershipstartswiththeseprinciples:thatpeoplearecapableofgreatness,thattheycanmakedramaticcontributions,andthattheyoffertheirbestwhenleaderslivebythe4imperativesofGreatLeadersintheKnowledgeWorkerAge:
1. Inspire trust. Greatleaderscreatepersonalcredibilityandearnthelegitimate trust of others.
2. clarify purpose. Greatleadersworkeffectivelywithotherstocreatea clear and compelling purpose that is focused on customer needs—strategicallyalignedandfinanciallyviable.
3. Align systems. Greatleadersbuildtheorganization’scapabilitytoconsistentlyachieveitsgoals,attractandretaintalent,improveworkprocesses, and develop intense customer loyalty.
4. unleash talent.Greatleaderstapthefullpotentialoftheindividual,respecting the four dimensions of the whole person. if leaders neglect anyofthesefourneedareas,theyturnpeopleintoobjectsthatmustbemanaged, not motivated; controlled, not unleashed.
“ I’d rather be in front leading everyone with a banner than behind them driving them with a whip”
—JohnWooden,winningbasketballcoach,UCLA1948–1975,andauthorofWooden on Leadership
solution:LeadershipforaKnowledgeWorkerAge
drawing from the world’s best leadership experts, franklincovey’s Leadership curriculum and award-winning videos feature the very latest from our own research and thinking, as well as the best from other outstanding leadership experts including:•JackWelch,Winning•FredReichheld,The Ultimate Question•ClaytonChristensen,The Innovator’s Solution•StephenCovey,The 8th Habit•StephenM.R.Covey,The Speed of Trust•RamCharan,What the CEO Wants You to Know
BODYHEART
MIND
SPIRIT
ALIGN SYSTEMS
UNLEASHTALENT
CLARIFY PURPOSE
INSPIRETRUST
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pReWORK leARNING
leadershipWorkshop(20 hours)
www.leadershipcontract.com(12 months)
lQ1
LQSurvey1
LQ2 Report for John Doe
When it comes to building credibility and trust, John Doe…
LQ (Leadership Quotient)
You can’t close a gap unless you can measure it. FranklinCovey’s Leadership Quotient (LQ) assessment measures your leaders’ capability and capacity to lead based on the 4 Imperatives of Great Leaders. This self-administered, online 360° assessment provides a roadmap for participants in the program to follow as they focus on specific areas for improvement.
Leadership: Great Leaders, Great Teams, Great Results FranklinCovey’s flagship leadership-development program helps leaders develop the mind-set, skill-set, and tool-set required to unleash the talent and capability of their teams and achieve the organization’s highest priorities.
3. Align Systems • Buildtheorganization’scapabilityto
consistentlyachieveitsgoals,attractandretaintalent,improveworkprocesses,anddevelopintensecustomerloyalty.
• Createanenduringlegacyofperformancethatlastsbeyondanyparticularleader.
4. Unleash Talent• Tapfullyintotheuniquetalents,passion,
andeffortsofeachindividualontheteam.• Channelthenewfoundenergyoftheteam
towardachievingtheorganization’smostimportantpurposes.
Leadership: Great Leaders, Great Teams, Great Results: For the Public SectorThisisFranklinCovey’sLeadershipprogramwithspecificapplicationforgovernment,education,andnonprofitagencies.
Participants will learn the 4 imperatives of GreatLeaders:
1. Inspire Trust • Increaseinfluenceandcredibilitywith
direct reports, peers, and superiors.• Increasethespeedofexecutionand
decrease the tremendous costs of mistrust.
2. clarify purpose • Createaclearandcompellingpurpose
that is focused on customer needs—strategicallyalignedandfinanciallyviable.
• Engagethebestthinkingofothersto create a shared vision and purpose thatpeopleconsidertobeworththeirfinestefforts.
Great leaders
L e a d e r s h i p : G r E a T L E a d E r S , G r E a T T E a m S , G r E a T r E S U L T S P r O C E S S
leadership products & solutions
Developing Great Leaders
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leadership contract
IMpleMeNTATION ReAssessMeNT
Executive Leadership SummitIn Executive Leadership Summit, senior leaders focus in a retreat-like setting on how to build a great organization. Over five days, executives personally interact with world-renowned leadership experts, as well as “practitioner” counterparts from other organizations as they explore the definition of leadership greatness and gain new tools and insights into how to achieve it. Through networking activities, peer-to-peer discussions, and team-building exercises, participants work toward real solutions to the challenge of greatness. Facilitated by FranklinCovey’s most senior consultants, Executive Leadership Summit strikes the perfect balance between the practical and the aspirational, between reflection and roll-up-your-sleeves application.
LQSurvey2(6 months)
lQ2
The 7 Habits for Managers The 7 Habits for Managers workshop helps managers and leaders attain a solid foundation of essential management competencies. Using the 7 Habits as a framework, this tools-oriented program helps managers develop the skills to solve the management challenges they face every day, including:• Improvingresourcefulnessand
encouraging associates to take initiative.• Definingandmakingacontribution.• Prioritizingworkaroundthemost
important goals.• ManagingperformancethroughWin-Win
PerformanceAgreements.• Givingconstructivefeedbackto
employees.• Surfacingbestideasandsolutions.• Developingteamsandindividual
employees.
Leadership Foundations: For Emerging LeadersLeadership Foundations prepares future leaders to take on expanded roles and responsibilities. With an introduction to the 4 Imperatives of Great Leaders, high-potential employees and informal leaders gain skills that will help them make a greater contribution to the organization as they grow and mature. This one-day program is ideally suited for project leaders, supervisors, and high-potential individual contributors.
