the pivot orchestrating extraordinary business momentum...
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DrFrumi@Scaling4Growth.com http://www.100mustreads.com/ 1
The Pivot
Orchestrating Extraordinary Business Momentum
Notes by Frumi Rachel Barr, MBA, PhD. Author:LoriMicheleLeavittPublisher:AbrigeMediaCopyrightyear:2017ISBN:978-0-9990336-1-6Author’sBio:LoriMicheleLeavittisfounderandPresidentofAbrigeCorp.Herleadershipservicesaredeliveredthroughbusinessandperformancecoaching,leadingpeergroups,andconsultingforM&Aduediligenceandturnarounds.Abrigesoftware,brandedasAlignedMomentum,hascatalyzedmomentumfororganizationswiththousandsofemployees.HerremotemonitoringcompanywasthefirsttoenablecashlesswatervendinginAfrica.Lorispeaksglobally,togroupsfrom10to2000onperformancemomentumandculturechange.ShehasanMBAandcertificationsinspeaking,coaching,facilitation,managementaccountingandfinancialmanagement.HerfavoriteroleisasEmily’sMom.She’sproudtobeaRotarianandiscurrentlyamemberoftheRotarye-ClubforWorldPeace.Lorilovesadventure,strategy,creating,connectionanddeepconversations. Authors’bigthought:Itispossibleforanybusinesstobevibrantandnimble;highlyvalued,aheadofthecompetition,andagreatplacetowork.Beingvibrantandnimbleisalsopossibleforanypersonincludingyou,theleader.Mostofusneedafewconcretestepstogetusmovingforward.Thisbookprovidesguidanceandbestnextstepsforyouandyourbusinesstotakefromwhateverpositionyouareintoday.Thisbookisyourcatalystforgainingmomentum.Recommendation:Thissummaryismeanttowhetyourappetite–Icannotpossiblydothisbookjustice.ThePivotisanamazingandpracticalbookwithmanyvibrantstories,diagramsandrecommendationsforhowtopivotfromwhereyouarenowtowhereyouwanttogotobeanimblefocusedandextraordinarycompany,Notes:Introduction:
§ ThePivotdescribesamethodforreadyingmanypeopletoinitiatechangesthatinalignmentwiththeorganization’sstrategy.Andthat,overtimeandwhenwell-orchestrated,generateextraordinarybusinessmomentum–evenperformancebreakthroughs.
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§ WhenyouseePivot(capitalized)inthefollowingpagesyouwillknowthatitreferstoamethodtocarefullyplanstrategicchange.Whenyouseepivot(lowercase)youwillknowthatthisreferstoanattemptedturn–on-a-dimechange.
§ Apivotmaybeheroic,egotisticand/ordesperate.Itisalwaysreactive,§ ThePivotisnotaturnonadimepivot,whichmaybeperceivedasheroic,butisrarelysuccessful.E.g.
ErnestShackletonbestknownforhisImperialtrans-ArcticexpeditionontheshipEndurance.(Leavitttellsthestoryexceptionallywell).
§ Areyoutheherowhoallowsrisktobecomeunbearablesothatyoucansavetheday?Orareyoureadytotakeupthegauntletoftrueleadership,andtheorchestrationofextraordinarybusinessmomentum?
§ Agreatleaderfeelsnoneedtobethehero.Agreatleaderbuildsateamandsupportsthembeingaherointheirrole.
§ ThebetterwaytosucceedwithchangeistoPivot,withtheleaderorchestratingmanysmallshiftsmadebywell-preparedpeoplewhohavebeenempoweredbyknowledgeandresources.
§ Alignmentisrealizedthroughsmallshiftsthatkeepbringingbusinessperformancebackontrackwithstrategy.
§ Toenableahealthyculturerequiresleaderswhocareaboutbringingothersacrossthefinishlinewiththem.ThisisaculturewithAlignedMomentum.Alignedmomentumallowsyoutobuildleadershipatalllevelsintheorganization:Itreengagespeoplewhoarenotperformingattheirbest;itopenslinesofcommunication;itallowsstrategytoinspirechangeorganization-wide;and,itresultsinthecompanybeingcommitted,collaborative,innovativeandquick.WhenAlignedMomentumthrivesinyourorganization,youwillexperienceextraordinarymomentum.
§ Asaleader,youwanttogainandsustainmomentuminyourbusiness.Youknowthatyouneedalignmentsothatmomentumleadstoasharedvision.Toexecutebrilliantlyandmakebreakthroughspossibleasyoumoveforwardtogether,youwillorchestrateThePivot.
§ Inthefollowingchapters,LeavittwillsharethesixAlignedMomentumKeyIndicatorsthatindicatethatyourbusinessispositionedtogainorsustainmomentum:
Indicatingbrilliantexecution:
1. Clarity–gettingclear,beingclear(aboutstrategy,includingvision,purpose,valuesanddirection).
2. MasteryMindset–opengrowingmind3. NimbleDecision-making–bestnextstep.
Indicatingreadinessforabetterfuture:4. StrategicThinking–playthemovie(thinkthroughtothelikelyendbeforeajudgementcall).5. TalentAdaptability–rolesfirstrategy6. Coaching–managerascoach.
Part1:SettheStageChapter1.AlignedMomentum
§ AculturewithAlignedMomentumindicatesthebusinessisnimble,andabletoPivot. § Withawell-orchestratedPivot,extraordinarymomentumandperformancebreakthroughsbecome
possible; otherwiseyourbusinessfacesincrementalimprovementonly,andisatriskforastall.§ Tomaintainalignment,changeisoftenrequired.AlignedMomentumisnotaboutfixingthosewhoare
notmeetingyourexpectations.AlignedMomentumispossibleonlywithyourtrueleadership,fullcommitmentandparticipation.
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§ Takingbestnextsteps,andchange,towardadesiredfuturewillinvolvetakingsomestepsthatdon’tworkout.
§ Youhavealignmentwheneveryemployeeisclearabouthowtheirperformanceimpactstheorganization’sperformance.
§ Youhavemomentumwheneveryemployeeistakingtheirbestnextsteptowardfulfillingstrategicobjectives.
§ AlignedMomentumdescribesaworkplacewherepeopleandthecompanyarealigned,andgainingmomentuminmeetingstrategicobjectives.
