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The purpose of the IT Leaders Council is to bring together IT Directors and Managers for leadership training, educational content from guest speakers, and peer discussions in a vendor-free, collaborative environment. IT Leaders Councils are currently offered in Indianapolis, IN and Columbus, OH, with more cities coming soon!
00;00;00;00 - 00;00;29;06
Speaker 1
My name is Forest Adam. I've been with SGI, the company I work for now for 20 plus years. When I say how long I've been in the role of CEO and CIO is a combination, so I control the operations as well as the tech stack. You know, for the best part of that career, I just crossed over the 60 mark and essentially I'm on my way out of this company at some point, and I have delegated and transferred ownership of the Tax Act to my cohort.
00;00;29;08 - 00;00;30;26
Speaker 1
Terry Cochrane.
00;00;30;28 - 00;00;51;00
Speaker 2
Yeah, Hi, I'm Terry Cochrane. I started the SGI 12 years ago as a software development manager. Over the years, roles and responsibilities grew and adapted. Last year I was promoted to Chief Technology Officer. I oversee all of our software solutions, both internal and external, as well as our and do their helpdesk. And I'll speak later in the.
00;00;51;02 - 00;01;09;02
Speaker 1
Okay. So today I just want to go through a story. I'm not here to teach you guys what traction is. I'm here to talk through some different things. But just as a reality check, who here has heard of traction by raised hands? Okay, some of you have who have implemented traction and are currently running a company that way.
00;01;09;05 - 00;01;32;07
Speaker 1
Okay. We're a small crowd. And then lastly, I want to ask the last one. Have you tried traction? Just stopped. You guys still running it? Okay. Okay. So what I want to talk about today is just how we got started with this. So first things first, quick introduction of SGI, because I want you to have some context. SGI is just shy of a $20 million company.
00;01;32;07 - 00;02;00;11
Speaker 1
We are marketing for company. What that means is we warehouse marketing literature mostly for biopharma clients, highly regulated, highly demanding. We do a lot of patient support stuff, a lot of websites, a lot of portals, things of that nature. Okay, we've been operating as a company since 1967. We've evolved a lot over those years, obviously changing with the marketplace, changing with dynamics, but essentially we're small entrepreneurial company.
00;02;00;13 - 00;02;21;16
Speaker 1
We put company, put customers first. We work hard. We want to be kind while we're doing that. Okay. So just a little bit of context behind SGI. You guys recognize this reading list, I'm sure. How many of these books up here have you read? Probably a bunch. I want to start off the journey with Traction before Traction even got introduced to SGI.
00;02;21;18 - 00;02;40;28
Speaker 1
We've read these books. I put these books up here because we believed in concepts coming from these books. I don't know if you've read all of them or not, but things like Winning Frames the Oz Principle Dealing with accountability. Seven Habits a Baseline. Do you have private victory? Do you do what you say? Can you be trusted? Things of that nature.
00;02;41;01 - 00;02;50;15
Speaker 1
So we started off as an organization philosophically believing in these principles.
00;02;50;18 - 00;03;07;13
Speaker 1
Traction came to us because Terry and I were interviewing a project manager just right before COVID project manager walks in and says, Hey, do you run your company based on traction? And we sat there and go, What the hell is traction? I got no idea. Well, you know, Terry and I talked about it. Let's go by the book.
00;03;07;13 - 00;03;24;02
Speaker 1
We'll well, we'll worry about it. But it sat on my shelf. Four months later, I'm in my weekly meeting with the president of SGI, and Jack looks at me and says, Hey, have you heard of Traction? I said, Well, it's funny you mention that book. I just heard it referenced a few months ago. He says, I'd like you to read the book.
00;03;24;05 - 00;03;49;09
Speaker 1
I'd like you to think about it. Okay. So SGI should say we've been a profitable company. We've got good KPIs, good cash flow. We're not heavily debt. It will return good value to shareholders. So we're well-run company, so why mess with it? But by implementing something different, well, here's the reasons why. Progression on initiatives just seem harder than they should be.
00;03;49;12 - 00;04;14;28
Speaker 1
Lack of clear ownership, a lack of clear outcomes mentioned the succession planning. We've been relying a lot of internal knowledge, you know, historic knowledge of our company to get us through several situations and whatnot. And we were looking around and saying that we needed a higher degree of confidence in the management that's coming up behind us without losing control or visibility of the operation.
