Bias for Action, Absence of Thinking

“A bias for action” – this has become a buzz-phrase I’ve noticed lately, and it makes my skin crawl the same way as when some one uses the word “irregardless”.  This is the curse of several years of studying English at University.

I’ll be the first guy to encourage people to actually get things done, but if I’m going to have a bias for something, I’d prefer it be a bias for thinking.  Simply put, any action you take that is not preceded by some thinking is a waste of time that will ultimately cost you much more time in the long run.

In many situations, the thinking involved need be brief.  Unless you’re planning a moon landing, the amount of time writing and refining plans quickly hits diminishing returns.  To spend even a few minutes thinking about something, and perhaps handwriting one page on what you are trying to achieve, the benefits, risks, and involvement required from others will save you a huge amount of time in the long run.

Here are some of my favorite business moments that demonstrated a bias for action, and an absence of thinking:

New Coke:  Turns out people liked the old coke better, and the company spent millions to undo their action

Moving Jay Leno from the Tonight Show:  NBC had a problem as to what to do with Conan O’Brien, but didn’t think too long about any of these decisions.  Oh well… what’s $40 million between friends?

Ford Motor Company and the Pinto:  It seems it was cheaper to pay wrongful death suits than it was to recall the exploding Pinto.  Apparently the guys running Ford at the time had the Wizard of Oz trifecta:  No brains, no heart, no courage.

US IRS and tax evaders: The US Revenue Service has decided recently to go after tax evaders in Canada and the UK.  Newsflash: people looking to evade taxes don’t move to higher tax jurisdictions that have comprehensive tax treaties with the United States.  If any thought had been put into this, they would realize the housewife who moved to Canada as a child probably isn’t as promising a source of revenue as the corporate executive that moved to Grand Cayman.

Think, then act.  You’d be surprised how well it works.

 

7 Steps to Writing a Business Case

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Below we discuss Writing a Business Case in seven easy steps.  Specifically, we discuss:

  • What is a Business Case?
  • Why you should bother Writing a Business Case.
  • Seven steps to Writing a Business Case
  • Three things to remember about Writing a Business Case

What is a Business Case?

A Business Case is a document you create in order to help you get approval or financial commitment to a project or change initiative.

Why Bother Writing a Business Case?

  • It will help you to organize your thoughts and test your ideas.  Some things seem like great ideas initially, but after you put some structured thought into it, several questions may arise.
  • It will help you clarify and focus your efforts.  Just a little bit of structure can assist you in the implementation of your idea.
  • It will aid you in ultimately selling your project or change initiative to stakeholders.
  • It will provide the basis for more detailed project planning upon approval.

Seven Steps to Writing a Business Case

  1. Create a Backround (or Project Definition) Statement: The first step to Writing a Business Case is to explain the background of the project or initiative.  In this phase, you need to provide just enough information to inform the reader as to why you’re bringing the idea or subject up.
  2. State the Objectives (Future State or Desired Outcome): What are your specific objectives for this project or initiative? What is it that you are going to deliver?  Try to articulate the root value of the opportunities that you are planning for. Imagine an investor sitting across the table from you: Why would she give you money or otherwise invest in your project?
  3. Describe the Current Situation: Now that you’ve defined your future state, you need to determine where you currently are on that journey.   Make sure you include facts, figures, and data wherever possible.  You need to create a compelling argument that highlights the gap between desired state and current situation.
  4. Put Forth a Recommendation or Solution: If you’ve followed the above steps, you’ve created a hunger in your audience for some sort of change.  Now you need recommend what that change should be.  Articulate your ideas as clearly as possible.  This section could include a few different options, but ultimately you should commit to a specific recommendation.
  5. Determine Your Success Criteria and Measures: How you will measure the success of the project?  What will change as a result of your intervention?  Note that your success criteria must be measurable.  The return on investment should be included in this section.
  6. Determine Your Support Required: A key part of writing a business case, is to determine who you need support from and letting them know exactly what you need from them.  You can’t point fingers after the fact.  Indicate what support you need from outside resources to achieve your goals.  This includes the resources required in terms of time, effort, tools, money, and other resources.
  7. Articulate Next Steps and the Timeline: Once you have approval for your business case what are some key milestones that come next?  When will you commit to finish/deliver?