§ Torealizeyourstrategy,andevenbeforeattemptingaPivot,youmustensurethateachpersonyouarerelyingontoexecutebrilliantlyknowstheyarevaluedandtrustedintheirrole.Theyknowthatapersonwhocaninfluencetheirsuccess(typicallytheirmanager)caresthattheyaresuccessful.Theyalsoareempoweredtoinitiatechange. Then,createaboldstrategythatfitsthepurpose,that“whydoweexist,”foryourcompany, andgetveryclearabouthowyouwillcommunicateit,whatsuccesslookslike,andwhatprogresslookslike.
§ TheseKeyIndicatorswillhelpyoutrackprogresstowardAlignedMomentum:o Clarity,MasteryMindset,NimbleDecision-making,StrategicThinking,TalentAdaptabilityand
Coaching.§ AlignedMomentumexistswhen:
o peopleknowtheyarevaluedandtrusted;o thestrategicplan(strategy)isboldandpurposeful;o peopleareclearaboutstrategyandtheirpartinit;o excellinginone’srolealsomeetspersonalgoals;o theAlignedMomentumKeyIndicatorsarestrongandconsistentacrossthecompany.
§ InaculturewithAlignedMomentum,changesinitiatedbymany,alignedwithstrategyandwell-orchestratedinaPivotcanleadtobreakthroughperformance.
§ Chapter2.MasteringthePivot§ ThePivotisawell-orchestratedchangeovertime,comprisedofsmallerchangesorshiftsinitiatedby
manypeople.MasteringThePivotiscriticaltoextraordinarybusinessmomentumandmakesperformancebreakthroughspossible.
§ AsuccessfulPivotisplannedandwell-orchestrated.Theleaderorchestratesthemanychangesthatempoweredandstrategicallyclearemployeesinitiate.
§ ForthepurposesofachievingAlignedMomentum,youwanttothinkofaPivotassmallshiftsmadebymanypeoplethatonlyappeartobeasingleshiftbecausetheyaresowellorchestrated.
§ ThePivotdoesnotinvolve:-turningonadime;-ashowofheroismorofdesperation;-top-downcommanding,oreventellingorselling.
§ Onceyourcompanygrowsbeyondthesmallstartupphase,turningonadimeistrulyanactofdesperationandrarelyworks.
§ AlignedMomentumisaboutaligningpeopletodotherightthingsinsupportofstrategy.TheleastpainfulandmosteffectivewaytoachievethisistoenableThePivotinyourcompany.Thistakespreparation.Theterm“weaving”isusedtocreateavisualofeffectivePivotpreparationandtheongoingattentiontosustainit.
§ IfyouwanttomasterThePivot,youmustpayattentiontothefoundationbeforeyoustart.Mastersdothework.Theyarepreparedandtheypractice.BeingculturallyreadyiscriticaltomasteringThePivot.
§ TheAlignedMomentumKeyIndicatorskeepyouontrack.Beforeyoustart,youwillenablethreeculturaltruths:
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§ i.Itissafetostepupandspeakout.Asafecultureisonewhereeverypersonknowstheirmanagerhastheirbackandwantsthemtobesuccessful.
§ Everyemployee,evenanexecutive,needsamanagerand/oracoachdiscoveringwhattheywantandholdingthemaccountableinawaythatshowstheycareaboutthatemployee’ssuccess.
§ ii.Employeesareempoweredtoinitiatechange.Empowermentrequireslettingpeoplebe,andgivingthemthetools,directionandsupporttodotheirbest. Anypersoncanbetrainedtothinkstrategically. MasteringThePivotincludescreatinganorganization-wideprocessbywhichemployeescaninitiatechange.
§ iii.Strategyisclearlycommunicated.Communicateforunderstanding.Observe.Listen.Communicateagain,adifferentway.Andagain…
§ Asaleader,youorchestrateperformance.Orchestratinginvolves:-creatingafocalpointratherthantellingpeoplewhattodo;-ensuringclarityforeachindividual,and-inspiringthroughvisionratherthanwork intervention.
§ Pivotasaleaderfromcomplacencytomastery.MasterleadershipandThePivot.Chapter3.ChangetheContext
§ Youcan’tchangeaperson,butyoucanchangetheircontext.§ Inanorganization,eachemployee’scontextisoftendefinedbythatorganization’sstructure,theirrole
initandthesocialnormsofthatworkplace.Howanorganizationisstructuredinfluencesthosewhoworkthere.
§ AcommonimpedimenttoAlignedMomentumishavinganorganizationalstructurethatnolongerservesyouoryourpeople.TobenimbleinyourbusinessbepreparedtoPivotandadaptstructuretobestfitpeople,work,andstrategy.
§ Envisionthestructurethatwillbestfityourstrategy.§ Theseorganizationalstructuresarecommonandmayhelpyouenvisionthestructurethatwillbeyour
bestfit:-Hierarchy-Matrix-Flat-Open.HierarchicalStructure§ Ahierarchicalorganizationalstructurehasbeeninuseinbusinessfordecades.Thisstructurelends
itselfwelltoefficientone-waytop-downcommunicationandsupportspredictabilityandrepeatabilityofdailywork.Bottom-upcommunicationispossiblebuttypicallyveryslow.
§ Thehierarchicalstructureismeanttoyieldconsistency,predictabilityandminimizerisk.Decisionsaremadeatthetopandcommunicateddownwardthroughlevelsofmanagementtoallemployees.Somebenefitsofhierarchicalstructurearethatreportinglinesareclearandcareerladdersareclear.
§ AlignedMomentumcanliveinahierarchicallystructuredorganizationifmanagerscultivateasafeworkplaceculture.
MatrixStructure§ Amatrixorganizationalstructureweavesprojectorproductteamsintothehierarchy.Employeesstill
havetheirrespectivefunctionaldivisionsandamanagerofthatdivisiontoreporttoandturntoforcareeradvice.Butformanyemployees,theirdayinvolvessignificanttimeononeormoreprojectorproductteams,alongwithemployeesfromdifferentfunctionaldivisions.Thereisareportinghierarchyandalsocross-functionalteams.
§ Collaborationhappensmorenaturallyinamatrixstructure,comparedtoonethatisonlyhierarchical,duetothenecessarycommunicationacrossdivisionsforproductorprojectwork.
§ Settingandcommunicatingprioritiestoemployeescanbemorecomplexinamatrixthaninahierarchicalstructure.
FlatStructure
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§ Aflatorhorizontalorganizationalstructurehasfewermanagerscomparedtoahierarchicaloramatrixstructure,andahigherdegreeofautonomyforall.Inthepuresttranslationsofaflatstructure,allemployeesareempoweredtomakeimportantdecisionsforthecompany—thatis,theyfollowthemodelofindividualself-management.