00;04;15;01 - 00;04;39;21
Speaker 1
And we looked around and said, you know, we got a lot of right people, but they're in the wrong seats. And sometimes in some cases we have wrong people in the right seats. So a little different combination of things. Lastly, talking around the Soviet general, lack of candor, issue avoidance, and a need for critical thinking and honesty and deliberative debate, if you will.
00;04;39;23 - 00;05;02;01
Speaker 1
I'm kind. So traction. There are components of traction. I'm just going to hit on these real quick to give you guys context with incoming slides. Starts with vision. Does the company know where it's going? Do you have specific goals? Are those stated? Are they ambiguous or are they specific? How long are they? You've got a five year goal.
00;05;02;01 - 00;05;22;18
Speaker 1
Three year ago. One year ago. What are your goals as a company and have you communicated those to the organization as anybody else in the company even know where you're going? Second piece people, people aspect is again right people, right seat. Do you have people that are accountable or there's this term that I'll hit on later called GWC.
00;05;22;20 - 00;05;42;01
Speaker 1
Do they get it? Do they understand what the role is? Do they want it? Do they really want the role that they're in? And lastly, are they capable or do they have the capacity to do it? Flip around issues. We talked about this avoidance, lack of speaking your truth. A little word in there that if you're in a meeting, don't be a weenie, okay?
00;05;42;06 - 00;06;01;26
Speaker 1
You got to speak up. You can't just sit there and not say something. Okay. Coming around the side. Data, are you measuring? How do you know you're getting to where you go? This is an old demi thing. If you're not measuring what you manage that you're not managing. Okay? That doesn't mean you run everything by numbers, you know?
00;06;01;26 - 00;06;26;15
Speaker 1
But it does mean that, you know, if you have a vision and you know where you're going, no different than a road trip. You know, the mile markers, you know, the destinations, the process process with interaction is making sure that everybody in the organization understands of what you do and they understand their place within it. Now, hit on that a little bit later as some of the struggles we we ran across there.
00;06;26;16 - 00;06;52;18
Speaker 1
And then lastly, traction is where the rubber meets the road. It's essentially the meetings that you ran, the goals, initiatives, the debate, the honesty, the issues, those kinds of things really is what bringing all of this together to get us to move forward as an organization. Key thing with interaction. Funny coming off an agile conversation. Key thing within Traction is the entire organization lives in a 90 day world.
00;06;52;20 - 00;07;25;12
Speaker 1
That's it. You have annual goals. You have three year goals. But within 90 days, everybody is intently, intentionally focused on those objectives for the next three months, 12 weeks. Okay. So you set those goals, you set quarterly rocks, smart goals already, time bound by 90 days. But you're going to go ahead and set those smart goals, set those rocks and put them on the line saying this is what I'm going to get done this 12 weeks.
00;07;25;14 - 00;07;45;26
Speaker 1
Okay. Mostly, people are not going to have more than 3 to 6 of these. It depends on the size of what they are. But more is not better. Okay. You have to focus on what you're trying to get at. Then those that begins a succession of meetings, material covered in detail later that then comes back to weekly to do follow ups, issue discussions.
00;07;46;01 - 00;08;05;08
Speaker 1
Why are you not making the progress that you want to make on your rocks? What obstacles are you hitting, etc., etc.? And that's really a lot of the meat of this is bringing those issues away so you can get back on track and get moving. Makes sense. So starts the vision thing. I love Simon. Simon has this vision.
00;08;05;08 - 00;08;33;09
Speaker 1
There's a destination, the fixed point to which we focus all the effort, strategies, a route and adaptable path to get us to where we want to go. Agile 90 days work 90 days gets 12 weeks out. Stop, reevaluate, readjust another 90 days and it just continues in succession. We've been doing this now, going on three years within the Vision Traction organizer, as they call it.
00;08;33;11 - 00;09;02;09
Speaker 1
You're not just putting down your goals. You've got a three year picture. You're putting down what your core values are. You're putting down your core focus, what your targets are, what your marketing strategy is, your one year plan, your rocks and your issues list are all right there within a document that is communicated throughout the organization so everybody understands what our current one year goal is, because you get very focused within what's going to be happening.