Sales Leadership CoachingSales leaders are under constant pressure to deliver sustained, superior revenues. Learn how to excel in three vital roles: Plan Leader, Deal Facilitator, and Talent Accelerator. FranklinCovey’s distinctive Sales Performance Group helps you develop the right sales strategies, tactics, processes, and skills to help your clients and sales force succeed with win-win results.
Report-Out(3 months)
RepORT-OuT
“I just wrapped up training my VPs and some of their direct reports. It was fantastic. We were able to define what matters most and what jobs should be done. I love the step-by-step process, and the videos really cement the principles. I hope to be able to train at least 200–300additionalkeypeopleatSwiftinFranklinCovey’sLeadership program.”
—Richard Stocking, executive vice-president, Swift Transportation
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effective Individuals
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“Even when the urgent is good, the good can keep you from your best, keep you from your unique contribution, if you let it.”
—Dr. Stephen R. Covey
Thesuccessofanyorganizationrestssolidlyonthecapabilitiesofthoseindividualstaskedwithdoingthework.Butwhathappenswhenemployees’bestintentionsarederailedbythemyriadofdistractionsthatsurfaceeveryday—theunexpectedurgencies,thedemandsfromco-workersandcustomers,theendlessvoicemailsande-mails?Orworse,whathappenswhenindividualsaren’tsurewhattheyshouldbefocusedon,orhowtheirworkcontributestothemissionoftheorganization?FranklinCovey’sindividual-effectivenesssolutionswillhelporganizationsbuildthecapacityofeachpersonintheworkforcetofocusdailyoncriticalpriorities,buildproductiveinterpersonalrelationships,communicateeffectively,andachieveunparalleled professional and personal results.
Effective Individuals
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Neverhasindividualeffectivenessbeenmoreimportant.Workersmustdomorewithless;organizationsareflattening;virtualteamsarenowcommonplace.Inshort,thenatureofworkhasshifted.
Thechallengenowistohelppeoplewiththepotentialforgreatnesstorealizetheirpotential—tostepuptoaneweraofentrepreneurialismandglobalcompetition—andmakethegreatcontributiontheyarecapableofmaking.
Count the Cost of IneffectivenessConsider the price paid by an organization when:
• Onlyhalfthepeopleshowinitiative.
• Fewerthanhalffeeltheycantalkcandidlyabouttoughissues.
• Onlyathirdofthepeoplehaveindividualworkgoals.
• Onlyathirdplanhowtousetheirtime.
• Onlyathirdarethinkingabouthowtoimprovetheirperformance.
• Peoplespendtwoofeveryfivehoursonunimportantmatters—otherpeople’sissues,internalbureaucracies,hiddenagendas,politics,ordepartmentalandinterpersonalconflict.
Why Individual Effectiveness MattersFranklinCovey recently surveyed a representative sampling of more than 12,000 workers in North America to find out if people perceive an “effectiveness gap” in their organizations. Here are a few of the survey questions and some telling results:
In my organization… Percentage Who Agree
• Peopletaketheinitiativeto get the job done. 54%
• Wediscusstoughissuescandidly. 46%
• Wedonotundermineeachother. 37%
• Peopleavoidblamingothers whenthingsgowrong. 30%
In my own work… Percentage Who Agree
• Myworkgoalsarewrittendown. 33%
• Itaketimeeachworkdayto identify and schedule activities aroundourmostimportantgoals. 36%
• Iplanactivitiesthatallowmeto continuouslyimprovemyperformance. 34%
• Ispend[percentageofworktime] onthemostimportantgoalsofmyunit. 60%
effective Individuals
challenge:We have entered a time of unprecedented change in how people work.
franklincovey Individual-effectiveness solutions
• Leverageover20yearsofFranklinCovey’sexpertiseinhelpingmillionsofindividualsimprovetheireffectiveness.
• Equipyourworkerswiththefoundationalcapabilitiestheyneedinordertobeeffectiveintoday’sworld.
• Achievesuccessthroughindividualswhoarepersonallydisciplinedandfocusedonachievingyourtopobjectives.
• Buildindividualeffectivenessthroughtimelessprinciplesandpracticaltools.
• Improveyourorganizationasemployeesimprovetheircapabilities.
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Three steps to Weekly planning1. review roles.2.Choosebigrocks.3.Scheduletheweek.
Three steps to daily planning1.Checktoday’sappointments.2.Makearealisticlist.3. Prioritize (aBC, 123).
For 25 years, FranklinCovey has helped millions to become more effective in their work and personal lives. Based on a methodology of weekly and daily planning connected to their values, our approach is simple: We help people change from the inside out, not from the outside in.
We base our solutions on timeless, proven principles like focus, trust, integrity, initiative, and resourcefulness. As people change their paradigms in light of these principles, they become highly effective.
• Theyarefocusedanddisciplined.• Theyaretrustworthy.• Theypossessgoodbusinessjudgment.• Theyareproactiveinattitudeandaction.• Theyworkwellwithothersandareteamplayers.• Theyaregoodlistenersandcommunicators.
The Productivity PyramidTherearefourstepstofocusingyourtimeonwhatyouvaluemostandwhatyouwanttoaccomplish.Thesesteps will help you establish an enduring, values-based foundation for everything you do.