Three Things to Remember About Writing a Business Case

  1. Ensure that the document is clear and succinct.  Minimize the use of jargon, and speak in clear and concise terms.
  2. Include factual information – you’ve done your homework here’s your chance to prove it.
  3. Sell it!  Speak to people about the benefits of pursuing your idea.  Demonstrate the value the project brings to the organization, customer and financial bottom line of the company.

Watch the ‘3-Minute Crash Course’ about Writing a Business Case (CLICK THE ARROW TO START THE VIDEO):

Improve Morale — Discipline People

So if I read all the management literature correctly, then to improve employee morale, I should hire a concierge, allow people to bring their pets to work, and every day at 3.00pm we should join hands in a circle and sing campfire songs.  Personally, I can’t think of anything that would make me start looking for alternative employment faster.

So what does impact morale, and should managers care?

First of all, they should care – just not about concierges and employee sing-alongs.  Morale is a key driver of attendance and retention both of which have a clear and immediate impact on costs.  Morale also creates and maintains employee discretionary effort — which has a clear and immediate impact on productivity, quality and safety.  Besides all of that, it’s just way more fun to work at a place where people are engaged.

There are several ways for leaders to impact morale.  Perhaps one of the most important is a consistent, fair, and well thought out progressive discipline process.  Yep, that’s right… I’m suggesting that progressive discipline and higher employee morale are highly correlated.  Here’s why:

When one member of a team consistently doesn’t pull his weight, it is rarely the boss that feels the impact of this.  Most often it is that laggard’s peers.  By addressing one person’s poor performance, others are both relieved and validated.  They are relieved that the discipline will either lead to the person beginning to pull their weight, or that the person will be replaced by someone who will.  They are validated by the demonstration that their effort is superior to that of the person receiving the discipline.

The most highly effective workplaces have predictable and clear consequences for both good and poor performance, so it is not good enough for a leader simply to focus on discipline.  However, many managers put off uncomfortable discussions about poor performance using the excuse that any intervention will harm morale.  In fact, the opposite it true.

Oh No.  Now you’ve got to go do it.

Go ahead… discipline someone for poor performance, and improve your team’s morale.

 

Employee Discipline Procedures: Progressive Discipline

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Below we talk about the following aspects of Employee Discipline Procedures:

  • Setting the stage for Employee Discipline Procedures
  • Issuing Warnings
  • The Progressive Discipline Meeting
  • Taking Corrective Action

Setting the Stage for Employee Discipline Procedures

Many managers fail to do their homework prior to launching in to Employee Discipline Procedures.  There are some things to do ahead of time:

Articulate clear expectations.  You cannot take an employee to task on things they were not aware they are accountable for.  There are a number of mechanisms to articulate those expectations:

  • Job descriptions
  • Performance agreements
  • Regular one on one meetings

Document everything.  A key part of Employee Discipline Procedures is the paper-trail.  You should have a file on every employee, and that file should contain details of all communication pertaining to performance.

  • Notes about informal discussions
  • Any emails pertaining to performance.
  • Documentation from more formal interventions.

Ensure you are prepared to focus on the behavior, not the person.  If you make it personal, it will much more difficult, and you may incur needless legal risk.

Have a Progressive Discipline process.  You must being your Employee Discipline Procedures knowing the various steps, and how it might end.

Progressive Discipline Process

Your first step in Employee Discipline Procedures is to check with your HR department or person to fully understand what systems and processes are currently in place.  In the absence of any such tools, use the following as a starting point for your Employee Discipline Procedures:

  1. Ensure expectations are clear.
  2. Highlight the gap between desired and actual performance.  You need to be as specific as possible when describing this gap.
  3. Issue verbal warning – Tell the person specifically what you want them to change, and in what time frame.  If there is a knowledge or skill gap, you will need to assist the person in bridging this gap.  Write down the details of the verbal warning (date, time, discussion points, and any witnesses present).
  4. Issue written warning with consequences.  If the performance has still not improved, you need to issue a formal written warning.  This should include very clear consequences as to what will happen if performance does not improve.  Again you need to be very specific about the gap between desired performance and actual performance.  You also need to specify timelines for improvement, and the next meeting.
  5. Issue second written warning.  This will have all the elements of the first letter, but also include a much more urgent sense of the consequences of continued poor performance.
  6. Take corrective action – a demotion, a suspension, or termination.  At this stage it will be largely dependent on the circumstances, but you need to follow through on the promised consequences in the previous warnings.

