sbl workshops – facilitator training. agenda positioning sbl workshops pre-planning conducting...

SBL Workshops – Facilitator Training

Agenda

Positioning SBL Workshops Pre-Planning Conducting the Workshops Case Studies

POSITIONING SBL WORKSHOPS

Creating Demand for Strategic Workshops

Reasons to Act Your members joined TAB to work ON

their business not IN it To gain new perspective To establish accountability

No Excuses

SBL can be used by businesses of all sizes and all levels of success.

EXCUSES

• This is actually a reason to begin Strategic Business Leadership!

• SBL helps you identify your most critical short-term company challenge and develop a plan to address that challenge immediately.

I have a major

company

challenge right now

• The SBL process honors that you are the driving force of your business and will have a deep hands-on involvement.

• To maximize the company’s success, you must move your focus away from the day-to-day aspects of operating your company.

I am more

“hands-on” than strategic

by nature

• SBL creates accountability to projected results that have been agreed upon.

• This is a challenge for some business owners because they go into business so they will not have to be accountable to anyone.

I don’t want to be accountabl

e to anyone

else

• SBL reduces wasted or misdirected time and helps eliminate your employees’ ineffective use of time.

• Instead, you will maximize your human resource investments.

My company doesn’t

have the resources

or the time

• Traditional strategic planning fails when applied to privately owned businesses because it was developed to work for large, publicly owned companies.

I’ve tried strategic planning

and it didn’t work

• If your company is already successful, the SBL process will give you new insights into how to lead a company to achieve its full potential.

• Good is the enemy of great

My company

is very successf

ul

• Your company resources need to be used efficiently to successfully fight through tough economic times.

• The SBL process gives you the strategic tools to identify the essential changes needed, and the plans to carry out those changes most effectively.

My company is facing tough

economic times

The Need for Strategic Workshops

Members who are dissatisfied with info supplied by their direct reports will have an opportunity to create alignment through the workshops

The involvement of their entire leadership team serves to create a business less dependant on the member – and achieves more buy-in on the plan

Their business will improve – isn’t that the idea?

Benefits of a Workshop

NOT A RETREAT! This term is seen as negative and defensive Use Workshop, revival, strategic session,

but do not call it a retreat Dedicate time to the improvement of

the company Liberate your member from the day to day

issues and problems Lay the groundwork for success

This is an energizing event

Benefits of Being Offsite

Getting away The site needs to be neutral so the

existing power dynamics are reduced. No one’s home turf.

No interruptions Offsite prevents walk in interruptions Ban personal communication devices

Increases perceived importanceFocus

Creating Demand for Strategic Sessions

Integrate SBL live in board meetings at least three times per year

November/December Meetings Establish Next Year’s Strategic Plan

April/May Meetings First Tertial Accountability

August/September Meetings Second Tertial Accountability

PRE-WORK

Who Attends the Workshop

Key decision makers Owners, Managers

Partners/Shareholders Passive investors

Up and coming stars Shake it up Gets new ideas/perspective Recognition

Pre-Work for the Workshop

DiSC and PIAV Profiles All participants

TAB Vantage – Assessment & Gap Analysis

Key for SWOT Objective Call to Action

Company Financial ReportsLast Year’s Plan – Review

Make sure all attendees can access SBL prior to workshop

Facilitator Advice

"I always conduct a session with the CEO/member to talk through what he/she would like to achieve

in the workshop. While I generally lay out a potential framework similar to what is here, I find it’s best to let them weigh in on what outcomes

they’re hoping to achieve and buy-in to the proposed process. Many times this leads to an

additional step of interviewing workshop participants prior to the workshop to make sure we’re calibrating our approach properly, get a

heads up of any toxic people or significant issues that could be problematic."

