The objective is to have your whole team focused, clear on priorities and issues, and armed with tools to help you gain more from your business.

Accountability System

Regardless of how you started your business, getting to the next level requires the right structure. And equally important is how you hold people accountable. In most small businesses, people wear multiple hats. That's not an issue in and of itself, however how you hold people accountable based on the hat they are wearing when doing a task is. We help you structure your business in such a way that whether you have 2 employees or 200, the business has the right structure (seats on the bus) and people know what they are supposed to do when sitting in that seat (responsibilities/roles).

Clarity of Structure

As with any organization there are hundreds of things to do all the time. Getting clear on what items are the most important are paramount. We'll establish a clear structure of what the business needs to conduct the level of business you do and will do in the coming year. 

Leadership Seats

Leaders must be responsible for people, processes and products (outcomes). Basically, they guide the activities and the priority of those activities in their functional areas. People: they lead and manage people. They provide training curriculums (structured training) so people know what to do, when to do it, and how to do it. Process: they create and manage standard operating procedures (SOP's). Product: they are responsible for the functional outcome(s). 

Practitioner/Technician Seats

You can't manage what you can't measure. Seat holders are responsible for people, processes and products too. Basically, they carry  out the days business following the processes of the business and the adhere to priorities. People: they get the training they need. Process: they know and follow the processes of the seat. Product: they measure and manage the expected outcomes.

   Clarity of Roles

Knowing and articulating what roles are required of a given seat is one of the most important aspects of any leaders' job. We utilize role sheets to help a leader and seat holder get aligned on the expectations of the job and each role. 

High Performance Activities (HPA's)

Knowing what's most important in a given day by each seat holder is essential. the most important reason you hire people is to handle the lion share of a given seat. The HPA's are your way of indicating to each person what is most important and helps others in the organization avoid disrupting people when engaged in those activities.

Clarity of Priorities

Knowing "what" to do is one thing. Knowing when to do each thing is another. We provide guidance on how to determine clear priorities and how to communicate that to the seat holders.

Clarity of tasks

Knowing how to do the activities in a given seat the way the organization wants it done is everything. We guide your leaders to create comprehensive process documentation and training. Without consistency of training, people learn versions of your processes that can often times become inconsistent among the team members. We solve that.

This phase is all about building out your master strategy. Most companies fall into the trap of creating vision and mission statements and then believe that's all they have to do to get their people to follow them. That couldn't be further from the truth. A true strategy has the power to move an organization from the highest level officer to the most junior person on the team. Effective strategies require a culture that is used to hire and fire as well as reward your staff. An effective strategy has both a long term and a short term outlooks on where you are going and it captures the business you are focused on with clarity. Your marketing efforts stay true to the core and there are only 90 day actions that matter from quarter to quarter. Here is what a highly effective Strategy requires.

Clarity of Beliefs - What do we believe that are non-negotiable behaviors?

Core values are not something you declare, they are something you discover about yourself and the team you have. I refer to these values as the non-negotiable behaviors that define the culture of your practice. By clearly articulating values you will be able to hire well and keep the right people in your organization. And when you have the right people doing the right job for you because they desire it and because it's part of their being, you have a winner on your team. Now it's time to make sure that 100% of your people are the right person doing the right thing for the right reasons.

Clarity of Purpose - Why do we exist as a company?

By knowing what you should and shouldn't be doing, your business will take off. It's all about being focused on what is really important and not allowing outside (or inside) influences to derail the work you agreed on that's important. To ensure you do that, we help guide you to discovering your why and provide you the pros and cons of following or not following that path.

Clarity of Future - What do we want to achieve 5 years from now?

It's imperative that you crystalize the future you see your business achieving over a period of time. It's not enough to have a vision statement with no perspective of what that looks like at some specified time in the future. Five years is a great place to start because the times we live in today change so quickly. Information simply moves faster than ever before. We help you determine what that looks like for you. 

Clarity of Attraction - Who is our ideal audience and why do they choose us?

Everybody on your team should know who your ideal customer is and what they should be saying to them. We use a simplified approach to your sales and marketing efforts. And once that is known, it's important to gain an understanding of what those customers say about you that set you apart from your competitors. Your greatness is not necessarily what you think it is, but rather it's what your customers think and say about you.

Clarity of 2 Year Outlook - What should we look like in 2 years if we are on track to achieving our 5 year goal?

Now that we know who we are, what we are and where we are going and our attractiveness to get us there, we are going to predict what we will look like in just 2 years. While it's still all part of creating that vision, it is the linkage to the plans you'll create for the coming year.

Clarity of Annual Plan - What should we be focused on this year to be on track for our 2 year outlook?

With the annual plan, we are formulating the plan of action for the coming year. We'll define what we need to get done this year to be on track to achieve our bigger plans.

Clarity of Quarterly Plan - What must we focus on this quarter to be on track with our 1 year plan?

As we move closer to today, we look at the 90 day world you live in. We state what we believe are the things we need to get done in the next 90 days and they becomes the only things we focus on as a team so we can focus properly and stay on track to achieve our annual plan. Think of this as chunking down the annual plan into manageable bite-sized pieces.

Clarity of Expectations 

It is important that we flush out all of your problems so that we can tackle them one at a time at the appropriate time and not sustain the fire fighting mode we typically operate from. There are company problems, departmental problems and individual problems that must be dealt with. We'll teach you to identify them and show you how to deal with them properly and in the right setting. Basically, we'll transform you from a firefighter to a fire prevention specialist! After all, your organization demands clear expectations and problems are the number one thing standing in the way of knowing what to expect and achieving what you expect.

This phase is all about executing. We teach you how to run your quarterly and annual meetings. Our goal is to get you self sufficient as soon as possible. The better you are at conducting these sessions, the better your team will cohesively come together with every rowing the boat in unison.

Our job is not to find ourselves deeper into your organization; rather it's to implement the system and get out of your way so you can run your business. What we have found to be effective is having us provide support for our clients that lead to them establishing the rhythm with their teams they so desire. . We are here to help where and when you need us.

Quarterly Meetings

At your quarterly full day meetings, you will review your prior quarterly goals and see how you did last quarter. Then you will review the entire One Page Strategy making sure everyone is on board with the plan for your company. In each quarterly session you will do an exercise to “pull it all together”, review the big picture and see the progress you've made. Next you will review the basics to make sure you are mastering them. You then establish new goals for the next quarter. It's amazing what you can accomplish with a dedicated focused team..

Annual Meeting

At your annual meeting, you will review your prior 2 Year Outlook, Annual Plan and Q4 quarterly goals. Your aim here is to see how well you predicted your outcomes and then create your plan for the next year and for the next quarter (Q1). Coming out of your meeting, your team will be energized to tackle the challenges of the day and help your entire staff get on board with your plans.