How to Issue Warnings in the Employee Discipline Procedures

  1. Highlight the gap between the desired performance and the actual performance.
  2. Issue a verbal warning.  Be as specific as possible, and make suggestions for improvement.  You need to document the verbal warning with the date and time, the details of the conversation, the follow up actions discussed, and any witnesses to the conversation.
  3. Issue a written warning. Be specific.  Be clear on the consequences
  4. Issue further warnings after an adequate period of time has passed to allow him/her to make the required improvements.

The Discipline Meeting

What to say:

  • Clarify the process, and what is about to happen
  • Provide in as much detail as possible with behavioral examples the deficiencies of performance or transgression that has brought everyone to this meeting.
  • Point out the negative impact to the organization and to the people that the undesirable performance has.
  • Describe in detail the desired behavior or action, and reference when and where this has been made clear to the employee previously

How to Say It:

  • Present case in neutral language
  • Be calm
  • Be as specific as possible (when, where, how many, etc.)
  • Focus on the facts
  • Be professional

Ask the employee to reply

  • Listen carefully
  • Ask for clarification if necessary.
  • Ask the employee for comments or potential solutions to resolve the issue.

Taking Corrective Action

Corrective action as part of your Employee Discipline Procedures, can take a variety of forms.  You need to determine what will be most likely to solve your problem.  In some cases, it may be suspension, in others it may be termination.  One thing you need to ensure when you get to this stage is that there are no surprises to the employee.  There should have been adequate warning and notice before you ever advance to this stage of the Employee Discipline Procedures.

3 Things to Remember about Employee Discipline Procedures

  1. Document everything, every time, always.  You need this to mitigate the risk of harassment or wrongful dismissal claims.  It is also good practice.
  2. Don’t over or under react to a situation.  Ensure the action you take is commensurate with the nature of the transgression
  3. Don’t make it personal.  It makes it much easier for all concerned if you can adequately detach personalities from the situation

Watch the ‘3-Minute Crash Course’ about Employee Discipline Procedures (CLICK THE ARROW TO START THE VIDEO):

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Personal Responsibility and the Fall of Society

The current silliness around the US Government’s debt ceiling is a classic case of individual members of government completely failing to take any responsibility.  For those observers convinced that it’s one party’s fault or the other, you are blinded by partisanship, and not seeing the whole situation clearly.

Perhaps the idea of political parties has passed its “best-before” date.

Originally, the British Parliament (of which many other systems of government have been based upon including the American one), was set up so that a local riding would elect a member to represent it, and then the elected members would all get together, and deal with the business at hand – such as selecting the Prime Minister and other key ministers.

This devolved into parties as people became more apathetic about the political process.  Political parties gave all elected official cover from any personal responsibility to their constituents.  The current silliness in the United States over the debt ceiling is a prime example.  Does any thinking person really believe this has anything to do with anything BUT politics?  Any American, regardless of his political stripe, should be deeply offended by what is happening in Washington right now.

There is a whole lot of politicking, and not any responsibility being taken.  American society has been living beyond its means since the end of the Second World War, and its like nobody got the memo on this until May.  Now it’s a crisis, and no one wants to act

Bad news folks – if you take two or three minutes to add up the numbers, it is indisputable that there are substantial spending cuts required, and significant tax increases needed to fix the problem.  Unfortunately, no one in Washington will take the responsibility of telling people a truth they don’t want to hear.

This is what we expect from politicians – as a society, we have completely abandon the idea of personal accountability.

By the way, this situation is not unique to the United States.  Because I have lived in a few different countries, I seek out news from my former adopted homes, and am quite aware similar silliness is occurring in Australia, Canada, and the UK.

Only when people re-engage in the political process, will anything change.  People lament it is the absence of the voter on election-day, but this is simplistic way of looking at the problem.  The Australians have mandatory voting, and still get caught in political silliness.  Only when we demand responsibility from our locally elected Members of Parliament, or Congress Members will anything change.

That is, unless the current political problem in the US doesn’t completely destroy the global economy, in which case you should look for a nice plot of land with a long growing season.


 

Delegating Responsibility: The Monkey on Your Back

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Delegating responsibility is a core function of any leadership role.  Yet many times, people at all levels of an organization will find themselves with “the Monkey” back on their desk.  Below we discuss the following aspects of delegating responsibility, and keeping it delegated:

  • Different types of “Manager Time”
  • Why Managers end up “buying-back” responsibility for certain tasks
  • How to keep responsibility delegated.