Open(orNetwork)Structure§ Anopenstructurepullstheinformalnetworksthatformeveninatraditionalhierarchy,infuses
organizationalauthorityintothosenetworks,anddropsthehierarchicalstructure.Mostoftenthereareafewmanagersorteamleadsinanopenornetworkstructure.
§ Theaimsofadoptingthisorganizationalstructureinclude:•thestrengtheningofsharedvalues;•free-flowinginformationandfeedback;•NimbleDecision-making;and•rewardingpeoplebasedontheirmeritsanduseofaMasteryMindset,ratherthanonposition.
§ Anopenstructureiscomprisedofteamsgroupedintomultipleandoftenoverlappingcircles.Anemployeemaybeonseveralteams,andteamscanformanddisbandbasedontheworktobedone.Oftenakeycomponentofasuccessfulopenstructure,onethatbestavoidsemployeeconfusion,isself-direction.
§ AlignedMomentumexistswhen:•thestrategicplanisboldandpurposeful;•peopleareclearaboutthedirectionandtheirpartinit;•peopleknowtheyarevaluedandtrustedintheirrole;•excellinginone’sbusinessroleresultsinfulfillingone’sintrinsic,personalneedsandgoals.
§ TherearePivotsyoucanorchestratetobringmorenimblepracticesintoyourorganization,withoutanychangeinitscurrentstructure.
§ Pivotswhenstructuredasahierarchy:o Pivotfromtop-downcommunicationtoamorelateralcommunicationstyle.o Pivotfromcommandertocoach.o Pivotfromtraditionalperformancemanagementwithonlyinfrequentreviewstofrequent
performanceconversations.§ Pivotswhenstructuredasamatrix:
o Pivotfromconflictingmanagementstylesanddirectiontoteamleadswhoareexpertresourcesyetwillleavemanagementofpeopletoeachemployee’sfunctionalmanager.
o Pivotfromknow-it-allfixedmindsetstoMasteryMindsets.o Pivotfrommanagingworkandrolestomanagingpeoplewithmanagerswhoaretrainedto
coach.§ Pivotsforbothflatandopenorganizations:
o Pivotfromnotraditionalmanagementrolestomanagers-as-coaches.o Pivotfromdisparateteamgoalstoteamsalignedtowardsharedstrategicobjectives.o PivotfromlackofClarityindirectionwhenself-managedtosomestructureofpeers-as-
partnersormanagers-as-coachesthatsupportsClarityandaccountability.§ Onceyouhaveaclearvisionoftheorganizationalstructurethatwillbestsuityourbusinesstoexecute
itsstrategy,youarereadytogainmomentum.Chapter4.GainingMomentum
§ Whenmomentumbuilds,breakthroughscanhappen.§ Abreakthroughisadramaticachievement.Itmayseemlikemagic—aninstantaneoussuccess—yet,in
fact,abreakthroughusuallycomesafterintentionalfocusandconsistentefforthavebeenappliedoverseveralyears.
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§ Businessbreakthroughsmostoftenhappenthroughpeople.Onlywhentherightpeoplearecommittedtoachievingthebestresultspossibleinlinewithasharedvisioncanbusinessbreakthroughshappen.
§ Businessbreakthroughsmostoftenhappenthroughpeoplewhentheyarecommittedtoasharedvision.
§ Commitmenttoasharedvisionisstrongestwhentheworktobedoneisalignedwithanindividual’spurpose(personalandprofessional).
§ Feelingengagedandaliveshowsupascommitment.§ Breakthroughsaren’tmagic,yettheydefylogic.They:
o happenwhenthefocusisonthefuturewithaclearvision,withoutknowingexactlyhowtogetthere,andwithouttellingeveryonehowyou(theleader)expectthemtogetthere.
o don’thappenwhenapplyingatraditional,logical,history-basedapproachtomovingforward.§ PersonalBrandAlignmentistoooftenoverlookedinbusinessstrategyandorganizationalstructure.
However,togeteveryindividual alignedandpartofyourbusinessmomentum,theymustbepersonallyinvolvedandinvested.
§ Whenthequestionsrelatedtoaccountability,commitment,trustcanbeansweredwithease,yourworkplacecultureisprimedforsuccesswithAlignedMomentumandThePivot.
§ Whatisrequiredto“SettheStage”forThePivotandAlignedMomentumiscommitmenttoClarityaroundwhatprofessionalandpersonalsuccesslookslike.
§ Committingtoachangerequireschoosingtochange.§ WhenpeoplehaveaMasteryMindset,areAdaptable,andhavetheskillstomakeNimbleDecisions,
they’llcommittoyourboldnewstrategymorereadily,andchangewillcomemorenaturally.§ Today,atop-downstructurecanbecomeastrangleholdifnotadaptedtotherealitiesoftheglobal
marketplace.§ Tostrengthentheinternalandexternalnetworkspoweringyourbusiness,knowledgemustbeshared
andtheindividualssteppinguptoleadthroughoutthecompanyneedtobeabletocommunicatechangequicklyandclearly.
§ ToexperienceAlignedMomentumthe leaderandleadershipteammustPivotfromwieldingpowerbasedonauthoritytohavinginfluencebasedonpositivemodeling.
§ Simplifywhatittakestoorchestratechangebysteppingbackandletting youralignedandengagedemployeesreachperformancebreakthroughsnaturally.
§ Ifyourcompanyisnotkeepingupwiththemarketorthetimes,thefirstPivotmayhavetocomefromyou.
o Alignyourpersonalvision,valuesandstrengthswithyourbrando Alignyourbrandwithadefinitionofsuccesso Alignwithyourrole
§ Rigiditycanleadtoalackofemployeeengagementoreventodisengagement;itdrainsenergyandleavesnoroomforindividuality.Notfeelingcommittedtoone’sworkdrainsacompanyofitsmomentum.
§ WeavingPersonalBrandAlignmentIntoYourCulture:o Keepjobdescriptionscurrent:includingyourso Staycalmduringchangeo Aimpersonalambitiontowardmastery,notperfectiono Understandbeliefsystems
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§ Theleadermustmodeltheway.You(theleader)create“thetoneatthetop.” KnowingthatyoucangenerateextraordinarymomentumandcreateperformancebreakthroughsinyourbusinessshouldbemorethancompellingtoorchestratePivots.