1. Identify values.
2. Set goals.
3. Plan weekly.
4. Plan daily.
The Time Matrix™Effective people are deeply aware of how they invest their time:I. The quadrant of necessity. Tasks that must be done now.II. The quadrant of effectiveness. Tasks at the heart of
effective personal management.III. The quadrant of deception. Urgent tasks that appear to be
important, but are not—and are hard to say no to.IV. The quadrant of waste and excess. Activities that do not
refresh or renew, but simply waste time.
The 7 Habits of Highly Effective People®1. Be Proactive®2. Begin With the End in Mind®3. Put First Things First®4. Think Win-Win®5. Seek First to Understand, Then to Be Understood®6. Synergize®7. Sharpen the Saw®
solution:Highly Effective People
Becoming effectiveEffectiveindividualswintwovictoriesinlife:aPrivateVictorywhentheylearnself-masteryandself-discipline,andaPublicVictorywhentheybuilddeepandenduringrelationshipswithothers.Astheypracticethe7Habits,theymovefrombeingdependentonotherstoindependenceandfinallytointerdependence,wheretheyreaptherewardsofsuperbcooperationandcollaboration.
uRGeNT NOT uRGeNT
IMpO
RTAN
TN
OT I
MpO
RTAN
T
•Crises•Pressingproblems•Deadline-drivenprojects,meetings,reports
•Needlessinterruptions•Unnecessaryreports•Unimportantmeetingsphonecalls,mails,e-mail
•Otherpeople’sminorissues
I
III
•Preparation•Prevention•Planning•Relationshipbuilding•Re-creation
II
•Trivia,busywork•Irrelevantphonecalls,mail,e-mail
•Time-wasters•“Escape”activities•ExcessiveTV,Internet,relaxation
IV
INTeRdepeNdeNce
depeNdeNce
INdepeNdeNce
5 643
1 2
5 643
1 2
puBlIc vIcTORy
pRIvATe vIcTORy
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The 7 Habits Benchmark™ AssessmentThe 7 Habits Benchmark is a 360° assessment tool that measures individual effectiveness and provides an action-oriented approach to personal development.• Individualsseek360°feedbackfrom
managers, peers, and direct reports, indicating top strengths as well as areas for improvement.
• ARe-Benchmarkisavailableforrespondents to rate the participant’s effectivenessasperceived“before”and“after”theworkshop.
The 7 Habits® Signature ProgramThe timeless principles taught in this three-day program transform participants with profound lessons in personal change that help them attain their full potential at workandinlife.Attendeeslearnto:• Takeinitiative.• Definemission,vision,andvalues.• Balancekeypriorities.• Buildproductiverelationships.• Improveinterpersonal
communication.• Leveragecreativecollaboration.• Achievelifebalance.
The 7 Habits for Associates™The concepts taught in this one-day introductory workshop allow your organization to develop a common framework for improving the character and capacity of your work force by:• Increasingretentionrates.• Improvingteamwork.• Improvingalignmentbetweenwork
activitiesandmissionandgoals.• Increasingproductivity.
The 7 Habits Maximizer™This renewal workshop is a one-day experience for past participants of other 7 Habitsworkshops.Thisworkshopencourages participants to:• Increaseimpactintheircurrentrole.• Gaingreaterinfluenceoverimportant
projectsandinitiatives.• Strengthenrelationshipsatwork.• Achievehealthywork/lifebalance.
FOCUS™: Achieving Your Highest PrioritiesThis one-day time-management workshop teaches productivity skills integrated with a powerful planning system. It helps employees clarify, focus on, and execute their highest priorities—personally and professionally. Individuals learn how to:• Applyagoal-settingprocessthatgets
results.• Focusdailywithareliableplanning
system.• Achievebalanceandrenewaltoavoid
burnout.• Gaincontrolofcompetingdemands.• Reducestressbyeliminatinglow-priority
activities and distractions.
FOCUS for Microsoft® Outlook®
This practical, how-to workshop shows attendees how to implement FranklinCovey’sproventime-managementskills using Microsoft Outlook.
FOCUS for IBM® Lotus Notes®
This practical, how-to workshop shows attendees how to implement FranklinCovey’sproventime-managementskills using IBM Lotus Notes.
Individual effectiveness products & solutions
Developing Effective Individuals
effective Individuals
AssessMeNT
The 7 Habits 360°
Benchmark
T H e 7 h a b i t s s i g n a t u r e p R O c e s s
The 7 Habits Benchmark Assessment
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“ FranklinCovey provides an empowering philosophy for life that is also the best guarantee of success in business…a perfect blend of wisdom, compassion, and practical experience.”
—Rosabeth Moss Kanter, editor, Harvard Business Review, and author of Confidence
IMpleMeNTATION ReAssessMeNTleARNING
(20 hours)
The 7 HabitsWorkshop
The 7 Habits 360°
Benchmark
T H e 7 h a b i t s s i g n a t u r e p R O c e s s
The 7 Habits contract(7Weeks)
The 7 Habits Maximizer
Championing Diversity™This workshop helps participants go beyond tolerance to actively seek out and leverage differences in order to achieve better, sustained results. This one-day program builds the capability of your employees to work together in new and productive ways by:• Increasingcreativity.• Improvinginnovation.• Strengtheningcollaboration.• Buildingdeepertrust.• Increasingunderstanding.
Project Management™During this one-day or two-day training, attendees learn to complete projects on time, on budget, and within scope. Participants acquire the skills to:• Implementaproject-management
process.• Createaclearvisionstatementthat
reflects key stakeholder buy-in.• Breakprojectsintosmallpiecesto
create a plan and a timeline. • Coordinateprojectworkloadwithweekly
and daily schedules.• Evaluatesuccessandidentifyfuture
improvements.
