Sync’Em: How to Drive Alignment on Critical Priorities, Part I
Is your leadership team on the same page when it comes to critical issues your company will face in the next 90 days? Or do you feel like you’re stuck in the above conversation with your inner circle – trying to convince them that “Caesar Romero was tall”?
My firm has worked with over 200 CEOs and their inner circles over the past 14 months. We often start our interaction with clients with a short online assessment that allows them to respond to statements regarding
- Their Market (Value Proposition)
- Their Management (Are the right people in the right positions?)
- Their Economic Model (Will the company make money at higher volumes?)
- Their Money (available capital for future growth)
Without exception the results are similar to this sample summary:
I’ve stated before that over 95% 0f our clients are severely misaligned on their company’s value proposition. Why is alignment so important to an emerging company? How can misalignment effect growth, strategy, execution and momentum as we finish the tumultuous 2010 and as we enter the potential maelstrom of 2011?
I’ll delve more into the severity of misalignment in the next post; but allow me to start the process by offering the best definition of culture Ive ever heard – provided by my partner, Doug Tatum:
In case you’re wondering – here’s the secret sauce to sync your team if you’re in the hunt for the “same page” on critical priorities: create a trusted decision making process.
Romero was tall. Just sayin’.
Hail Our Inc. 5000 Economy Heroes
I started twenty-two years ago out of the trunk of my car. Dave Dreiling, CEO/Founder GTM Sportswear
Last weekend I attended the Inc. 5000 national event at the Gaylord Hotel in Washington D.C. For three days I swam in the ocean of adrenalin, creativity and chutzpa created by leaders of the fastest growing companies in America. I personally interacted with over 100 of these Economy Heroes and marveled at their ability to persevere and succeed in the worst economic downturn of this generation.
I listened to stories from heroes like Dave Dreiling, founder and visionary of a $65 million sporting goods company that he started out of the trunk of his car twenty-two years ago; he now employs over 800 people. Or Joanne Cobb-Rossi who successfully straddles the fine line of career and family while leading her thriving company, Zooom Printing.
The enthusiasm were palpable; a pleasant contrast to the 2009 conference that fell in the center of the stock crash. It was like finding an oasis in the endless parched commentary of doom and gloom we’ve trudged through over the past two years.
My partners, Doug Tatum and Steve Kimball shared fascinating Inc. 5000 data with the CEOs in our workshop on Saturday morning. The biggest surprise stemmed from the collective projected 40% growth in 2011. That’s a clear indication of the ice running through their veins.
A fascinating response occurred when Steve initiated a quick exercise where the CEOs could share their most critical priority for 2011. It was like NBA draft day. Participants reached for the nearest 2-3 shirt sleeves and immediately engaged, providing me with a vivid visual of the entrepreneur’s need for peer to peer interaction. More on that later.
Joanne Cobb-Rossi of Zooom Printing accepts an Inc. award from President Bob Lapointe
Our company recently entered the Inc. family to provide tools for entrepreneurs that equip them to:
- Surface company alignment immediately
- Identify the 3-5 critical key performance indicators for 2010 and 2011
- Track performance with a concise but comprehensive company scoreboard.
We are now Inc. Navigator (www.IncNav.com) and proud to be surrounded by so many fearless Economy Heroes, both in the Inc. 5000 and beyond.
Dave Dreiling provides an excellent example of the impact entrepreneurs have on our economy and job market. Although less than 10% of new ventures survive, those that make it generate over 80% of the jobs in this country.
As I mingled amongst these innovative elite, those who love capitalism and embrace the risk it requires I was reminded that we must do what we must do to clear the regulatory and taxation path so that they, like Dave and the 800 members of his family, can do what they do best – create jobs!
Brent Sapp