Part2:SharetheVisionChapter5.Clarity
§ Clarity,asdefinedforAlignedMomentum,isthequalityofbeingclear,asinthequalityofbeingcoherentandintelligible,ofbeingeasytosee,andofbeingcertain.Inbusiness,youmustgetclearaboutwherethecompanyisheaded,andthestrategy,andthenyoumustbeclearwhencommunicatingthistootherssothattheymightexecutebrilliantly.
§ ClarityisthemostcriticalAlignedMomentumKeyIndicator(andmeritsafullchapter).§ Ifwell-meaningpeoplearenotclear,theywillfirstdotheirbestatwhatevertheythinktheyare
supposedtodoandthentheymaygetfrustrated,createconflict,etc.§ Totakethebestnextsteps,youneedtohaveaclearvisionanddirection,andyouneedtogetclear
aboutwhereyouarerightnow.GapAssessmentcanhelp.Assess,thenclosethegapbetweenwhatisandwhat’sdesired.
§ Ifadecisionconsidersachangeorstate,from____to____,thentheDefineandDiscoverphasesofGapAssessmentwillserveyou.
• Don’tskipastepinthegapassessmentprocessdescribedinthisbook.• Don’ttellorsellwhatisorwhatisdesired.• Don’tassumeyouknowwhatis.
§ GapAssessmentisatoolforThePivot.Ithelpsyoudiscoveracurrentstateandensuresyoureceivefeedbackinaniterativeprocess.
§ Leadersneedtoclearlycommunicatestrategy(includingthevision).Articulateyourvisionina
straightforwardstatementthatallemployeescanunderstandandidentifywith.Avisionstatementdescribesyourorganizationinitsfuturesuccessfulstate.Itcreatesamentalimageofwhattheorganizationwishestoachieveovertime;somethingtobecomeratherthansomethingyoualreadyare.
§ Tocreateasharedvision,thevisioncreatedbytheleaderorleadershipteammustengageallemployees.Itisthesharedviewofthefuturethatwillthenbebroughtbackintothepresenttoformpartofthebusiness’sstrategicobjectivesandquarterlypriorities.Whenthevisionistrulyshared,employeeswillexecutethecompany’sstrategicprioritieswell.
§ Assessyourvisionstatementwiththreecriteria:1. Isitsimpleenoughtobecleartoanyone?2. Isitpurposefulinawaythatstrengthensalignmentbetweenstrategyandwhatpeopleare
excitedtodo?3. Isitlikelytoinspireastep-up,evenabreakthrough,inperformance?
§ Themeshelpsimplifycommunicationofthebestnextstepclosertoyourvision.§ Atrueleaderdoesn’tleveragepowerofauthoritywhensharingavision,butratherseekstopositively
influenceothersintoaction.§ Aclearlycommunicatedstrategy—vision,directionandexecutionplan—enablestherightthingstobe
donerightandintherightamountoftime.Howyoucommunicatewillhaveasignificantimpacton
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howwellthestrategyisexecuted.Consideryourcommunicationstyleandthecompletenessandfrequencyofyourcommunication.Youwillbemodelingthewayforothers.Then,youorchestrateThePivotthroughoutyourorganizationbyfirstempoweringmoreleaders,soyouwillhavegreaterconfidenceintheirabilitytocommunicate.You’veshownthem,andwillcontinuetobeamodelof,howtobeaninspiringcommunicator.
§ Managersandtheirteamsmustgetclearonhowtobestexecutethestrategy.A2015Gallupsurveyof
Americanworkersfoundthatclarityofexpectationsisthemostimportantassetofagoodmanagerandthatemployeeswhomeetregularlywiththeirbossarethreetimesmorelikelytobeengagedonthejob.
§ YoucanorchestratePivotsstartingtodaytogainClarity.Oneofthefollowingmayleadtoastepupin
performanceforyourbusiness.§ PivottoaCultureofTrustasaculturalcorevalueornorm.Clarityisnoteffectivewithouttrust. To
buildtrust,shiftfromonlytellingmanagers(directlyorindirectlyviatheirbudgets)whatneedstogetdone,toincludingmanagersandcoachingthemtoidentifytheirfitandtheirteam’sfit.
§ PivottomoreEffectiveManagementMeetings.Aneffectivemanagementmeetingbringspeerstogethertoworkthroughchallengesandopportunitieswithaclearagenda,facilitated(evenifbyaselectedpeer),consistentlyscheduled(preferablyonceamonth)andheldwithinanenvironmentoftrust. OnePivotisfrommanagersbattlingfortheirshareofbudgets,visibilityandmeritpooldollars,tocollaborationofpeerswhoseeksuccessforeachotherwithinandfortheorganization.
§ PivottotargetedTrainingforAlignedMomentum Aligned Momentum training develops Clarity, MasteryMindset,NimbleDecision-Making,StrategicThinking,TalentAdaptability,andCoaching.
§ Trainingforthese“soft”skillsrequiresadifferenttypeoftrainingthanistypicallyofferedtoemployees;thistrainingrequirespowerfullyfacilitatedinteraction,preferablyinasmallgroupofnon-competingpeers.Pivotfromfocusingonskillsandknowledge,toembracinganddevelopingthewholeperson.
§ PivottoaCoachingCulture.AlignedMomentumneedstobesupportedbygreatmanagers.Thebesttrainingtogrowperformance-coachingskillsistobecoached! ProvideyourmanagerswithcoachingsothattheymightPivotfrommanagingworkandprocessestomanagingpeople(anddelegatingtheworkandprocessestotheteam).Trainyourmanagerssothattheycancoachtheirteam.Rememberthatcoachingformanagersandbymanagersforemployeesisafirststepincreatingaculturewhereeveryoneknowstheirmanagercaresabouttheirsuccess.SuchacultureisonewhereAlignedMomentumthrives.
§ Pivottoacomplete,accurateandstreamlinedInformation&CommunicationFlow.Pivotfromrandomreportingofwhatwasdone(regardlessofpriorityoralignmentwithstrategy)tomoreeffectivemeetings,performancemeasurement,andcommunication thatbettercapturesalignmentandengagement,informationtechnologythatbetterenablescollaboration,organizationalstructureanddesignthatcanmoveyoumorenimblytowardyourvision,andreportingtoclosethegapbetweenthewisdomofseniorleadersandthetalentallthewayoutattheveryedgesofyourorganization.