00;09;02;10 - 00;09;26;00
Speaker 1
That excited us, but you don't want to lose focus of your core values. You don't want to lose focus of your marketing strategy or what makes you unique. So this document, which is reevaluated every quarter but kept pretty consistent and a lot of debate goes into creating this. This was one of the first things that we struggled with as the organization beginning traction because you can't begin traction till you fill this out.
00;09;26;03 - 00;09;50;11
Speaker 1
Get the leadership team together and there's a lot of healthy debate, a lot of finger pointing, a little elevation, you know, to get through what our core values, what does that really be? Okay. So a lot of work goes into creating this document before you can even have your first meeting or discussions beyond, though, this is a very difficult slide, people.
00;09;50;14 - 00;10;11;25
Speaker 1
Okay. There's a concept within and I talked about earlier, GWC, and this is true for all roles throughout the company, all roles within the company, from top to bottom. You've got to know whether you're dealing with somebody that really gets what they're supposed to be doing. I'm not talking about new hire. I'm talking about somebody that's, you know, accepted that role and is functioning and do they get it?
00;10;11;27 - 00;10;33;20
Speaker 1
Second question, do they want it? Is that really where they want to be or are they just there right now? You might have a great person gets the role totally. But, you know, I just don't really want to do that anymore. And then the last part is they have the capability and the capacity to fulfill that role. Ultimately, you will score everybody within your organization on this one.
00;10;33;22 - 00;11;01;26
Speaker 1
Managers will score their people, directors will score, their managers, leadership team will score, the directors, etc., etc.. Now, it takes some time to launch that you don't do that day one. Okay. In all honesty, the GWC evaluation of our employees, we held off until probably about 9 to 10 months and detraction. We spent that first 4 to 5 quarters assimilating traction within the leadership team and implementing the framework of it and then slowly rolling it out to the rest of the organization.
00;11;02;03 - 00;11;25;21
Speaker 1
GWC came later, but what didn't come later and what was very critical is what's called the accountability chair within your organization. Who's accountable for what? I can tell you right now that when you get into a room of good personality, strong personalities, people that want to move the company forward, this is a very interesting conversation. The sales and marketing, the same thing.
00;11;25;23 - 00;11;47;19
Speaker 1
Should they be in the same department? Is client engagement part of operations or is it not part of operations? How are you handling this? How are you handling that? At any size of organization, you're going to have some debate around that. Some people don't agree. Okay, I want to do this. I want to do this. These are the competing priorities, the misalignment at the leadership team level.
00;11;47;21 - 00;12;07;21
Speaker 1
I can tell you that within the first 18 months of doing traction, we swapped out two leadership team members. There was just a misalignment there give people just a misalignment. They wanted to do this. The organization wanted to go this way. Okay, So one of the struggles that you begin with up front is are you on board or are you not on board?
00;12;07;23 - 00;12;30;18
Speaker 1
Sometimes people will say they're on board, okay. They'll probably try to fake it till they make it okay. The reality is that when you get into a 90 day world with the level of accountability the traction brings, that's you're not going to be able to do that. You're not gonna be able to deliver on your commitments. So a very, very important piece was this last concept of 36 hours pain.
00;12;30;21 - 00;12;57;23
Speaker 1
Make the call. Don't let it dwell. You got a misalignment. It's going to hurt the entire organization. You can't move forward. You got to make the call. You got to make that call. You got to change out that leadership team member or change the roles or do something in order to make sure that you've got that alignment before you can move forward data and toolbox alignment.
00;12;57;25 - 00;13;18;15
Speaker 1
So when you look at this, each level of meetings, arterial cover, those are a little bit later, but every meeting has a scorecard. It's putting a scorecard together was hard. Okay, because you've got to have weekly numbers. Okay? The accounts you talked, the accounts are like, Oh no, I can't really give you that number until we close out the month.
00;13;18;18 - 00;13;38;14
Speaker 1
It's like, well, then it's not a scorecard metric. This has to be a metric that you're looking at every week. Things like new or unresolved client issues, system up times, anything along those natures, you have to come up with the weekly number and it's got to be a weekly number. That is indicative of the success of the business.
00;13;38;16 - 00;13;59;05
Speaker 1
As I say, there's this island thing. If you were executive living on an island and you got one sheet of paper about your company, what needs to be on that sheet of paper to let you know that is on track, that everything's good. Every number in here has a margin or has a benchmark set on anything below that's read anything above.