Meeting Advantage™This skills-based workshop helps workers plan meetings effectively and productively, ending with clear action steps. Participants learn to:• Applyfrontloadingtechniquestoensure
clear objectives.• Keepameetingfocusedandmoving.• Usepracticalfollow-throughskillsfor
building a pattern of accountability.
Presentation Advantage®
Business today is strongly influenced by presentations. From internal employee presentations to high-profile sales deals, successful presenters must connect with their audience, powerfully make their points, and motivate listeners to action. Participants learn to: • Designbrilliantpresentationsand
deliver them with confidence. • Understandnonverbalcommunication
to increase participation.• Createpowerfulvisualstoreinforce
main points.
Writing Advantage®
Many professionals spend hours struggling to communicate important information inwriting.Unfortunately,mostbusinesswriting today suffers from poor structure andmuddylanguage.Attendeeslearnto:
• Implementafour-stepprocesstocreatewritingthatcutsthroughclutter.
• Writefasterwithmoreclarity.• Reviseandfine-tunedocuments.
Technical Writing Advantage™Thisworkshophelpsindividualsreducetheerrorsofpoorlycrafteddocumentsandincreasetheirimpact.Fromwhitepaperstowebsitestoannualreports,participantscomeawayknowinghowto:• Reduceexpensiverewrites.• Complywiththe10standardsofdesign.• Transformcomplexconceptsintoclear
sentencesandparagraphs.• Correctgrammar,punctuation,
andspelling.
Helping Clients Succeed™ Sales TrainingFranklinCovey’sSalesPerformanceGroupprovidescommon-sense,principle-basedconsultativesalestrainingfocusedonclientsuccess.Inthisworksession,salesprofessionalsbringtheirowndealstoworkonandlearnhowtounderstandclientneeds,buildtrust,andcreateexactsolutions.Keyskillstaught:• Initiating,qualifying,andconverting
salesopportunities.• Negotiatingforwin-winresults.• Makingeffectivesalespresentations.
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focus and execution
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“The#1reasonleadersfail:70percentofstrategicfailuresaredue to poor execution of leadership. It’s rarely for lack of smarts or vision.”
—Ram Charan, Execution: The Discipline of Getting Things Done
Ithasbeensaidthatamediocrestrategythatiswell-executedisinfinitelymorevaluablethan a great strategy that sits on a shelf. Unfortunately, studies have shown that organizationalfailureisprimarilycausedbytheinabilitytoexecute—alackofclarityonkeygoals,vagueindicatorsofsuccess,andlowlevelsofaccountability.Buteveryorganizationhaspocketsofgreatexecution—a“top20percent”ofperformersineachteam, in each division. What would happen if you could move the “middle 60 percent” sotheywereachievingthesameresultsasthetop20percent?FranklinCoveycanhelporganizations “move the middle” of performance through a proven process of measuring executioncapability,definingcriticalobjectives,establishingclearsuccessmeasures,andcreatinganongoingcadenceofaccountability.
Focus and Execution
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Itisevenmoreimportantthanhavingagreatstrategyinthefirstplace.Toomanygoodleadersfallshortoftheirmostimportantgoalsforlackofaninstitutionalizedexecutionprocessthatbringsresults.Now,imaginethepowerofanorganizationwhereeveryoneknowsthegoalandhowtoachieveitwithexcellence!
Why Execution Breaks Down There are four main reasons why execution breaks down:
1. People don’t know the goal. Our research shows that only 15 percent of employees actually know their organization’s most important goals. There are either no goals or too many goals—or people aren’t sure which goals matter most.
2. People don’t know what to do about the goals. It’s one thing to know a goal—it’s quite another to know what to do to achieve it. Too many people are excited about the strategy, wanting to contribute, but are unsure what role to play.
3. People don’t know “the score.” Most workers don’t know what the key measures of success are. Although mired in data, they can’t tell if they are winning or not—or what they must do differently from day to day to win in the end.
4. People aren’t accountable for the goals. Fewer than 12 percent of workers meet with a manager even monthly to talk about progress on key goals. Accountability falters and people are left wondering what to do.
As a result of these breakdowns in execution, people are caught up in a whirlwind of “busyness”—trying hard to make a difference, to contribute something that someone will care about—while the most important organizational priorities get lost in a storm of demands that ultimately count for little.
challenge:Executing strategic goals is potentially the greatest challenge facing any organization.
franklincovey focus and execution solutions
• Everyperson,toptobottom,understandswhatheorsheneedstodotoaccomplishthecompany’smostimportantgoals.
• Eachteamidentifiesandactsonthecriticalactivitiesthatwillpredictgoalachievement.
• Everyleadercontrolsasimple,provensystemfordrivingaccountability.
• Everyperson’sperformancebecomestransparent,andthereforecanberewardedand/orimproved.
Be
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focus and execution
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cReATe A cAdeNce Of
AccOuNTABIlITy
Four foundational disciplines are essential for overcoming commonexecutionbreakdownsandcreatingacultureofexecution.Atalllevels,greatnessdemandsteamswhopracticethesefourdisciplines:
1. focus on the Wildly Important. Everyone on the team is crystalclearaboutandcommittedtothefewabsolutetopprioritiesthatdefinesuccess.The“WildlyImportantGoal”(WIG)istheonethatmustbeachieved,ornothingelseyouachieve really matters much.
2. Act on the lead Measures.Everyoneknowsandcommitstoafew“80/20”activitiesthatwillhavethemostimpact;thentheyuse“leadmeasures”totrackthoseactivitiesrelentlessly.
