business mentors leadership and business development summit april 28, 2011
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Business Mentors Leadership and Business Development Summit April 28, 2011 Presented By: David Ellings. LEVERAGING YOUR LEADERSHIP. Questions. How many are company owners? Your organization provides you a job? When do you create the exit strategy? - PowerPoint PPT PresentationTRANSCRIPT
Business Mentors Leadership and BusinessDevelopment SummitApril 28, 2011Presented By: David Ellings
The Sajzel Group, Inc.
LEVERAGING YOUR LEADERSHIP
Questions How many are company owners? Your organization provides you a job? When do you create the exit strategy? If you were not involved your company
would fail?
The Sajzel Group, Inc.
What happens to your business if you get hit by the bus???….A Life Changing event
The Sajzel Group, Inc.
Sobering StatisticsAfter 3 Years
89% small businesses don’t survive 62% mid sized don’t survive 68% fail with a partner About 1/3 fail when not part of day-
to-day operations
The Sajzel Group, Inc.
What Does It Mean? To get buy-in Marketing and sales perspective Influence industry direction
Work on and not in your company
The Sajzel Group, Inc.
Road MapFive Essentials for Success
1) Idea2) Strategy3) Execution4) Metrics 5) Accountability
The Sajzel Group, Inc.
OPT Other peoples time
A leaders ability is limited by his effective use of other peoples time -Winston Churchill
The Sajzel Group, Inc.
Road MapFive Essentials for Success
1) Idea2) Strategy3) Execution4) Metrics 5) Accountability
The Sajzel Group, Inc.
Metrics KPI’s 2 Types
Historical – Items of interest. These recognize past performance but don’t provide insight of future problems and outcomes
Predictors – short term measurements that help predict and correct a process prior to its conclusion
Simple to read and understand The Sajzel Group, Inc.
Marketing vs. Production Create a marketing and sales
driven organization
ObstaclesProduction: more importantly our ability
to execute without drama
The Sajzel Group, Inc.
Drama Occurs from emotions, subjectivity, lack of
accountability Subjectivity with respect to company, employees
customers and clients Creates self preservation, fear and
embarrassment Leads too
Focusing on the wrong thing Putting the wrong people on the bus Putting the right people in the wrong seats on the bus
Result: wasting our most prized asset, OPTThe Sajzel Group, Inc.
Execute without drama Production not important
Wrong, wrong, wrong…it just needs to function effectively in the background.
Heart = Production
Brain = Marketing
Body = Sales ExecutionThe Sajzel Group, Inc.
Reduce drama Make it about the processes and not the
people Scoring subjective areas to make them more
objective Gather the right data Right questions = right measurements at the
right time Communicate the measurements of success Keep it simple
The Sajzel Group, Inc.
Red-Yellow-Green Simple One of several dashboard methods Easily understood by everyone Remove numbers from the
accountability Quick focus on what is working or not
working Used by Fortune 500 companies who
have a lot of people much smarter then me.
The Sajzel Group, Inc.
Which tells a better story?
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTALJohn 75,000$ 78,000$ 48,000$ 95,000$ 105,000$ 120,000$ 119,000$ 126,000$ 118,000$ 124,000$ 135,000$ 120,000$ 1,263,000$ Sue 56,000$ 6,500$ 65,000$ 85,000$ 52,000$ 38,000$ 61,000$ 66,000$ 22,000$ 58,000$ 49,000$ 61,000$ 619,500$ Rick 120,000$ 135,000$ 124,000$ 105,000$ 128,000$ 96,000$ 100,000$ 86,000$ 74,000$ 78,000$ 89,000$ 105,000$ 1,240,000$
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTALJohnSueRick
Team sales numbers
The Sajzel Group, Inc.
• Across The Top• Weekly• Monthly• Quarterly• Yearly• 52 Week Rolling
Average
• Down the side• Leads• % of leads sold• Margin pool
dollars• Cash (excluding
line)• Client status
totals i.e. B+, A, A+
• $/days from start to collect
• Customer service
The Sajzel Group, Inc.
Predictor KPI Measurements
Opportunities Relationship building Production
efficiencies Project status
movement Cash flow Receivable turns Margin Pool Marketing
efficiencies
Equipment usage Customer Service Mileage/Drive time Non-productive
labor Client Service Defects/
deficiencies Training Employee FunctionThe Sajzel Group, Inc.
Creating KPI’s1. Begin with the right questions2. Create numbers for everything
Turn subjective processes into objective measurements
3. Keep the visual reporting simple Red-Yellow-Green
4. Keep it highly visible for all to see5. Measure weekly, monthly, quarterly,
yearlyThe Sajzel Group, Inc.
Creating KPI’s6. Focus on the problems and systems
and not the people7. It is what it is at the start. Use it as a
baseline and move on8. Use the information as a
communication tool 9. Less is more. 10.Get buy-in in the process
The Sajzel Group, Inc.
Lessons What got measured got done Well understood and simple measurements had
the most impact Don’t broadcast number Fewer KPI’s are easier to drive Everyone in the company needs to see these
regularly Your most valuable asset in the growth and
sustainability of the business is OPT, not your own
The Sajzel Group, Inc.
Lessons The right KPI’s drive performance,
accountability, profits and ultimately the shine on the apple.
Dashboards allow you to attack the problem and not the people.
Removing subjectivity removes drama allowing the company to execute by reinforcing goals, communications and success based criteria.
The Sajzel Group, Inc.