00;13;59;05 - 00;14;29;13
Speaker 1
It's a green. If it's red, it's an issue. It's going to get put on the board, it's going to be discussed about don't be surprised, okay? There's going to be a question. What's going on? Scott? Every level of organization, leadership, team, director levels, departmental, all have scorecards. Those scorecards are, to the extent that important, are aligned. So uptime for websites which serves our clients is also voluntary scorecards.
00;14;29;13 - 00;15;00;21
Speaker 1
At her meetings as well as infrastructure score approach different places. But you're trying to weave together data on this or that in the scripts process. This is a document that, quite frankly, we pine it for quite some time. You know, we started with our traction, our started with our vision and started with our accountability charts, started creating rocks, doing our weekly meeting cadences and holding everybody accountable on this front.
00;15;00;28 - 00;15;23;11
Speaker 1
This document we struggled with a little bit and I talked to other people that were implementing traction. They were having the same problem. There's a contention of what the view is, what is the business process document? Now, as a night guy, you know, I'm thinking flowchart or something. It details. Everything is kind of spelled out. You've got it gate source and running there, you know, you've got everything that you need in order to fully understand it.
00;15;23;14 - 00;15;48;07
Speaker 1
That's not the context that we needed to come up with here. Okay, So we had debates. You know, I've already got we are an ISO 9001 company. We're also Mysore 27,000 company. So those documents, there's work processes, everything's there. I'm not going to copy it, put it over here. So what we came up with for us was every functional work area, every major workflow has about a page, two pages that explain how that flow works.
00;15;48;14 - 00;16;10;24
Speaker 1
Okay, you got to write some poetry here, guys, you know, not the Magna Carta. And then essentially the purpose of this document is everybody within the organization can look in the department that they work for, understand the context where they are within the organization. That's how we use this document. Can make sense. So there's the vision thing, there's the data thing.
00;16;10;26 - 00;16;15;04
Speaker 1
All of this thing comes together into tribal return.
00;16;15;07 - 00;16;39;04
Speaker 2
I think worst word. All right. We'll start off with a little audience participation. Who here has ever sat at an unproductive meeting aside? And there, Art, they're the worst, right? What I love about traction is that it makes those unproductive meetings a thing of the past. And where we start out is with the quarterly meeting. The quarterly meeting is where we start to live in a 90 day world.
00;16;39;04 - 00;16;59;19
Speaker 2
But why is a 90 day world important? Is actual data behind it? Number one, 90 days is the actual attention span most people have. And number two, we tend to be deadline driven. So living in that 90 day world, it gives us milestones in check, check in to make sure that we're accomplishing those goals that we're setting out for ourselves.
00;16;59;22 - 00;17;16;28
Speaker 2
When you only set annual goals, it's really easy to lose sight of them. No client come from your directors, decide they want to change what you're working on. All of a sudden it's the third quarter and you're like, Oh my thing, I started in January. It's not going to get done this year and it's so defeating with traction.
00;17;16;29 - 00;17;38;01
Speaker 2
Having these quarterly goals and milestones and check in helps you make sure you reach those yearly goals that you're setting out for yourself. We do these in the leadership team in all departments within SGI. So what do you do with them? Well, you start off with the Segway, which typically is a team building exercise. And if some people don't like those, they're not, you know, very much.
00;17;38;01 - 00;17;56;29
Speaker 2
I love them, I'm extroverted. But that is where you become vulnerable with your team. And when you're vulnerable with your team, you start to work better together. You then review with the previous quarter what worked, what didn't work, Why dig into the why? That's going to give you good data for the next part. Look into the next quarter.
00;17;56;29 - 00;18;26;02
Speaker 2
What do you want to accomplish? Start to think about your rocks and you're going to set the rocks for the next quarter and finally, you're going to tackle key issues as a team. What issues are facing your department and how can you tackle them together? The annual Level ten, it's basically an enhanced quarterly all the time. We run these at the end of the fourth quarter because what it does is it allows us to have clear direction for the company and a vision for when we return from the holidays.
00;18;26;04 - 00;18;49;13
Speaker 2
We only do these at the leadership team level and then that information is distributed amongst IT departments so that they can start the year off hitting the ground running. And these meetings we review all six areas of the veto that forest went over and make sure that we are all aligned, It all headed in the right direction. From there, we'll set our next annual rocks based on that direction that the team came up with together.