3. Keep a compelling scoreboard.Everyoneknowsthecriticalmeasures of success and, at every moment, if they are winningornot.Acompellingscoreboardmotivatespeopletowin.
4. create a cadence of Accountability. Everyone accounts frequentlyandregularlyforprogresstowardthegoals.Everyteamengagesinasimpleweekly“WIGSession”totracksuccesses,analyzefailures,and“course-correct”asnecessary.
These4 disciplinesadduptotheultimateperformance-management system.
solution:Institutionalized Focus and Execution
“Many people regard execution as detail work that’s beneath the dignity of a business leader. That’s wrong…it’s a leader’s most important job.”
—Larry Bossidy, former CEO, Honeywell, Inc.
Our ApproachYou can affect your organization’s execution capability in three ways:
Institutionalized Focus and Execution
1. Real organizational impact. Create a culture of greatness by transforming managers into execution experts who consistently deliver results.
2. Team results. Embed an execution operating system within a team that must achieve a critical strategic objective.
Open-Enrollment Training
3. Skill building. Build individual competency to identify and execute critical work goals.
The 4 disciples of execution process. Discipline1isaboutwhatto do; discipline 2, how to do it; discipline 3, what success means; and discipline 4 (which circles the others), an ongoing cycle of accountabilitythatdrivessuccess.
WIG session process. IntheweeklyWIGSession,teammembersaccountforthepreviousweek,reviewthescoreboardtoseewheretheystand,andplantheupcomingweek—allinordertomovetheWildlyImportantGoalsforward.
2
1
3
Clear the path and make com
mitmen
ts
RevIeW scOReBOARdLearn from successes and failures
discipline 3
discipline 1 discipline 2 discipline 4
Keep A cOMpellINGscOReBOARd
fOcus ONTHe WIldlyIMpORTANT
AcT ONTHe leAdMeAsuRes
repo
rt on
last week’s commitments
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Developing a Culture of Execution
xQSurvey1xQDebrief
xQ1
pRepARATION MANAGeR WORK sessION
leadershipconsult
ManagerWork session
xQ® (execution Quotient)ThexQ—a27-question,Web-deliveredsurvey—gaugesyourorganization’sexecutioncapabilitybymeasuringhowsharplyemployeesfocusonandexecutetheorganization’stoppriorities.ThexQServiceisatoolthathelpsmanagersimprovetheconsistencyoftheirexecutionandperformancebymeasuringandaddressingfactorsalignedwiththefollowingsixprinciplesofexecution:• Clarityofgoals• Commitmenttogoals• Translationofgoalsintoaction• Enablingperformancebyremovingbarriers• Synergy,trust,collaboration,communication,andprocesses• Accountabilitytomanagementandtoeachotherforachieving
results
uses for xQ: 1. General Organizational/Team Health Assessment
xQservesasamanagementactiontool.Eachquestionisdefinedbyaseriesofstandardactionsthat,ifidentifiedasbeinglow,canbestrengthenedtoimprovethelevelofexecutionand,inturn,positivelyimpactresults.
2. leadership-change Baseline
ThexQcansatisfyanewleader’sdesireforanunbiasedanonymousassessmentofexistingcapabilityincludingstrengths and areas for improvement.
3. Implementation-failure Gap closure
an unimplemented strategy results in a missed goal. Theprocessprovidesthemeanstouncoverthereasonsforthesefailuresandtakecorrectiveactions.
4. Readiness to Implement a New Approach
xQisapredictoroffuturesuccess.Minimizeyourriskinsettingacriticalobjectiveorembarkingonanewstrategicdirectionbyassessingthecapabilityofyourworkers’abilitytoexecutebeforehand.
focus and execution
THe 4 dIscIplINes Of eXecuTION MANAGeR-ceRTIfIcATION pROcess
focus and execution products & solutions
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The 4 Disciplines of Execution: Team Work Session
This work session embeds an execution process within a work team to achieve a critical result. Teams identify the most important goal, determine the measures of success, and create an action plan and accountability for achieving the goal with excellence.
The 4 Disciplines of Execution: Skills Workshop
Individuals learn the principles and skills associated with each discipline and create their own goals and measures relevant to the organization’s priorities.
Sales Execution Consulting and Coaching Increasing sales is job #1 for any company. The Sales Performance Group at FranklinCovey helps clients master their sales execution by putting your strategies, plans, processes, and skills into action—for dramatic sales improvement and lasting sales growth.
coaching and Implementation
TeAM WORK sessION cOAcHING & IMpleMeNTATION AccOuNTABIlITy
“ FranklinCovey’s 4 Disciplines of Execution is the most powerful methodology available today for translating business strategy into laser-focused action. The gains in productivity, alignment, and personal engagement are simply outstanding.”
—JimHuling,CEO,MATRIXResources,Inc.
Managercertification
Report
xQSurvey2xQDebrief
xQ2Team Work
session
What the CEO Wants You to Know: Building Business Acumen Understanding the five essential elements of business helps employees align their efforts more closely with the organization’s overall business goals.
Cash How it’s generated and why it’s critical.
Margin The importance of making money and being profitable.
Velocity The process through which you turn inventory or capital.
Growth What creates growth and why.
Customers The simple reasons they buy from some businesses and not from others.
$
The 4 Disciplines of Execution: Manager Certification
This certification process helps leaders identify and execute their highest business priorities by focusing on “wildly important” goals, acting on the lead measures, keeping a compelling scoreboard, and creating a cadence of accountability.
