Presented to MACE May 24th 2012

P.O. Box 1090, Lansdale PA 19446 P/ 215.361.6669 F/215.641.6764 [email protected] www.AccelerxGroup.com

Presented to MACEMay 24th 2012

Developing FOCUS Straight Talk About Developing FOCUS in Your Organization and Yourself


ExpectationsDefinition of Focus

Value of FocusOrganizational Focus

Individual FocusQ & A / Wrap-up

Agenda

1. Have Participants walk out with an appreciation for focus

2. Learn something you can apply today

3. Maybe have more questions when we are done then when we started

4. Have Fun

EXPECTATIONS

YOUR EXPECTATIONS

HOLD ON & LET’S GET STARTED

REALITY

Set the Stage

“One reason so few of us achieve what we really want is we never direct our focus. We never concentrate our Power. Most People

dabble their way through life, never deciding to master anything in particular.”

-Tony Robbins

Let’s get to WORK !

MODEL

WHAT IS FOCUS ?1. The distinctness or clarity of an image rendered by an optical system.2. The state of maximum distinctness or clarity of such an image: in focus; out of focus.3. A center of interest or activity. 4. Close or narrow attention; concentration5. A condition in which something can be clearly apprehended or perceived.

WHY IS FOCUS IMPORTANT TO AN ORGANIZATION?

Antidotal Evidence

A mere 7% of employees today fully understand their Organization’s business strategies and what is expected of them in order to help achieve organizational goals.- Norton & Kaplan, “Strategy Focused Organization”


Alice in Wonderland and the

Cheshire Cat

Alice: Which path should I take to get out of here”Cheshire Cat: Which Way are you going?Alice: I don’t know?Cheshire Cat: Well than any path will take you there.



“It was a beautiful thing to observe, all 36 oars working in unison”

- Jack Buck, in reference to George Steinbrenner’s new yacht

• Unproductive teams and/or ineffective team Work

• Duplication of Effort • High Staff Turnover• Failure to achieve quality

standards• Fear of making decisions

Symptoms of Unfocused Organizations

• Excessive meetings• Preponderance of consensus driven

decision making – cover your butt• Lack of personal accountability• Time consuming and/or

meaningless performance evaluations

• Communications Problems

• Difficulty terminating poor performers• Misalignment/lack of coordinated

effort• Personality conflicts and/or power

struggles• Difficultly in keeping employees

motivated• Unacceptable results

• Time management Problems• Reactive rather than proactive

thinking• Micro-management• Can’t Do attitudes• Chronically lagging sales


Let’s get to WORK !

MODEL

Measurement of Alignment

Do You Agree ?

REASONS FOR LACK OF ORGANIZATIONAL FOCUS

CREATING ALIGNMENT

CREATING ALIGNMENT

CREATING ALIGNMENT


Creating Alignment & Honing your FOCUS

Alignment between individual’s goals and the Organization’s overall vision creates positive results!


Level 1 Alignment

Management Directive to All Employees: “OK – Here is our company vision. Every employee should know it and know their role in making it happen.”

What’s your company’s Vision?

Would a receptionist, a loading dock worker, a bookkeeper, etc., give the same answer?


Level 2 Alignment

Management Directive to Dept VPs: “OK – Here is our company vision. Every employee should know it and know

their role in making it happen. Do what you need to do to get your people to do it!”

VPs align their department processes with the company’s vision, without consulting each other.

They each are in line with the vision, but are in fact uncoordinated, misaligned, and functioning at cross purposes!


Level 3 AlignmentThe Executive Leadership Team:

• Establishes a Vision Statement – Who or Where You Want Your Company to Be in the Future (about 3 years).

• Establishes a Mission Statement – What Must be Done in Year One to Move to Achieve the Vision.

• Creates Critical Success Factors – Four to Eight Items thatare Necessary and Sufficient to Achieve the Mission.

• Establishes Goals that are Necessary and Sufficient to Accomplish the Critical Success Factors.

• Offers Specific Action Steps to Accomplish the Goals

WHO does WHAT by WHEN.

MODEL

Let’s get to WORK AGAIN !

YOLK

WHITE

FOCUS – Brain Science

Find Your Strengths

Individual FOCUS

Optics

Individual FOCUS

Control your Environment

Individual FOCUS

Use Your Brain

Individual FOCUS

Service your Target Customers Individual FOCUS

Have you defined your next step?

CPE Credit Available


Questions:

1. Have Participants walk out with an appreciation for focus

2. Learn something you can apply today

3. Maybe have more questions when we are done then when we started

4. Have Fun

HOW DID WE DO ?


Deposit Business Card For

Failsafe Leadership Book Raffle

Parting Thoughts

What is the best use of my time at this moment?

-Ray Overdorff

THANK YOU

Documents

Presented to MACE May 24th 2012