00;18;49;16 - 00;19;12;08
Speaker 2
There's also some team building at dinner, some drinks. All that good stuff tends to happen as well. That's a little bit more fun though. Weekly level tends implementing weekly level tens across the organization was the secret ingredient for SGI gaining traction. I participate in three of these a week where I lead to each one of them as a hybrid.
00;19;12;08 - 00;19;32;06
Speaker 2
Half the team is in my room and half of the team is online and that one can be a little bit tricky. What I love about these are that they are prescriptive, informative and focused meetings. My old boss Forest, who I care about deeply, he was famous for having meetings run over. He would schedule them for an hour and 75 minutes.
00;19;32;06 - 00;19;53;01
Speaker 2
The 90 minutes we're still discussing things and we are like, Hey, Forest, we got things to do. That just doesn't happen with traction because the agenda is time bound. You have very specific things that you're supposed to talk about at a time limit and what you have talk about them. In fact, when we first implemented Traction, we would bring stopwatches into our meeting rooms.
00;19;53;01 - 00;20;11;04
Speaker 2
And as we're going through the Segway guys, we had 5 minutes go be quick about it. And then if if we didn't finish this section, we would just move on. We learned to get really good about this very quickly, but it didn't all come together on day one. And in fact, in fact, it took a long time to kind of get those things worked out.
00;20;11;04 - 00;20;28;00
Speaker 2
So let me tell you about some of the challenges that we faced. Number one, getting the right people in the room. I have six web developers on my staff for software and having them all in the room, man, I would feel like that was a waste or a misstep opportunity available time. So I bring my lieutenant into the room.
00;20;28;03 - 00;20;50;23
Speaker 2
He collects the issues from his peers, and then we lift them up and discuss them with the rest of the department. And then he disseminates the information back down. It's a great growth opportunity for him. Getting your teammates to participate, having them bring issues into the room is another challenge. We faced that can be really tricky. If you have introverts on your team like I do, they don't want to participate or raise their hand.
00;20;50;25 - 00;21;17;09
Speaker 2
Getting your team to focus. We try and implement a no cell phone or no laptop policy in the rooms so that people are taking 90 minutes to disconnect and work on the business. That's been the biggest hurdle for the infrastructure team to overcome. Well, what if a server goes down when people will knock on the door, they'll come get us if there's really a problem giving the appropriate responses when giving updates to your roster or your to do list, tell me, are you on track?
00;21;17;09 - 00;21;34;10
Speaker 2
Off track? Is it done? If it's not done, if it's off track or it's not done, it comes an issue. It goes on the board and we're going to talk about it later. That's when you can tell me your your dog eat your homework when you're giving your updates. Just keep it short and concise. Bringing in Segway. The Segway is what sets the tone for the meeting.
00;21;34;11 - 00;21;50;29
Speaker 2
It should be good news. It's going to make everyone happy. There's nothing worse than someone bringing bad news to the room. I have nothing good to share. Nothing good is happening in my life. Make it fun. My recent update was about a dessert I had had a few days ago because I was still jazzed about it two days later.
00;21;51;02 - 00;22;14;23
Speaker 2
Be prepared to talk about your scorecard metrics. If you have something in the red, it's going to be an issue and you're going to need to explain how and why and what you're doing to mitigate it. Speaking of issues, bring issues to the table. Don't be afraid to talk about something that's uncomfortable. That's where the best conversations and discussions are going to happen and where you really start to solve problems.
00;22;14;26 - 00;22;31;19
Speaker 2
And then finally, the issues are going to pile up and that's okay. Well, your team will do is you'll prioritize them and work through them together as a team. We typically start with scorecard and rack issues first, work our way through those and make sure we know what's going on and then we tackle the rest of the issues.
00;22;31;19 - 00;22;53;03
Speaker 2
We identify the issue, we discuss it, and then we solve and create weekly to do to make sure that we get those all wrapped up. So how do you know if your weekly level tens are running correctly or if you're gaining traction within your organization? Five The end of every level ten your team is going to score. You to your face on how effective your meeting was.
00;22;53;06 - 00;23;17;03
Speaker 2
The scale is 1 to 10 and they will go all around the room and tell you how much they enjoyed that meeting. Your goal is to get an eight or better and you know you're hitting your stride. If you're getting eight consistently and when you do, your team is going to be energized and excited about level ten as I mentioned, I have a very introverted team, but here are some things that they sent to me in the last couple of quarters thinking about level tense.