Source:

Oncken, William, and Donald L. Wass. “Management Time: Who’s Got the Monkey?”  Harvard Business Review, Nov-Dec 1974, Reprinted and updated in HBR: Nov-Dec 1999

Types of Manager Time

When delegating responsibility Managers need to ensure they fully understand the three kinds of management time:

  • Boss-imposed time – used to accomplish those things that are important to his or her boss
  • System-imposed time – used to accommodate requests from peers for active support.
  • Self-imposed time – used to do those things the manager originates or wants to do.  Self-imposed time, can further be divided:
    • Subordinate-imposed time – This is time well spent when it is coaching and leading others.  However, a manager needs to minimize the time she spends solving her subordinates problems for them.
    • Discretionary time – the time that is the manager’s own.

Managers have enough of their own boss-imposed and system imposed time without taking on more subordinate imposed time that comes about by not properly delegating responsibility.

Inadvertently De-Delegating Responsibility

  • Your direct report brings a problem to you that you know enough about to discuss, but not enough to make a decision on the spot.
  • The boss tells the direct report, she will get back to him.
  • The delegation of responsibility has just been reversed.
  • The manager ends up with more to do, while the direct report ends up with less responsibility.

Delegating Responsibility and Keeping it Delegated

  • Provide Support Without Removing Responsibility.
  • Regularly scheduled One on Ones with all direct reports
  • Use the Wily Manager Coaching Model.
  • Lead With Questions.

The Care and Feeding of Monkeys

Following Oncken and Wass’s analogy of the Monkey jumping from the subordinates back onto the boss’s, here are five rules for delegating responsibility:

  1. Monkeys should be fed or shot.  Do not allow them to linger on your back for any length of time
  2. The monkey population needs to be kept below the maximum the manager has time to feed.
  3. Monkeys should be fed by appointment only.  The responsibility for a the completion of a delegated task needs to be left with the person to whom it was delegated
  4. Monkeys should be fed face to face or by telephone.  Regular one on one meetings are very effective.
  5. Every monkey should have an assigned feeding time.  Delegated tasks need to be monitored regularly.

3 Things to Remember about Delegating Responsibility

  1. It’s not your job to do their job.
  2. Be vigilante about the Monkeys whereabouts.
  3. Helping with an employees Monkeys is best done during a one with one.

Watch the ‘3-Minute Crash Course’ about Delegating Responsibility (CLICK THE ARROW TO START THE VIDEO):

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Optimizing Your Business Process Can Be a Really Bad Idea

Before the industrial revolution, most of us were connected to the outputs of our labor.  We were either farmers or craftsmen in cottage industries where we worked on something for some period of time, and then either harvested, used, or sold the output of all our hard work.

In the 21st century the link between what we toil on daily, and the output of that toil is much more illusive – particularly so in information based jobs and industries.  We behave like some really minor cog, in some great big organizational wheel always feeling at least slightly nervous that if we got hit by a truck, it might take some time before anyone noticed.

As a result, we become focused on a series of tasks, rather than how those tasks contribute to some greater goal.  Several years ago I did a job at a sawmill.  This was before the forest sector in North America got completely spanked, and prior to Americans and Canadians sparring each other, and failing to recognize the much greater threat was coming from outside NAFTA.

Turning a raw log into a two-by-four is a much more complicated process than you might think.  There are lots of moving parts and many people involved before you can go down to the Home Depot and buy some boards to build that eyesore treehouse for the kids in your backyard.  As a result, you’ve got several groups of people that optimize their little part of much larger process without ever putting their head up to see if what they’re doing makes any sense.

Raw logs are scanned by laser on their way into the mill to optimize the use of fibre, and reduce the amount of waste (also known as chips).  The problem is as the timber got smaller and smaller over the course of many years, optimizing the amount of fibre meant that sawmills were producing a whole bunch of lumber with a dimension of 1” X 1” – about the size of a garden stake.

So you can imagine my surprise walking into the lumberyard of a sawmill, and learning that 80% of the space was taken up by garden stakes and bean poles.  Somewhere I had missed the bulletin about the fall of society, and our return to an agrarian economy.  Apparently, the larger lumber dimensions (like the wood you use to actually build things) were no longer required.

This is what happens when people optimize their little part of the business without any regard for the larger organizational goals.  This sawmill was indeed maximizing the amount of fibre recovered from each log – they just weren’t producing anything that anyone needed or wanted.

