Mastering the rockefeller habits™

Rockefeller Habits Checklist™

1. The executive team is healthy and aligned.
   » Team members understand each other’s differences, priorities and styles.
   » The team meets frequently (weekly is best) for strategic thinking.
   » The team participates in ongoing executive education (monthly recommended).
   » The team is able to engage in constructive debates and all members feel comfortable participating.
2. Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the company forward.
   » The Critical Number is identified to move the company ahead this quarter.
   » 3-5 Priorities (Rocks) that support the Critical Number are identified and ranked for the quarter.
   » A Quarterly Theme and Celebration/Reward are announced to all employees that bring the Critical Number to life.
   » Quarterly Theme / Critical Number posted throughout the company and employees are aware of the progress each week.
3. Communication rhythm is established and information moves through organization accurately and quickly.
   » All employees are in a daily huddle that lasts less than 15 minutes.
   » All teams have a weekly meeting.
   » The executive and middle managers meet for a day of learning, resolving big issues and DNA transfer each month.
   » Quarterly and annually, the executive and middle managers meet offsite to work on the 4 Decisions.
4. Every facet of the organization has a person assigned with accountability for ensuring goals are met.□  The Function Accountability Chart (FACe) is completed (right people, doing the right things, right).
   » Financial statements have a person assigned to each line item.
   » Each of the 4-9 processes on the Process Accountability Chart (PACe) has someone that is accountable for them.
   » Each 3-5 year Key Thrust / Capability has a corresponding expert on the Advisory Board if internal expertise doesn’t exist.
5. Ongoing employee input is collected to identify obstacles and opportunities.□ All executives (and middle managers) have a Start / Stop / Keep conversation with at least one employee weekly.
   » The insights from employee conversation are shared at the weekly executive team meeting.
   » Employee input about obstacles and opportunities is being collected weekly.
   » A mid-management team is responsible for the process of closing the loop on all obstacles and opportunities.
6.  Reporting and analysis of customer feedback data is as frequent and accurate as financial data.□  All executives (and middle managers) have a 4Q conversation with at least one end user weekly.
   » The insights from customer conversation are shared at the weekly executive team meeting.
   » All employees are involved in collecting customer data.
   » A mid-management team is responsible for the process of closing the loop on all obstacles and opportunities.
7. Core Values and Purpose are “alive” in the organization.
   » Core Values are discovered, Purpose is articulated, and both are known by all employees.
   » All executives and middle managers refer back to the Core Values and Purpose when giving praise or reprimands.
   » HR processes and activities align with the Core Values and Purpose (hiring, orientation, appraisal, recognition, etc.).
   » Actions are identified and implemented each quarter to strengthen the Core Values and Purpose in the organization.
8. Employees can articulate the following key components of the company’s strategy accurately.
   » Big Hairy Audacious Goal (BHAG) – Progress is tracked and visible.
   » Core Customer(s) – Their profile in 25 words or less.
   » 3 Brand Promises – And the corresponding Brand Promise KPIs reported on weekly.
   » Elevator Pitch – A compelling response to the question “What does your company do?”.
9. All employees can answer quantitatively whether they had a good day or week (Column 7 of the One-Page Strategic Plan).
   » 1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role / person.
   » Each employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight).
   » Each individual / team has 3-5 Quarterly Priorities / Rocks that align with those of the company.
   » All executives and middle managers have a coach (or peer coach) holding them accountable to behavior changes.
10. The company’s plans and performance are visible to everyone.
    » A “situation room” is stablished for weekly meetings (physical or virtual).
    » Core Values, Purpose and Priorities are posted throughout the company.
    » Scoreboards are up everywhere displaying current progress on KPIs and Critical Numbers.
    » There is a system in place for tracking and managing the cascading Priorities and KPIs.

Topgrading™

Decisions equal success – and there are four decisions, in growing your business, that you must get right or risk leaving significant revenues, profits, and time on the table. These four decisions: People, Strategy, Execution and Cash.

As a CEO, you are painfully aware of the huge costs of hiring people who turn out to be mediocre or worse. Topgrading offers the only hiring method on the planet that routinely triples hiring success, with CEOs routinely saying Topgrading made the company more successful. And Topgrading methods are “common sense,” though on steroids.

The five dysfunctions™

The Five Dysfunctions of a Team  outlines the root causes of politics and dysfunction on the teams where you work, and the keys to overcoming them. Counter to conventional wisdom, the causes of dysfunction are both identifiable and curable. However, they don’t die easily. Making a team functional and cohesive requires levels of courage and discipline that many groups cannot seem to muster.

Implement four decisions™

Decisions equal success – and there are four decisions, in growing your business, that you must get right or risk leaving significant revenues, profits, and time on the table. These four decisions: People, Strategy, Execution and Cash.

Align today™

A simple dashboard that is used by management to track everyone in the company as they work towards Company and Individual goals. This simple Dashboard tracks individual and department goals and Key Performance indicators with a visual Red, Yellow and Green indicator so management can easily see which department or employees needs follow up. The company in building their goals assigns daily, weekly, Monthly, Quarterly and Annual goals that are all inter-related to each employee and each department

Formation of advisory board / peer group / forum

Many private businesses look to Advisory Board / Peer Group / Forums in order to benefit from the knowledge of others, without the expense, formality or corporate governance issues of a Board of Directors. 

Who:

A hand-picked group of leaders who possess the experience and expertise required to help guide you to hyper growth in your industry. You reciprocate by offering advice in return to other members of the group.

What:  

An advisory board is convened by the organization to give advice and support. Unlike a board of directors, who serves as a governing body, an advisory board provides non-binding strategic advice and they do not have legal or formal responsibilities.

Where:

In person meeting at a central location among all participants.

Why:

Because you are looking to grow or solve problems in your company. There is safety in numbers and two heads are better than one (in this case 12-15). This is a structured way to bring issues before a peer group who can help you see and think clearly. Everyone has different life experiences and knowledge. With an Advisory Board/Forum you have a wise and experienced resource.

When:  

Monthly (typically 10 meetings per year).

HOW:  

Sessions are facilitated and provide a structured environment that enables a diverse group of leaders with unique areas of expertise to efficiently problem-solve, provide guidance and assist with sensitive issues.

How much:

There is a monthly cost which depends on the size of the company. The cost includes meeting expenses, meals, training and facilitation.