A Great Day = A Great Scorecard (and Vice Versa)
Recently several of my clients asked for help putting together company or departmental scorecards. For many organizations and leaders, finding the right set of 5 to 15 leading indicators that provide an absolute pulse on the business (or the department) is a difficult challenge. Often it takes several months or longer to truly fall in love with your Scorecard.
Three Steps to Clearing the Fog with a Strong Data Component
Most entrepreneurs are flying blind – running their businesses on vague sensations, feelings and emotions, rather than data. During a week in which a company wins a big order, gets some positive feedback from a key client, and finally finds the right person to fill a key seat – the company’s owner(s) feel as though they run the very best business in the world. The following week, when the company loses a big sale, gets negative feedback from a client and has to deal with a few people issues – the owner(s) feel as though they run the most troubled company out there.
Four Steps to Reducing Leadership Frustrations…Forever
Most entrepreneurial leaders are frustrated. Some leaders are only occasionally frustrated, because they find ways to resolve their issues quickly and effectively. But many leaders have been frustrated about a lot of things for a very long time.
Some seem to have resigned themselves to the notion that running an entrepreneurial company is destined to be a long, painful series of never-ending frustrations.
Is Your Leadership Team Doing Too Much, or Too Little?
Gino Wickman’s book is called “Traction” for a reason. When an organization gains traction, it moves forward. Things change, issues get resolved, and the business improves in some meaningful way.
Seven Keys to Effective Delegation
One thing most successful leaders do well is delegate. Being completely open and honest—this has never come naturally to me. As a busy manager and classic over-committer, I often chose to do something myself that could have been done just as well or better by another member of my team. As a result I spent too much time and energy on stuff I didn’t like to do and wasn’t very good at.
The First Step to Building a Healthy Leadership Team
As many entrepreneurs now know, Certified EOS Implementers begin every session by restating our expectations for the day. Every single time we do that – to date nearly 1,500 times with the leadership teams of more than 200 entrepreneurial companies – we’ve asked each member of the team to be “Open and Honest” with us, and with one another. As simple and reasonable as that request might sound, complying with it is difficult, even for the best leaders in the most successful businesses.