§ PivottoamoreNimbleOrganizationalStructure.YourPivotmayrequireyoutoinstituteamoreoptimalstructureforyourorganizationthatisbasedoncurrentneedsandtheforeseeablefutureratherthanthepast.PivotingtowardAlignedMomentumisaformoforganizationalredesign:astep-by-stepmethodologywhichidentifiesdysfunctionalaspectsofworkflow,procedures,structuresandsystems,andrealignsthemtofitcurrentbusinessrealitiesandgoals,andthendevelopsplanstoimplementthenewchanges.
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Chapter6.FocusedandSimple
§ Brilliantexecutionofstrategyrequiresmorethanmeasuringproductivity.Beingbetteratwhatwasdonelastyearrarelyleadstomeetingstrategicobjectives.Inadditiontobeingfocused,youneedtobenimble.
§ Thosewhoaresuretheyknowwhattodocanfocus.Buttheymaynotbeinalignmentwithyourcompanyorhelpingyourcompanygainmomentum.Theyarefocused,yettheyarenotnimble.
§ Acapabilitythatbestensuresyourbusinessisbothfocusedandnimbleis“strategicfocus.” § Tobebothfocusedandnimble,empoweremployeeswithaclearunderstandingofstrategyandtheir
roleinit.Givethemauthoritytoadaptworktostrategy.§ Theattitudesofamanagertowardemployeesareofprimaryimportance.Employeesshouldbeableto
trustthemotivesandintegrityoftheirsupervisors.Itistheresponsibilityofmanagementtocreateaproductiveenvironmentwherethecompany’svaluesflourish.
§ Businessmomentumisextraordinarywhenitisgainedswiftly.Businessmomentumisalsoextraordinarywhenitismaintainedoverthelongterm.
§ Growthstrategiesandfocusingonwhatiscoremustco-exist.APivottoaligning(andre-aligning)
measurementwithstrategyIfyoufindyouarefocused,butonthewrongthings,youmaythenfindthatwhatisbeingdoneisnotmeetingstrategicobjectives.Focusismissingoritisappliedtothewrongtargets.ThemostcommonPivotforbetterfocusandexecutionistomovetowardre-definingmeasurementandtrackingtoalignwithcurrentstrategicobjectives.
§ Growthstrategiestypicallyrequireahighdegreeofthoughtfulandbroaddiscernment,especiallywithrespecttoanypotentialimpactonculture.
§ Thinkingyouknowitallisnotthesameasbeingnimble.§ Ifyou’velostfocusconsideraPivotto:
• measurementthatisalwaysalignedwithstrategy;• moreeffective,collaborativemeetings;• growth-for-growth’s-saketoalignedgrowth(toensurethatgrowthbyacquisitionneverharms
whatiscoretoyourpurposeandperformance);• frequentperformanceconversationsfor Clarityandaccountability;• morewaystogainClarityaboutstrategicfocus;• thedisciplinerequiredtoleadagreatcompany.
§ Ifwhatthebulkofyouremployeesdothisyeariswhattheyhavetraditionallydoneyearafteryear,itistimetoweavenimblepracticesintoyourbusiness.
§ Whenleaderssettherighttoneandpath,workwithmanagerstosetpriorities,andthencommunicateandfollowthroughwithmanagerswhoareskilledinexecution…therightthingsaredoneright.
Chapter7.ChangetheSocialContext
§ Therealityis:Somepeoplewillresist.§ Youcan’tchangeaperson(theymustchoosetochange),butyoucanchangetheircontextatwork.§ Topositionyouremployeesforsuccesstheyneedtonotonlybeclearaboutwhattheyareexpectedto
do,theymustalsobeclearabouthowtheyareexpectedtobehavewhileatwork.§ Belief:Beliefisthestateofmindinwhichoneacceptssomethingtobethecase,withorwithout
empiricalevidencetoprovethatsomethingisthecasewithfactualcertainty.Whatyoubelievedriveshowyouviewtheworldandyourplaceinit.
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§ Mindset:Whatyoubelievetobetrueaboutyourselfandhowlifeis,andwillbe,foryou.Itisaboutyouandyoualone.
§ Peoplehaveeitherafixedorgrowthmindsetandthisusuallystemsfromwhattheyweretoldandwhattheyexperiencedwhilegrowingup.Ingeneral,apersonwithagrowthmindsetbelievestheycandeveloptheirabilitiesthrough dedication,hardwork,andlearningfromothersandtheirmistakes.InthelanguageofAlignedMomentum,wecallthisaMasteryMindset.Apersonwithafixedmindsetviewstalentasinnateortheyviewthemselvestodayasthebesttheyaregoingtoget;theyaren’twillingtochangeorgrow.
§ Considerwhatyouintendtoexperienceovertherestofyourlife,andthelegacyyouwishtolive(notjustleave).
§ Intention:Anintentionmindfullydrivesaction—whatyoudo,create,andgenerate.Comparethistohope:hopeisastartingpoint,butdoesnotshapeyouractions.Intentioncangenerateactioninhowitguidesyoutopayattentiontosomethingorsomeone,andsometimesindirectly,almostasif byluck.Intentionscanalsobeblockedbybeliefsthatdrivebehaviorsthatruncountertoyourintentions.
§ Habit:Ahabitisamindlesslyrepeatedaction.Youwantgoodhabits.Youalsowanttobeawareofallyourhabits,soyoucandecideiftheyarestillservingyou.Repetitioncausesashortcutinthebrain.Ifwhatyousayyouintendtodoisnotgettingdone,perhapsyouhaveahabitformedfromabeliefthatisnolongerservingyou.
§ Value:Avalueisformedbasedonwhatyoubelievereflectsthe“right”behavior.Yourvaluesguideyouinyourpersonalandprofessionallife.Acompanyhasvaluesaswell,andtheseareoftenoutlinedasasetofcorevaluesorasabasisforhowthecompany,itsleadershipandemployeeswillbehaveatwork.AtrueleaderI’ve
§ Understandingthateachpersonhasenteredyourworkplacewiththeirownbeliefsystem,values,
mindsetandhabitswillhelpyoubeclearaboutwhatyouexpectoftheminyourorganization.o Yourbeliefsbecomeyourthoughts,o Yourthoughtsbecomeyourwords,•Yourwordsbecomeyouractions,o Youractionsbecomeyourhabits,o Yourhabitsbecomeyourvalues,o Yourvaluesbecomeyourdestiny.
§ Youmayhavehabitscreatedfrombeliefsthatnolongerserveyou.Self-discoverywillhelpyoubecomeawareofthesebeliefsandhabits.Thentherearestepstotaketoreplacethosehabitswithonesthatbetterserveyou.Youmayneedtoshedalong-heldbelief.