CONDUCTING THE WORKSHOP

Agenda for the WorkshopDAY 1 AGENDA DAY 2 AGENDA

8:30-8:45: Opening Comments

8:45-9:15: TABenos Exercise

9:15-10:00: Review DISC & PIAV

10-10:45: A Look in the Rear View

Mirror

10:45-11:00: Break

11:00-12:00: Create Company Vision

12:00-1:00: Lunch

1:00-2:00: Review Vantage Reports

2:00-3:00: Create Company SWOT

3:00-3:15: Break

3:15-4:30: Create Critical Success

Factors

4:30-5:30: Create Goals for Each CSF

8:30-10:00: Establish or Revise

Strategies for Each Goal

10:00-10:15: Break

10:15-11:45: Develop SMART Action

Plans for Each Strategy

11:45-12:00: Takeaways & Next Steps

12:00 Workshop End

Conducting the Workshop

Team Building TABenos Exercise DiSC and Values Discussion with Charts

A Look in the Rear View Mirror Financial Results Goal results from prior year (if any)


A Look at the Big Picture Writing a new Company Vision

Use SBL live on screen Show the Fishman Video Electronically “Flip Chart” answers to the

Exercises Document draft in SBL real time

Reviewing the Existing Company Vision

Show on screen and make revisions

Company Vision

Components of a Company Vision What is your market position? What will your company do? What geographical markets do you want

to be in? What particular market segment will you

focus on? How do you treat your stakeholders

(customers, employees, vendors, etc)? What is your cultural statement?

Sample Business Vision Statement

To be a high-quality, custom solutions provider employing state-of-the-art metal fabrication technology within the metal fabrication industry.

To manufacture our products in the USA. To sell solution metal fabrication products

throughout North America through a sophisticated selling system.

To have an enlightened, skilled, dynamic, forward-thinking management team supporting and directing a motivated, loyal and flexible workforce.

To develop non-customized products/commodity products that could be bought in bulk by distributors.

To stay with, although not necessarily be on, the leading edge of new state-of-the-art materials.


A Look in The Mirror Review Vantage Reports

Produce a custom report showing all attendees responses

Focus on top priorities and top gaps Positive Gaps + Strengths Negative Gaps = Weaknesses


A Look in The Mirror Recording a new SWOT

Use SBL live on screen Show the Fishman Video Electronically “Flip Chart” answers to the

Exercises Document draft in SBL real time

Reviewing the Existing SWOT Show on screen and make revisions Incorporate the Vantage Results Compare to prior vantage scores

A Look in the Mirror

Company SWOT

Company Strengths

CompanyOpportunities

CompanyWeaknesses

CompanyThreats


Company StrengthsThose strengths possessed to a greater

extent by your company than by the competition.

Examples:ProductsGeographic MarketsCustomer, Client or User SegmentsSales and Marketing

Must look at the owner’s strengths

Sample Strengths Statement Our reputation for quality workmanship in our

products and a talented, experienced engineering team.

Our firm is renowned for the unusual level of customization we offer at reasonable pricing levels.

Our product line in our niche market has been exceptionally successful.

We have loyal customers who count on our precision components to “fit first time, every time.”

Consistently meeting—and even exceeding—our customers’ expectations results in a high rate of repeat business from shopping center and commercial building contractors.


Company Weaknesses Identify the major weaknesses of your company.

Focus on weaknesses possessed to a greater extent by your organization than by your primary competition.

Look for characteristics responsible for product failure.

Most owners want to focus on strengths and ignore weaknesses.

Must look at the owner’s weaknesses

Sample Weakness Statement

Lack of focus by CEO on Big Picture items. Quality-control problems due to way employees are

compensated. Company sales are more dependent on one

salesperson than the other, causing her to be overburdened.

No formally designed sales structure or systems for prospecting for new business.

Inventory turn rate is low and ties up capital. 75% of receivables are over 30 days, even though the

sales terms of the company are net 30 days. Shipping costs are high which limits our ability to ship

outside a certain radius.


Company OpportunitiesWhat internal or external

opportunities exist that: If eliminated, changed or improved could

have major positive impact. If capitalized on by the company could

have major positive impact. Owner may have an opportunity that can

aid the organization.


Opportunities may exist because of:

Raw Materials

Competition

Capital

Legislation

Economic Trends

Changes Taking Place withYour Customers

New Product/Service

Environmental Changes

Sample Opportunity Statement

Create a Planning Team that will meet weekly to discuss company challenges and opportunities.