It would be easy to think this is an isolated case, but there are examples everywhere of people optimizing a piece of the business to the sub-optimization of the whole enterprise.  Ironically, this is often encouraged by well-meaning business improvement people, or high-paid consultants.

The bottom line is to draw a clear path between what each person does every day, and the higher-level goals of the organization.  If this path of vision is obstructed, you may end up with a yard full of garden stakes.

 

Strategy Mapping

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Strategy mapping is a simple tool that individual managers (as well as whole organizations) can use to connect individual effort to higher level corporate goals.  Below we discuss:

  • What strategy mapping is
  • Why individual managers should bother with strategy mapping
  • Examples of strategy mapping
  • Potential pitfalls of strategy mapping

What is Strategy Mapping?

  • A simple technique to connect people’s action to key business drivers.
  • Created by Kaplan & Norton of The Balanced Scorecard fame.
  • It’s the next logical extension of the Balanced Scorecard (click here for a Balanced Scorecard Toolkit)
  • Several books on strategy mapping have been published by Kaplan & Norton, including:
    • The Strategy Focused Organization (2000)
    • Strategy Maps (2003)

Why Use Strategy Mapping?

Strategy mapping is a tool that is elegant in its simplicity that can be used by organizations or individual manager.

  • Strategy mapping creates a clear line of sight between individual efforts and organizational objectives
  • Strategy mapping translates higher level business strategies to operational terms
  • Strategy mapping Aligns people and action
  • Strategy mapping helps put a value on things traditionally viewed as hard to measure

Strategy Mapping Example (Standard categories)

Strategy Mapping Example 1

Strategy Mapping (Example from an HR department)

Strategy Mapping Example 2

For each of the brainstormed categories above, metrics and operational goals would be established.

Potential Pitfalls for Strategy Mapping

Like any other tool, strategy mapping can be used well, or used poorly.  Some potential pitfalls to watch out for:

  • Being unclear on larger organizational goals will cause confusion when strategy mapping.  If it is not clear at the top of your strategy map, it will only get more unfocused as you progress downwards.
  • Not including your people in your strategy mapping exercise.  It is a waste of time to create a strategy map without the participation of the people doing the work.
  • Letting strategy mapping (or the balanced scorecard) take on a life of its own.  Tools need to be used wisely, and not become more important than the work they are supposed to facilitate or clarify.

3 Things to Remember About Strategy Mapping:

  1. Keep it simple.  Strategy mapping works because it is conceptually easy.  Do not make it more difficult than it needs to be.
  2. Put your strategy map front & center.  Once you have created your strategy map, put it where people can see it, and understand how their efforts impact the larger organizational goals.
  3. Adjust the categories to your needs.  Kaplan and Norton suggest four perspectives, and they are excellent starting points for the development of your strategy map.  Don’t feel bound by those categories, however.

Watch the ‘3-Minute Crash Course’ about Strategy Mapping (CLICK THE ARROW TO START THE VIDEO):

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Firing People as a Leading Indicator of Safety

Here’s an extreme example of the power of leading versus lagging indicators: plane crashes.  Every now and then, a plane might just fall out of the sky with no advance warning, but most often the cause was entirely predictable, and could have been caught by some leading indicator of trouble.  The tragic lagging indicator is when a plane hurls into the side of a mountain.

Now, to be fair, the airline industry has an outstanding safety record, and their ability to catch problems before they turn into catastrophe is something many other industries would be well-advised to study.

However, a recent news article by the Detroit Free Press got me to thinking about leading indicators of airline disaster.  The article was about an Air Traffic Controller who was caught watching a movie (Cleaner, starring Samuel L. Jackson, if it matters), rather than tending to the airplanes he was supposed to be watching.  I am going to go out on the limb here and say that the number and amount of movies watched while on duty by Air Traffic Controllers is a pretty clear leading indicator of plane crashes.

Once this was made public, the United States Federal Aviation Authority naturally took steps to suspend the Controller in question and his boss (even though they should have fired them both), and has launched an investigation.  And the pundits have all started to weigh in on the impact of goofing off at work.

In November of 2010, Salary.com did a survey that revealed that 36% of us waste two or more hours at work every day.  If you think your organization has any significant number of people making up that 36%, then it should be a pretty clear leading indicator of your pending implosion as a viable organization.

But back to the Air Traffic Controllers.