§ Leaderscanleverageatrustedadvisorand/orpeergrouptohelpthembecomeawareof,andadjust,beliefsthatare showingupashabitsthatdonotservethem.
§ Leaderscanbenefitfromgoodhabitsthatruninthebackground,almostmindlessly.§ Legacy:Theimpactorinfluenceyouhaveonotherswilldeterminehowyoumakethemfeelandhow
theyrememberyou.ThisiswhatlegacymeansinthelanguageofAlignedMomentum(itissomuchmorethanthetraditionaldefinitionastheamountofmoneyorpropertythatyouleaveforsomeoneinyourwill).Considerhowyouwillshowup,bothintentionallyandhabitually,todayandinthefuture.Thiswilldefinehowothersrememberyouafteryouarenolongerhere.
§ AlignedMomentumwillthriveinyourorganizationwheneachroleisalignedwithstrategyandwitheachperson’spurpose(ormission)andlegacy.
§ Awarenessisthekeytochangingbadhabits.Changinghabits,eventhosethatnolongerserveyou,requiresawarenessthatachangeisneeded,motivationtochange,andfeedbackaboutprogress.Along-heldbeliefmayneedtobereplacedbyabetter-servingbelief,oradjustedtoserveyour
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intentionsforthefutureandbestnextsteps.Awarenessisthefirststeptochangingahabitandthebelief(s)thatledtoit.
§ HowtoStopDoingWhatNoLongerServesYou§ Willpoweraloneistypicallynotsustainable.§ OurbrainsCANberewired.Rewiringourbrainsrequires:
1)Awarenessofourbeliefsthatcreatedtheexistingwiringthathasledustolearnbehaviorsanddevelophabits.Seektobeawareof,andtounderstand,whattriggersyoutoactinawaythatnolongerservesyou.Onlyyoucanchangeyou.2)Understandingofwhattriggersourbehaviors3)Motivationtochange.Motivationisawillingnesstodosomething.Youwanttodoit.4)Aconcertedefforttochangeunderlyingbeliefsandtoformnewbehaviorsandhabits5)Asupportiveenvironment,includingsocialcontextandworkplaceculture.
o Clearlydefinevaluesandbeseriousabout keepingthemaliveinyourculture. o Learntoinspirepeopletosolveproblems.o Removebarrierstocommunicationandsmartwork.
§ EachofthesefivecomponentsthatsupportchangearepotentialPivots.Youcanaffectthesefivecomponentsforeveryoneyoulead.Andforyou,personally,youcanchangebyputtingallfivecomponentsintoplace.
§ Youbehaveaccordingtoyourbeliefs,butyourbeliefsarenotyou.Youcanchange.§ It’snevertoolatetoreinventeitheryourbusinessoryourself. Youhavetheultimatepowertotake
yourbusinesstothenextlevel.Thechoiceisyours,nomatterwhatstageyourcompanyisatorhowyouhavechosentoleadittowardsgreatness.
Chapter8.TheBottomLine
§ Thetraditionalmeasureofbusinesssuccessis“thebottomline,”expressedintermsofnetearningsorprofits.Toooftenthebottom-lineresultjusthappens,withoutaclearunderstandingofwhy.
§ NoleadercanorchestrateaPivotwithoutemployeeswhocareaboutbestnextsteps,Clarityaboutwhatisdesiredandwhatactuallyisthestaterightnoworadrivebyalltogettothecruxofthematter.
§ Greatleadershavetheireyeonmorethanfinancialresults.§ Ahealthybusinessishealthyinitscultureandonthebusiness’s(financial)bottomline.§ WithAlignedMomentumthebottomlineistheresultfromallthatyoudotomovetowardyourvision:
1)Yourboldandclearlycommunicatedstrategy2)Employeeswhoarereadytoadapt,shiftandinnovate3)Pivotsorchestratedtostayalignedwithstrategy4)Well-chosenbestnextstepstaken5)Prioritiesthatalignwithstrategyandarebrilliantlyexecuted
§ Growpeopleandwatchgreaterprofitabilityfollow.§ Peopledriveresults.Themeasurementsrelatedtopeoplearetheleadingindicatorstobottom-line
performanceresults.§ Capturenotjustthefinancialresultsbutalsotheindicatorsthatleadtotheresultsyouseek.For
example,morefrequentperformanceconversationsandemployeeempowermentmayleadtohigheremployeeengagementandNimbleDecision-making,whichmayleadtoon-time deliveryandhigherquality,whichcouldleadtoattractinglargervolumeordersfromacustomerwhohasgreatertrustinyou,whichwouldthenbringaboutthefinancialbottom-lineresultdesired.Fromthisstateofmind,ThePivotcomesmorenaturally.
§ Profit,atbest,isalaggingindicatorofbusinessperformance;itisanoutcomeofyourprogressorlackofprogress.
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§ Theleaderwhocreatesasafeplaceforideas,acultureofAlignedMomentum,anddoesnotexpectinnovationstobeperfectwillreapthebenefitsofmoreengagedemployeesandasuccessfulcompanybyeverymeasure.Onewaytocreatethissafeplaceistoshareyourowninnovationsordecisionsthatmaynothaveworkedoutsowell.
§ Leaderswhodon’tcoveruptheirerrors,andinsteadlearnandsharetheirlearning,revealthemselvesashuman—theybecomepeoplewhomotherscanadmireandidentifywith.
§ Tomoveforwardasacompany,innovationmustbecontinualanditmustbecomepartoftheculture.§ Valuemorethanthefinancialbottomlinetoreapperformanceandmomentumbenefits.Successis
aboutsomuchmorethanthefinancialbottomline§ Peoplearecriticaltobusinesssuccess. Createasafeplacewhereeachemployeeknowsthattheir
successisimportant,particularlytotheirmanager.Safetydoesn’tmeancomplacency.§ Adapttalenttostaynimble.Witheverychangeinstrategy,assessthepeople—thetalent—inplaceto
executethatstrategy.Thentrain,promoteandadjustinordertomaintainalignmentbetweeneachroleandstrategyandbetweeneachperson’sbrandandtheroletheyfill.
§ Oneofthemosteffectivemethodstoidentifythereadinessofemployees(yourbusiness’stalent)forthefutureistalentassessment.
§ Pivotfromtraditionalperformancemanagementtoperformancemomentum. Over time, seek Clarity about the future of the individual, regardless of what role they are in right now.