Produce a new aluminum line as an adjunct to our current products.

Get ISO certification and form strategic alliances to improve our cost structure and open new markets in other countries.

Modernize the fabrication plant to lower the number of production personnel hours.

Enter a larger market in a city within our current market Develop a distribution strategy to attract new

distributors around the country.


Company Threats What has a real possibility to happen in

the future to hurt your company, but over which you have no real control.

You can prepare for threats, but you can’t stop them from happening, only react to them.

Add owners threats (illness, incapacitation)

Sample Threat Statement

Threat of new competition from composite materials replacing steel in our type of products in the future.

New competitor from 200 miles away who may secure our customers with lower pricing.

May lose our good sales representative(s) due to the lack of sales plan.

Growing unionization of welders locally is a threat to our hiring capable welders within our current wage range.


A Look to Focus Defining the Critical Success

Factors Use SBL live on screen Show the Fishman Video If there is conflict use facilitative

techniques to gain consensus Document draft in SBL real time

Reviewing the Existing Critical Success Factors

Show on screen and make revisions Remove Satisfied Factors


A Look at What Establish Goals for each CSF

Start with the Critical Success Factor Use SBL live on screen Show the Fishman Video Use SMART criteria Document draft in SBL real time

Close out or update any existing Goals


A Look at How Create Strategies for each Goal

Conceptual in Nature, broad areas of direction

Use SBL live on screen Show the Fishman Video Document draft in SBL real time

Any surviving strategies need to be questioned for effectiveness


A Look at Getting it Done Create Action Plans for each Goal

Document the at least next three actions that must take place for each strategy

Use the SMART Criteria All steps must be assigned, and given a due date Use SBL live on screen Show the Fishman Video Document draft in SBL real time

Any existing Action Plans must be reviewed for the responsible party and the due date


A Look at Accountability Create Follow Up Plans to keep

plan current Weekly Scrum Meetings Monthly Coaching Sessions Periodic offsite workshops to update Periodic Board reviews

CASE STUDIES

Case Studies

Insurance Agency: 30+ Employees Each November Owners and

Facilitator Update SWOT Determine 3 to 5 Critical Success Factors

December All Hands Meeting Review Vision Conduct SWOT Exercise – compare to owners

version Adopt or change CSFs A Critical Success Leader named for each CSF

Case Studies

Insurance Agency: 30+ Employees Critical Success Leaders (CSL) Meeting with

facilitator for SBL training and Leadership Training

Owners Meeting with facilitator and CSLs to define Goals

CSLs hold work session to develop Strategies and Action Plans

January each CSL presents plan at a company wide meeting

Owners meet with CLS monthly for updates

Case Studies

Engineering Firm: Five Partners 1 ½ Day Annual Offsite at a local

college Session lasts 8 hours Vision, SWOT and CSFs and Goals

discussed as a group One Goal assigned to each partner. All partners bring laptops and took

about 2 hours working alone to develop Strategies and Actions Plans

Case Studies

Engineering Firm: Five Partners Each partner presents goal and plan to

group for feedback Plans revised and on the half day offsite

each presented a final plan incorporating feedback.

Progress reviewed every other week as a group

Facilitated quarterly - offsets need for major revisions

Case Studies

IT Consulting Firm: Located in three states 4 day offsite in Scottsdale Secondary Goal: Create a coordinated

next generation of leaders - owner to move to chairman

License purchased for each location Each brought laptop to offsite Discussed each step in SBL and let each

leader develop and present section for feedback

Case Studies

IT Consulting Firm: Located in three states Final day, each leader presented overall

plan Plan dates and deliverables were

coordinated and finalized Weekly 30 minutes facilitated Scrums to

maintain momentum Periodic half day sessions for revisions

WIIFM

FUN TRAVEL MONEY MEMBER RETENTION WHY WE DO THIS

Assets to Market Workshops

SBL Workshop Case Study: Don Barker

SBL Whiteboard Video

SBL Workshop Brochure

SBL Workshop Webpage – for your Satellite Site

Sales Presentation

All assets available in SBL Workshop section of Tools Toolkit – on Facilitator Intranet

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