Jonathan Spira, an analyst that has studied goofing off at work (sounds like a fun job) said about this situation: “Clearly, if someone is watching a movie, they are bored, tired, distracted or somehow unable to perform his job.”

What Mr. Spira missed is that the person goofing off might just be an idiot who needs a kick in the ass.  Such as is the case with this Air Traffic Controller.  If this problem is widespread (which the US FAA is investigating currently), then I am going to suggest another leading indicator for airline safety:

The number of Air Traffic Controllers disciplined or fired is a leading indicator of improved air traffic safety.

Who says Ronald Reagan is dead?

Now if you really want to know what happens in the control tower, click on this week’s video clip, below:

 

Aligning Mission, Vision & Goals

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Many organizations fail to align their mission, vision, goals and strategies.  Most often this is because each of these documents are created or revised in isolation of the others.  Or perhaps, mission, vision, goals and strategies are something that are looked at once per year, and then successfully avoided until the following year.

The first task when dealing with mission, vision, goals and strategies is to have a clear definition of each:

What is a Mission?

When writing your mission, vision, goals and strategies, the mission statement is your foundational document:

  • A well-crafted mission articulates why you exist as an organization.
  • Answers the question, “Why are you here?”
  • Describes what the organization does in clear terms
  • Describes the purpose of the organization, product, or service
  • Your mission does not generally change over time.

What is a Vision

Of the mission, vision, goals and strategy document, the vision is the one that should provide inspiration:

  • Paints a clear and compelling view of the future.
  • Answers the question, “Where are we headed?”
  • It must motivate, be ambitious and stretch people.

Strategies

Strategies provide a pragmatic roadmap of how mission, vision, and goals will be accomplished over time:

  • Explain how the business will be successful over time
  • How the company will compete
  • How the organization will differentiate
  • What markets will be served.
  • What opportunities and strengths will be leveraged

Goals & Objectives

Goals and objectives are the building blocks of achieving the mission and vision:

  • Goals are directly related to vision, mission & strategies
  • Goals measure progress towards achieving vision, mission & strategies
  • Objectives are the plan or stepping stones towards the achievement of a goal

Alignment & Sustainment Plan

It is not enough to simply articulate your mission, vision, goals and strategies.  You need to do something about it.  Unfortunately, this is where many organizations fail.

  • Once you plan what you need to do, you need the discipline to follow through on that plan.
  • What actions will be taken?  By whom? By when?
  • How will you hold people accountable?
  • How will you reinforce and reward?

3 Things to Remember

  1. Don’t make it harder than it needs to be.  Many organizations spend a ridiculous amount of time writing their mission, vision, goals and strategies.  Sometimes, a few words on a single page can be far more effective.
  2. Any plan is useless unless you execute it.  Don’t bother to write your mission, vision, goals and strategies unless you intend to do something about it.
  3. Your documents should be “alive”.  Don’t file them away, and dust them off once per year.  If you are using these tools wisely, you will use them to guide your activities throughout the year.

Watch the ‘3-Minute Crash Course’ about aligning Mission, Vision & Goals (CLICK THE ARROW TO START THE VIDEO):

Get the Complete ‘Strategy Starter Kit’:

Get the Strategy Starter Kit files here

The ‘Strategy Starter Kit’ includes:

  • Strategy Starter Kit Workbook (pdf, 40 pages) – A series of questions and fill-in-the-blanks that result in your completed Business Planning Document, containing aligned Mission, Vision, Strategies, Goals & Objectives, as well as a Sustainment Plan to ensure success.
  • ‘Aligning Vision, Mission & Goals’ Full-Length Video (approx. 15 minutes) – Audio (mp3) and Visual Slides (ppt) can be downloaded separately
  • ‘Aligning Vision, Mission & Goals’ Cheat Sheet (pdf, 1 page)
  • ‘Mission Statements’ Podcast + Podcast Slides (mp3, ppt)
  • ‘Mission Statements’ Cheat Sheet (pdf, 1 page)
  • ‘The Vision Statement’ Podcast & Podcast Slides (mp3, ppt)
  • ‘The Vision Statement’ Cheat Sheet (pdf, 1 page)
  • ‘SMART Goals and HARD Goals’ Podcast & Podcast Slides (mp3, ppt)
  • ‘SMART Goals and HARD Goals’ Cheat Sheet (pdf, 1 page)
Get instant access to the complete Strategy Starter Kit…

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