00;23;17;05 - 00;23;39;08
Speaker 2
I can't wait for the Level ten this week. Terry. Terry I have an issue. I can't wait to discuss it at our level ten and my the best compliment we got about traction from my most introverted team member was when these Level ten are the most impactful and effective meetings I've ever participated in in my whole career. And this is someone that fresh out of school, he's been in the industry 2020 plus year.
00;23;39;08 - 00;23;49;20
Speaker 2
So I feel like we're on the right track here. So with that, I think we've talked through our journey with traction and we'll open the floor up to any questions.
00;23;49;23 - 00;23;59;12
Speaker 1
We're really sorry, where do you get these? So there are these templates as part of Yeah.
00;23;59;14 - 00;24;14;13
Speaker 2
Yeah, it's part of the attraction book. And then there is EOC Worldwide is the website where we download a lot of our information. Got it. Yeah. Did you use the default letter to begin with? And for how we did that?
00;24;14;16 - 00;24;36;03
Speaker 1
We do now. We do that ourselves. So the vision, the visionary, there's roles to roles in the company. Referring to one is the visionary. That's the person who usually the owner, CEO, president, setter and top dog. And then you have what's called the integrator and the visionary is there to throw out all those visions, talk about what it wants to do, the integrators to hold that all accountable.
00;24;36;08 - 00;24;53;05
Speaker 1
So as we started, Jack Byrne's president was the visionary. I was the integrator, so I was facilitating all the meetings, The agenda that Terry pulled out there is the agenda straight out of the book. We were a company that tended to roll around. We'd read all these books before, Oh yeah, But we know a little bit better way.
00;24;53;05 - 00;25;12;18
Speaker 1
We know, we know we can tweak this, we can do that. We chose not to do that. We chose to be very prescriptive and help us do that. So we created those agendas, pulled snippets out of the book to make sure everybody understood what that part of the agenda was about. You just wrote that some charity I saw that you had weekly and annual.
00;25;12;24 - 00;25;14;05
Speaker 1
You also had quarterly there too.
00;25;14;08 - 00;25;15;18
Speaker 2
We didn't have for you.
00;25;15;21 - 00;25;22;26
Speaker 1
Ever have any timing issues because you're any one quarter starting another. But by the time you have that, maybe you're already in.
00;25;22;28 - 00;25;36;27
Speaker 2
Yeah. So but we do our quarterly as we tend to do it the last two weeks of the quarter so that we have direction. So we'll do it at the leadership team level so that we can set the direction. And then in theory we try and make that get down to the departments before the next quarter rolls over.
00;25;37;03 - 00;25;59;21
Speaker 2
Obviously, like right now we're in spring break season, so our leadership team, I'm going on spring break. So that's one of the problems of it. So our leadership team is not meeting until after the quarter start. So this this quarter we're trying something new departments are doing their own release to raise up the rocks that they want to work in so that we're not pushing them all down and then we'll get some alignment there.
00;25;59;23 - 00;26;03;22
Speaker 2
And two weeks preview. Yeah.
00;26;03;24 - 00;26;10;15
Speaker 1
Are you an agile shop? And if so, how did the Agile change starter evolved of you.
00;26;10;17 - 00;26;14;00
Speaker 2
Or Agile ish?
00;26;14;02 - 00;26;49;02
Speaker 1
Yeah, I mean, you know, most of our projects that we do my first ten, ten years was in retail pharmacy where projects were like year long, two year long things. In this business, our projects are usually less than six months these very targeted, you know, So whether it's an enhancement or if it's a new website for a client or ACP or whatever, our projects tend to be smaller and even the larger projects, because I've been far too much in my life in the past, I don't believe any project that goes beyond a year, you know, because if you're working on it, if you're not by your body enough, anything more than 3 to 6 month
00;26;49;02 - 00;26;52;10
Speaker 1
chunks. So that's what she means by Agile ish.
00;26;52;15 - 00;26;59;07
Speaker 2
Yeah. So we have other projects besides just IT projects within the warehouse space and fulfillment.
00;26;59;07 - 00;27;18;16
Speaker 1
That's why you have the top dog kind of bring this model to you. Try a component and you mention the secret ingredient that you felt like was high impact was through the weekly. And was that the biggest level of change you saw from what you used to.