• Bronze Certification: demonstrated adherence to The 4 Disciplines of Execution process.
• Silver Certification: continued adherence to the process and verification that measures are on target and influencing the objective.
• Gold Certification: continued adherence to the process and demonstration of achievement of a critical objective.
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custom client solutions
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“When participants look at examples that relate directly to their job, it really helps promote buy-in. They are able to more clearly see how the content can help them manage their time and priorities.”
—Corey Rewis, vice-president and learning manager for Premier Training
Yourorganizationisunlikeanyother.Evenamongorganizationsthatlooksimilaronpaper,theprocesses,leadership,personnel,strategies,andgoalsareneverexactlythesame.Andsinceyourorganizationisnotgeneric,chancesarethatageneric,off-the-shelftrainingprogramwon’tmatchyourneedsexactly—and,infact,mightnotreallyfityourorganizationatall.Toaddressyouruniqueneeds,FranklinCoveyofferscustomclientsolutionsatvariouslevels,rangingfrommaterialsreflectingyourbrandtofullyintegrated,completelycustomized,andhighlyrelevantcontentandtrainingcreatedspecificallyforyour organization.
Custom Client Solutions
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Leverage the power of people and proven processes to deliver meaningful improvement.The Custom Client Solutions resource team represents experience in every aspect of corporate learning. Our years of in-depth partnering with Fortune 1000 companies, federal agencies, and national associations has resulted in unparalleled resources.
Whether you need a program customized or require a new product developed for your organization, Custom Client Solutions has the proven engagement process to build the perfect solution. Our proven 4DL (Diagnose, Design, Develop, Deliver, and Learn) process guides development from the initial diagnostic phase to design, development, and delivery of a high-quality learning experience. The 4DL process ensures that programs are developed on time and on budget with maximum learning results.
B e N e f I T s
Off-the-shelftrainingprogramsandtoolsaregreat,aslongasyourproblemsfitneatlyintothesolution.Butwhatyoureallywantisasolutionthoughtfullydesignedtofityourproblems—notjusttheissuesfacedbyorganizationslikeyours,buttheuniquechallengesfacingyourcompany.
custom client solutions
challenge:Your needs are unique. The solution should be too.
franklincovey custom client solutions
• Createssolutionsthatfocusonyourspecifictrainingproblemsoropportunities.
• Enhanceslearningbycreatingcustomizedsolutionsthatareuniquetospecificaudiences,industries,skill-sets,andenvironments.
• Improveslearningretentionandskillsapplicationbyincorporatingyourowncustomizedcasestudies,exercises,co-branding,andgraphics.
• Usesadult-learningprinciplestocreateexcitementandensurethatthelearningsticks.
• Createssolutionsthatchangebehavior,resultinginconsistentachievementofdesiredresults.
Be
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“ In addition to unsurpassed instructional-design capabilities, I really felt like [FranklinCovey] took the time to understand our needs and combine our best thinking with their best thinking to come up with a powerful, relevant training experience.”
—Kathy Jones, training manager for Baylor Health Systems
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level 2level 1 level 3
The 4dl processFranklinCovey’sCustomClientSolutionsgroupusesafive-stepprocessthatdelivers results, lowers development costs, and improves rOi.
step 1: diagnose•Overviewkeystakeholderneeds.•Identifychallengesandlogistics.•Identifyaudience,culture,budget,timeline,
and success measures.
step 2: design•Clarifylearningobjectivesandpriorities.•Confirmaudienceandstakeholderneeds.•Brainstormcontentalignmentwithlearningobjectives.
step 3: develop•Createcontentforalldeliverables.•Facilitateclientreviews.•Incorporatechanges.•Preparefinalmaterials.
step 4: deliver•Trainingdeliveredbytrainingprofessionals.
step 5: learn•Gatherpost-projectfeedback.•Defineareasofimprovementand
incorporate into the process.
solution:Custom Client Solutions offers customization of FranklinCovey curriculum and planners at the following levels:
level 1 customization— customize franklincovey curriculum to reflect your brand.
• Addyourcompanylogo(co-brand),name, and corporate colors.
• Makeslightmodificationstoselectexamplesorcasestudies.
• Addyourmission,vision,andvalues.
• Makeslightmodificationstothetiming of the program.
level 2 customization— enhance the relevance of the materials to your learners.
in addition to the Level 1 customization:• Modifyexercises,examples,case
studies, and application materials.• Addgraphics.• Createadditionalinstructionsin
the facilitator guide to match changes to participant materials.
• CreateandmodifyPowerPointslides to match changes to participant materials.
level 3 customization— Add learning segments unique to your organization and culture.
in addition to Levels 1 and 2 customization:• Createnewcontent.• Combinecontentfromseveral
FranklinCoveyworkshopsintooneprogram.
• CombineFranklinCoveycontentwith your own corporate training content.
• Researchandcollectnewdataandcontenttocreateup-to-the-minute training.
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Our Mission
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Our Mission
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Our Mission
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We offer the following services:
On-site consulting, Training, and KeynotesBased all over the world, our consultants represent diverse,globalindustryexperienceandtailortheirdelivery to your precise needs—whether consulting, training,orcustomizedkeynotes.Ourconsultantsdeliverresultsatanylevel,fromtheC-suitetoateamor department.
client-facilitator certificationFororganizationsseekingcost-effectivewaystoimplement solutions involving large populations of managersandfrontlineworkers,FranklinCoveycertifieson-siteclientfacilitatorstoteachourmaterialandadaptittoyourorganization’sneeds.Wehavecertifiedmore than 25,000 client facilitators worldwide.