§ Performanceconversationsarebeststartedevenbeforeyouhireanindividualtofillarole. § Peoplechangeroles,butwhatisexpectedfromaroleshouldalsochange,basedonwhatbestserves
thestrategy.Oncejobdescriptionsarecreated,it’stooeasytoinstitutionalizetheminthenameofefficiency,freezingthemintime,andhirenewemployeesbasedontheneedsstatedinanoutdatedjobdescription.
§ Revisitjobdescriptionsforallrolesaffectedbyachangeinstrategy.§ Successfulcompanieschallengetheirownstatusquo.Atminimum,thatmeansprioritiesforeach
quartershouldberevisitedandthencommunicatedclearlybeforethatquarterstarts.Successful,growingcompaniesrevisittheirstrategyandplansatleastonceperquarter.
§ LeadersarealwaysorchestratingaPivot. Ifyourvisionisnotclear,ifyouaren’tseeinghowyoumightinnovateinyourmarketorhowyoumightbecomeirrelevantifyoudon’tinnovate,takealookatafewmodels.Thecompaniesyoulookatdonothavetobeinyourspecificindustry.Startwithanaspectofyourbusinessthatismostobvioustoyou.
Part3.TakeActionChapter9.AlignedMomentumPivots
§ Inthischapter,theauthorrecommendsPivotstomoveyourorganization’sculturetowardAlignedMomentum.
§ Itisthenimblebusinessthatstaysinbusiness—andgrows.§ Togetnimbleenoughto“jumptheS-Curve”andavoidastall,youneedtoreadyyourbusiness
internally.§ TakeaPivot/AlignedMomentumAssessment.You’llfindacodeintheAppendixthatwillgiveyou
onlineaccesstotheassessment.(Anotherreasontobuythebook).§ Findsamplefindings,Pivotrecommendations,andafewbestnextstepsinthesubsectionsofChapter
9pereachofthesixAlignedMomentumKeyIndicators:Clarity,MasteryMindset,NimbleDecision-making,StrategicThinking,TalentAdaptability,andCoaching.
§ Onaverage,andconsideringthereadinessratingfrom0–10(10isfullyready)foreachAlignedMomentumKeyIndicator,theareasforimprovementlistedbycompanysizeareasfollows
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PivottoClaritybycompanysize
a. Large(1000+employees): o Toooftenalackofprogresstowardstrategicobjectivescanbetracedbacktoalackof
Clarity. Whenpeopleareclearnotonlyaboutwhatisexpectedofthembutalsoaboutwhat’sinitforthem,you’vehitthejackpot.
o AsyoumasterClarity,alsoPivotmanagersfrommanagingworktobuildingonthestrengthsoftheiremployeesandempoweringthemtodelivergreatwork.
o AnotherPivotisfroman“us”vs.”them”dynamicbetweenunits,divisions,departmentsorteams,toa“we”mindsetthatreachesallareasoftheorganization.
b. Medium(101to1000employees):o Eachemployeemustbeveryclearaboutwhatisexpected,whocares,andwhat’sinitfor
them.Pivotfromonlyannualreviewsthataren’teffectiveandoftendeferred(thendeferredagain),tomorefrequentperformanceconversations.
c. Small(upto100employees):o Foremployeestobeclearabouthowtheycanbestalignwithstrategy,Pivotfrom
individualsdoingtheirworkinisolation,toateamaimedatcontinuousimprovementoreventhenextbreakthrough.
d. Startup(0-2yearsfromstart):Togetcurrent,relevantinformationtoeachemployee,Pivotfromeachpersonoperatingonthebasisofwhattheyfeelisthesharedstrategy,toadailyhuddlethatbringsnewfactstolight.PivottoClarityfromindividualexecutivesaimedatdifferentpriorities,toaleadershipteamwithasharedcommitmenttostrategyandquarterlypriorities.
PivottoMasteryMindsetbycompanysize
§ Forsomeofus,aMasteryMindsetbeginsinchildhoodwhenanenvironmentsupportslearning,choosing,trying,andmakingmistakes.
§ ItiswhileinaMasteryMindsetthatbreakthroughscanoccur.a. AMasteryMindsetPivotforlargebusinesses
o PivotfromfixedmindsetstoMasteryMindsets,throughouttheorganization.b. TwoMasteryMindsetPivotsformedium-sizedbusinesses
o Pivotfromnoattentiontomindsets,totappingthepowerofemployeeswithaMasteryMindsettomentorothersandinnovate.
o Pivotfrompromotiononlywithpositionaladvancement,tocareerpathsthatrewardachievementandadvancementequally.
o Nimbleleadersgrowthemselves,notjusttheirbusinesses.c. AMasteryMindsetPivotforsmallbusinesses
o Pivotfromafocusonlyontalenttoalso nurturingandrewardingdesiredbehavior.d. TwoMasteryMindsetPivotsforstartups
o PivotfromrelyingonhowitwasdonewhereIworkedbeforeto“whatwillworkbesthere?”o Pivotfromunrealisticstretchgoals,toperformancesystemsthatsupportpeoplewithmore
opportunitiestofeeltheyarewinners,andreinforcewinningwithcelebration.
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PivotstomoreNimbleDecision-making,bycompanysize§ Decisionsandjudgmentcallsarenimblewhenyouareclearaboutstrategy,havegatheredthe
minimumnecessaryinformation,consultedpeoplewithexpertisetooffer,andcoordinatedwiththosewhocaninfluenceorwhowillbeimpactedbythatdecisionorcall.a. ANimbleDecision-makingPivotforlargebusinesses
o Pivotfrommeetingsthatreinforcesilosinthoughtorfunctiontomeetingsthatbringmoreheadsandmorediversemindstogethercollaborativelytoexpandbothawarenessanddecision-makingsupport.
b. ANimbleDecision-makingPivotformedium-sizedbusinesseso Pivotfromdecision-qualityinformationonlyatthetop,toleadersthroughouttheorganization
beingempoweredtoinitiatechangeandtounderstandhowthedatatheyareresponsibleforfitsintobrilliantexecutionofstrategy.
c. ANimbleDecision-makingPivotforsmallbusinesseso Pivotfromthepresumptionthatthejudgmentcallsmadebyeveryemployeeduringtheirday
onlyneedtobeaddressedifsomethinggoeswrong,toempoweringyouremployeeswiththestrategicfocustomakebettercalls.