00;27;18;16 - 00;27;23;12
Speaker 3
Live through it? All right. So obviously it ramps up.
00;27;23;12 - 00;28;00;06
Speaker 1
Yeah, it's it's not one thing like that. It's a it is truly a culture change. You know, getting everybody to understand their accountability. So again, as well, we're big believers in seven habits. You can you can achieve private victory, then nobody's going to believe you. How excited about we? We firmly believe in those values. So I think it was a combination of the framework of setting up traction, getting your organization right, you know, and then starting the rock setting exercises and seeing what's coming out of that, just setting rocks, the quarterly rocks and holding everybody accountable to it.
00;28;00;06 - 00;28;16;14
Speaker 1
Because the goal there is you need to get 80% of your rocks done every quarter. So when you start out, you've got a lot of people that are and we all know these folks, right? You know, and I tend to be one of them myself. Sometimes they overextend, okay, I'm going to solve rock hunger in 90 days. No, you're not.
00;28;16;17 - 00;28;39;20
Speaker 1
Okay. You can barely feed the guy down the street in 80 days. Okay. So you have to bite it down. So it's just the whole thing. But it all it does all come together in that weekly meeting because a lot of like in PMP. Okay, those of us have run projects 19 before. When you pull that project team together, whether it's on a weekly cadence or a biweekly case and you're pulling in there, what did you get done last week when you can then this is where you are on the gang chart.
00;28;39;22 - 00;29;05;03
Speaker 1
It's the same kind of B, it's just it's on a more global scale for the company and dealing with company issues, not project issues. Right? So that's one of the reasons I really liked them and dropped on top of them. We have time for a couple of more questions. Is this all in your brain? The company's doing this with you somehow, but if you work for a big company, I'm trying to imagine you got a big company.
00;29;05;03 - 00;29;39;14
Speaker 1
How you handle this. You start small. Okay. I wouldn't you know, if you if a talk about me managing up. Okay, I, I can't imagine back in the days going to Phil Phil Bateman, head of Super X Inc. 2000 2500 chain, whatever. And walking into his office and pitch in this now, it's never going to get started unless you get started from the top down and organizationally, but within a division, within a department, within an area and solution I would take it there because your vision, the rest of the company is your visionary.
00;29;39;14 - 00;29;56;13
Speaker 1
They're giving you what needs to be done within that division. Just grab it and chunk it out there. And then as somebody said earlier, post some notes, show some video, show some success, and maybe that'll filter its way up. There would be money like this to individual performance management in any way. Yes. You yes. I mean, we have competency charts.
00;29;56;13 - 00;29;57;08
Speaker 1
We have all of our.
00;29;57;12 - 00;30;01;25
Speaker 2
Quarterly action plans based off of the goals in the rock set and.
00;30;01;27 - 00;30;17;16
Speaker 1
Think that's how you get to the GWC part. You know, every person is evaluated within the but don't in a proper way as well. One minute managers out there. Right You know we don't believe in just slap people and so.
00;30;17;18 - 00;30;28;22
Speaker 2
The people part can be sometimes the most difficult. So what happens in your organization when you identify somebody who's the right person in the Romsey? Do you find the right seat for them? And yeah.
00;30;28;24 - 00;30;51;03
Speaker 1
Well, even before Traction we had that inclination. I had an individual that was working for me out in the warehouse. He actually started out in quality assurance. He said, I'm doing all the audits, all the scans, You know, he's got something cooking here. I see the lights are on, you know, And so I'm looking for opportunities. We move them over, say, Hey, you know, more try this receiving supervisor job.
00;30;51;05 - 00;31;19;16
Speaker 1
Now, it that individual did not want to manage anybody. Okay So then we move over to a different area, different kind of supervision again, dummy. He doesn't want to manage anybody. Then we got him over to estimating. Perfect. So yeah, you can rotate people around, but you can't turn a blind eye, you know? So yeah, if we have great people and great talent, then I salvage them based on just shown the door is like try to figure out who they are and what they can do.
00;31;19;16 - 00;31;40;00
Speaker 1
And then we're going to align that. And do I have an opportunity to align it? And if I don't want them, you know, you need to be successful somewhere else. You know, Maccabee prayed about it. Yeah, I no question Terry force like.
00;31;40;02 - 00;31;45;12
Speaker 2
To say I'm working for.