Open-enrollment public programsFor organizations needing professional development foradispersedworkforceoreducationforindividuals,FranklinCoveyoffersnearly1,200open-enrollmentprogramstothepublicin120metropolitanareasthroughouttheUnitedStates.Similarprogramsareofferedthroughouttheworldbyourregionalandlocaloffices.
Interactive and Blended learningFororganizationslookingforawaytoreachaglobalordistributedworkforce,FranklinCoveyoffersThe 7 Habits Interactive,ahighlyscalableapproachtoeffectivenesstraining.Participantsareexposedtoaself-pacedonlineexperience,combininghighlyinteractivee-learningwithanoptionalone-daylivetrainingexperience.
content licensingFor organizations that desire to implement solutions, bydivisionorcompanywide,inacost-effectiveway,FranklinCoveywilllicenseyourorganizationtouseourcontentorintellectualpropertyinwhateverwayyouseefit.Thisprovidesyouwithultimateflexibilityandscalability.
Retail stores, Online, and catalogToprovidetoolsthatsupportFranklinCoveysolutions,wehaveanextensiveretailchannelincludingindividualretailstores,thousandsofretailoutlets,anationallydistributeddirect-mailcatalog,andthewebsitewww.franklincovey.com.
custom solutionsWhenclientshaveauniquelearningordeliveryneed,FranklinCoveycancustomizeitssolutions.Wecanprovide:• TailoredFranklinCoveytrainingprograms.• Customizedplannersandbinders.• Specifictools,guides,andotherimplementationaids.• Simulations,games,casestudies,andotherunique
learning aproaches.
How we work with you to achieve greatness.
©
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EXECUTIVELEADERSHIPSUMMIT
For more information visit us at www.franklincovey.com or contact us at 1-888-705-1776.
Meeting the challenge of greatness can start anywhere.• Seniorleaderscancascadesolutionsthroughmidlevel
management to the front line.
• Managersatanylevelcancreategreatworkteamsthat produce superior results consistently.
• Frontlineworkerscanlearnthemind-setsandskill-setsneededtobringtop-levelstrategytofruition.
Organizational Greatness1. SustainedSuperior
Performance2. Loyal Customers3. Engaged Employees4. distinctive Contribution
fRONT lINe
eXecuTIveTeAM
leAdeRs,MANAGeRs,
supeRvIsORs
360° Benchmark
effecTIve INdIvIduAls
BUILDINGBUSINESSaCUmEn™
INsTITuTIONAlIZed fOcus & eXecuTION GReAT leAdeRs
Project management
34
finding Trustworthy KnowledgeChicago.Harvard.TheIndianInstitute.Insead.Thunderbird.Wharton.Theseandothertopbusinessschoolscommandtherespectofbusinessleadersworldwide.Why?Becausetheirteachingsarebasedonscience,notstories.Likewise,scienceistheengineinsideeverystudywedoofallourFranklinCoveytrainingprogramsandconsultingprojects.
center for Advanced ResearchForovertwodecades,FranklinCoveyhasstudiedthousandsofcompanies,schools,agencies,andotherorganizations.We’vetaughtsome10millionpeople,andwe’veaskedquestions,listened,andgatheredandanalyzeddatausingmodernmethodologicaltools.
• Whenwesaythatnearly60percentoffrontlineemployeesand40percentofseniormanagersdon’tunderstandthestrategicdirectionoftheircompany,weknowwhatwe’retalkingabout:wehaveaskedover200,000employeesallovertheworld,usingourExecution Quotient (xQ) Survey.
• Whenwesaythatindividualslosewonderfulopportunitieseverydaybecauseofineffectivemanagementoftheirtime,weknowwhatwe’retalkingabout:wehaveaskedthree-quartersofamillionpeople,usingour360-degree Profilesurveyof27workhabits.
Center for AdvAnCed reseArChDiscovering and Documenting Greatness
solid science Applied to your Organization
Scienceistheengineinsideallofthestudiesweconductonourworld-renownedtrainingprogramslikeThe 7 Habits for managersorourinterventionaideslikeThe 4 disciplines of Execution.WithFranklinCovey,yougetthetruth.Wecanprovideitbecauseourresearchersrepresentthesolidtraditionsoftheiralmamaters:Harvard,Chicago,Thunderbird,Wharton,andothers.Yetouradviceisnotivory-tower;itcomestoyouintheformofdown-to-earth,usefulstrategiesforimmediate use in your organization or personal life.
Findingtrustworthyknowledgeisnoteasy.Self-helpbookswithwondrouslyimpressivetitles(How to Be an amazing Leader in 24 Hours!)areeverywhere.Butthebasisofsuch“knowledge”isdubious.Canyoubesurethatthesolutionsappliedbyonepersontooneorganizationwillreallyworkforyou?
BecauseoftheCenterforAdvancedResearch,whatyoulearnfromFranklinCoveyisthebestthereis.It’sthereasonwecanconfidentlyyethumblystatethatwedo,indeed,enablegreatnessinpeopleandorganizationseverywhere.
TheCenterforAdvancedResearchistheresearcharm of FranklinCovey devoted to discovering and documenting greatness in people and organizations.
GreatLeaders FocusandExecution
Effective individuals CustomClientSolutions
WhataretheWildlyImportantGoals(WIGs)ofyourorganizationorbusinessunit?
1.
BY(DATE):
2.
BY(DATE):
3.
BY(DATE):
Circle which goal is the highest priority right now.