d. ANimbleDecision-makingPivotforstartupso Pivotfromdoingeverythingintheimmediate,includinghowyoumakedecisions,toamore
disciplinedapproachthatincludesslowingdownforbetterdecision-making.PivotstoeffectiveStrategicThinking,by companysize
a. TwoStrategicThinkingPivotsforlargebusinesseso Pivotfrombelievingthatstrategicthinkingisonlydonebyseniorexecutives,tocommittingto
StrategicThinkingtrainingforallemployees.o Pivotfromtappingeveryminuteofmanagers’andexperts’timewithproblems, toengaging
managersandexpertsinthetrain-the-trainerprogram.b.AStrategicThinkingPivotformedium-sizedbusinesses.o Pivotfromtoowideacommunicationgapbetweenthoseintheknowaboutstrategyandthose
whoexecuteit,toempoweringallwithStrategicThinkingandtheknowledgethatisneededtoensurebrilliantexecutionofstrategy.
c. AStrategicThinkingPivotforsmallbusinesseso Pivotfromseparatingstrategyandexecutiontoconsistentlylinkingthemtogetherineverythought
beforeeveryaction.d. TwoStrategicThinkingPivotsforstartupso Pivotfromamindsetofturn-on-a-dimepivots,toamindsetofAlignedMomentum—including
StrategicThinkingandThePivot.o Pivotfrominattentiontoculture,tointentionallycreatingandnurturingtheculturethathasthe
qualitiesyoudesire,andthatyouwanttoworkin.PivotstoTalentAdaptability,bycompanysize
a. ATalentAdaptabilityPivotforlargebusinesseso Pivotfrombusinessunitordepartmentalsilos,wheremanagersprotecttheirturf,tocollaboration
betweenmanagers.Managersembraceothermanagersaspeersonthesameteam.b. ATalentAdaptabilityPivotformedium-sizedbusinesses
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o Pivotfrominflexiblewayssuchasauthoritybasedonpowerandcontrol,protectionofturf,competingfortalent,andexperiencealwaystrumpingpossibility,toamorenimble,adaptableculture.
c. ATalentAdaptabilityPivotforsmallbusinesseso Pivotfromoverfillingdayswithworkthatmaynotbeadvancingyourcompany,toaculturethat
regularlyrevisitsstrategyandtheworktobedone.d. ATalentAdaptabilityPivotforstartups
o Pivotfromahiringprocessthatonlyseeksthestrongesttalentandassumestheywilladapt,tothecultureyouenvisionandincludeTalentAdaptability—fittingyourstrategy—beforehiringeventhemosttalentedperson.
PivotstoCoaching,bycompanysize
a. ACoachingPivotforlargebusinesseso Pivotfrommanagerswhoaremanagingworkandresponsiblesolelyformanagingtheoutputsof
theirteam,tomanagerswhocoachpeopletotheirbestperformance.b. ACoachingPivotformedium-sizedbusinesses
o PivotfromnotimeorbudgetforCoaching,toatraining-sizedbudgetforpeergroupCoachingtogetyoustarted.
c. ACoachingPivotforsmallbusinesseso Pivotfromemployeesinj-o-b-s,toCoachingtoexpandskillandtoalignpersonalgoalswith
companystrategy.d. ACoachingPivotforstartupso Pivotfromcreatingacultureunintentionallyduetoalackoftimetofocusonthat,tobringingina
performancecoachtohelpyoubringyourenvisionedculturetolife.Chapter10.YourBestNextStep
§ Tobrilliantlyexecuteyourbusinessstrategy,andtransformviaThePivot,therewillbemanypeoplewhomustworktogethertowardasharedvision.You,theleader,arecriticaltoensuringasharedvision.And,youareaccountableforthatbrilliantexecution,eventhoughyouarenot100%incontroloftheresults.
WhatYouDoNextIsImportant,EvenPivotal!§ Areyoutakingthetimetosmartlychoosewhattodonext?Haveyouempoweredemployeestodothe
same?Areyoumaintainingalignmentandmomentum?1) Weave“What’snext?”intomeetings-Pivotfrommeetingsthatareineffectivebecausetheyleadtono
actionorimprovement,tomeetingsthatareeffective…2) Consider“What’snext?”beforeajudgmentcall-Pivotfrommakingjudgmentcallsonly basedonwhat
seemedtoworkbefore,tobetterjudgmentcalls…3) Ask“What’snext?”and“Whoisnext?”toimprovemomentuminhand-offs-Pivotfromprocesses
havingdifferentownersbasedonteamorfunction,tosingleaccountabilityforeachprocess…
§ Youandyourbusinessareunique.Noonecanprescribetheperfectsolutiontoyoursituationwithoutspendingtimewithyouandlearningaboutyourbusiness.WhatissharedisthatAlignedMomentumwillserveallleadersandtheirbusinesses,includingyouandyours.
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Contact Frumi at 949-394-9201DrFrumi@Scaling4Growth.comwww.100mustreads.com www.Scaling4Growth.com Aboutthereviewer:FrumiRachelBarr,MBA,PhDDr.FrumiRachelBarristrulyanentrepreneurhavingstartedandrun5entrepreneurialadventurespriortofollowingherpassionforguidingthesuccessofCEOsandtheirteamstogaintractionandmomentumtoScaleUp.Moneyandaplandon’tguaranteeexecutionExecutiondependsoncommunication,cascadingprioritiesthroughouttheorganizationandanexternalguidethatholdstheteamaccountableandkeepsthemomentumgoing.Lotsofcompaniesknowwhattodo–it’sthedoingthatneedsanexternalguide.That’swhatweprovide.Weusethebestsystemsontheplanet,GazellesandtheRockefellerHabits,aswellassoftwaretotrackteaminitiativesandprogress.
Dr.Frumi’s"Why"istocreateasafeplaceforleadersandteamstodiscusswhatmattersmost.SheisknownasTheCEO’sSecretWeapon.HerWho:Dr.Frumiguidesleadersofrapidlygrowingcompaniesandtheirteamswhohaveathirstforbothdisciplineandlearning.Thesecreative,ambitiousleaderswanttogrowtheirbusinessessotheyhavemorefreedomandafabulousculture.TogetherwefocusonPeople,Strategy,ExecutionandCash,usingpracticaltoolstocreategreaterrevenueandprofitability,withgreatercollaborationandaccountability.Dr.FrumiistheauthorofaCEO’sSecretWeapon:HowtoAccelerateSuccess.Thebookwasrankedtopbusinessbookof2012byExecRankandhasaforwardbyhercolleagueSimonSinek,internationalauthorofbest-sellingStartwithWhy.
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