Haydn

1. Creating a Culture of Execution

3. JFK AT RICE UNIVERSITY “ We choose to go to the moon. We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard , because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win … I realize that this is, in some measure, an act of faith and vision, for we do not know what benefits await us. But if I were to say, my fellow citizens, that we shall send to the moon, 240,000 miles away from the control station in Houston, a giant rocket more than 300 feet tall, the length of this football field, made of new metal alloys, some of which have not yet been invented, capable of standing heat and stresses several times more than have ever been experienced, fitted together with a precision better than that of the finest watch, carrying all the equipment needed for propulsion, guidance, control, communications, food and survival, on an untried mission, to an unknown celestial body, and then returned it safely to earth, re-entering atmosphere at speeds of over 25,000 miles per hour, causing heat about half that of the temperature of the sun and do all this, and do it right, and do it first before this decade is out, then we must be bold .” - President John F. Kennedy

5. The Challenge: Ability to Execute “ Leadership without the discipline of execution is incomplete and ineffective. Without the ability to execute, all other attributes of leadership become hollow” — Larry Bossidy Chairman, Honeywell International

6. THE POWER OF FOCUS 0 1–2 2–3 Goals Achieved With Excellence 11–20 4–10 2–3 Number of Goals

7. A leader who says “I’ve got ten priorities” doesn’t know what he is talking about. He doesn’t know himself what the most important things are. You’ve got to have these few, clearly realistic goals and priorities… Larry Bossidy & Ram Charan, Execution: The Discipline of Getting Things Done , New York: Crown Business, 2002 Our Partner

9. Wildly Important Goals = The BIG WIGS Why WIGS?

10. Ram Charan Harris Interactive SM McKinsey & Company

11. Synergy Focus 8 Standards of Execution

13. Lack of Clarity

15. Clarity 52 Commitment 52 Translation 43 Discipline 65 Enabling 32 Collaboration 49 Trust 59 Accountability 57 Synergy 49 Focus 53 X Q 51 ( National Averages ) 2

20. MANAGERS WORK HARD BUT FAIL TO PROVIDE FOCUS AND DIRECTION More than 2.5 million workers were asked to rank their managers on a scale of 77 pre-determined characteristics in this FranklinCovey Profile study. (Source: FranklinCovey Profile Center Aggregate Report, 2002) Where it began… My manager . . . Ranking Is a hard worker 1 Prioritizes work so our time is spent on the most important issues 74 Sets clear expectations when assigning tasks 75 Plans ahead to reduce having to work in a crisis mode 76 Provides feedback on our group’s performance 77

21. Work Compass—Execution Tool

23. “ After five years of research, I’m absolutely convinced that if we just focus our attention on the right things—and stop doing the senseless things that consume so much time and energy—we can create a powerful Flywheel Effect.” Jim Collins Good to Great

31. TRANSLATE GOALS INTO ACTION—Activities & Tasks Set up WOW display Purchase product Set up WOW display Purchase product Run an ad Run an ad