Organizationsareperfectlyalignedtogettheresultstheyget.Thistruismimpliesthattosuccessfullyachievenewgoals,anorganizationmustperforminnewandbetterways.Whenagoal isestablished,itsaccomplishmentrequirestheorganization’sbestthinkingtodeterminehow to accomplish it and whoshouldbeinvolved.Considerthegoalyouidentifiedasmostimportant intheabovesection.Howdoesyourorganizationplantoachieveit(e.g.,growexistingclient revenue) and, for each approach, whowillbeengaged(e.g.,salesteam)?
h O W W h O
h O W W h O
h O W W h O
Circle which group plays the largest role in achieving the goal.
2. determine the How and the Who Strategic Bet
1. Know the Goal
The Greatness Challenge
“To be built to last, you have to be built to change.”—Jim Collins, Built to Last
Whichbehaviorsandactivitiesdoesthisgroupneedtomodeltoexecutethisgoal?
Rateyourteam’scurrentexecutionreadiness.
Oftheabovegroup,whatpercentagemodelsthedesiredbehavior? Whatpercentagedoesn’tyet,butcould? Whatpercentageneverwill?
Whatisachievingthisgoalworth?
$
Howwouldyouratetheimportancetoyourorganizationofachievingthisgoal?
low High
1 2 3 4 5 6 7 8 9 10
4. Rate your Team’s Greatness
3. Identify the Activities and Behaviors
$
6. Quantify a compelling case for change
low High
Inspire Trust 1 2 3 4 5 6 7 8 9 10
clarify purpose 1 2 3 4 5 6 7 8 9 10
Align systems 1 2 3 4 5 6 7 8 9 10
unleash Talent 1 2 3 4 5 6 7 8 9 10
focused and disciplined 1 2 3 4 5 6 7 8 9 10
Trustworthy 1 2 3 4 5 6 7 8 9 10
Good Business Judgment 1 2 3 4 5 6 7 8 9 10
proactive 1 2 3 4 5 6 7 8 9 10
Work Well With Others 1 2 3 4 5 6 7 8 9 10
Good communication skills 1 2 3 4 5 6 7 8 9 10
clarity 1 2 3 4 5 6 7 8 9 10
commitment 1 2 3 4 5 6 7 8 9 10
Translation 1 2 3 4 5 6 7 8 9 10
enabling 1 2 3 4 5 6 7 8 9 10
synergy 1 2 3 4 5 6 7 8 9 10
Accountability 1 2 3 4 5 6 7 8 9 10
5. confront the Brutal facts Execution Bet %
N e v e R W I l l
M O d e l s%
N O Ty e T
engaged leaders
effective Individuals
focus and execution
“ Only those organizations that are principle-centered and truly understand how to focus and empower their work force to execute against top priorities will succeed in sustaining greatness.”
—Dr. Stephen R. Covey, cofounder, FranklinCovey
© FranklinCovey. All rights reserved. INN060526 REV 1.3.2
Made in U.S.A. © 2007 FranklinCovey
7 5 3 6 3The Greatness Challenge
I N T E R N A T I O N A L O f f I C E s
U . s . O f f I C E s
senior VP of International: stephan [email protected]
2200 W Parkway Blvd. Ms 213
salt lake city, ut 84119 usA
+1 (801) 817-6625
AustraliaGeneral Manager: Josh [email protected]
franklin covey Pty ltd.
Po Box 2079
Mansfield, Qld 4122 AustrAliA
+61 (7) 3318 9700
JapanGeneral Manager: Bill [email protected]
Marumasu Kojimachi Bldg 3-3 Kojimachi
chiyoda-ku, tokyo 102-0083 JAPAn
+81 (3) 3264-7401
CanadaGeneral Manager: Rick [email protected]
60 struck court
cambridge on n1r 8l2 cAnAdA
+1 (519) 740-2580
United KingdomGeneral Manager: Kevin [email protected]
grimsbury Manor
grimsbury green
Banbury
oxon ox163JQ united KingdoM
+44 (1295) 274-100
Worldwide Licensee PartnersVP of Worldwide Licensee Partners: Peter [email protected]
+44 (1295) 274-118
franklincovey currently offers services in over 144 countries. to find an office or for services near you, please go to: www.franklincovey.com/globaloffices. You may also contact the following with inquires:
senior VP of sales: David [email protected] 2200 West Parkway Blvd.
salt lake, ut 84119
Phone: (801) 817-6074
General Manager: Charles fonbuena (Education) [email protected]
2200 West Parkway Blvd.
salt lake city, ut 84119
Phone: (801) 817-6097
General Manager: Elise Roma (Northeast) [email protected]
1787 sentry Parkway West Bldg 16, suite 210
Blue Bell, PA 19422
Phone: (215) 274-9321
General Manager: Rodger Baca (North star) [email protected]
5005 lBJ freeway, suite 750
dallas, tx 75244
Phone: (972) 774-8060
General Manager: Marianne Phillips (Western) [email protected]
8001 irvine center dr., suite 880
irvine, cA 92618
Phone: (949) 788-8101
General Manager: Paul Walker(Central) [email protected]
200 W. Adams street, suite 1000
chicago, il 60606
Phone: (312) 846-4294
General Manager: shawn Moon (federal/Military/Law Enforcement) [email protected]
2200 West Parkway Blvd.
salt lake city, ut 84119
Phone: (801) 817-6009
General Manager: Mark Josie (southeast) [email protected]
3480 Preston ridge rd., suite 550
Alpharetta, gA 30005
Phone: (678) 566-6507