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SESSION 410

Thursday, May 11, 10:00am - 11:00am Track: Service Desk Masters

The “Secret Sauce” Is Execution: The Art of Getting Things Done! Kenneth Wendle Instructor, consultant, speaker, Edify ITSM, Inc. [email protected]

Session Description Go for it! Just do it! Get’r done! Popular culture is full of references to execution: the art of getting things done. So why does it sometimes seem so difficult to just get things done? Just when you think you’re making progress, so many things tend to get in the way. This insightful and entertaining session will provide concrete examples of the power of execution and practical advice on getting out of the paralysis of analysis and into the arena of achievement!

Speaker Background Ken Wendle, known for his pragmatic and insightful advice, whether as instructor, consultant, or speaker, is a cofounder and past president of the itSMF USA and past member of the HDI Strategic Advisory Board. Ken is recognized for his pivotal role in creating awareness, adoption, and global expansion of ITIL and ITSM best practices. He is the author of numerous white papers and articles, and his entertaining presentations have been a enjoyed nationally and internationally. Ken is also the only person (thus far) to have received two prestigious industry awards: the itSMF USA Lifetime Achievement Award (2007) as well as the HDI Ron Muns Lifetime Achievement Award (2016).

mailto:[email protected]

The “Secret Sauce” is

Execution

Ken Wendle, FSM

Edify ITSM, Inc.

&

Propoint Solutions

The Art of Getting Things Done!

First things First…

THANK

YOU!

• The Essence of Effectiveness

• Purging Poisonous Politics

• The Vital Value of Vision

• Proper Prioritization

• The Elements of Execution

• The 4 Disciplines

• Maintaining Momentum

AGENDA

Effectiveness:

Getting the results you want today,

in a way which allows you to get even

better results in the future.

Greatness:

Sustained - and sustainable –

superior performance.

The Essence of Effectiveness

Purging Poisonous Politics

• “Dirty” Politics vs. “Clean” Politics

• Set goals! Don’t make wishes.

Winner

Sociopath Dimwit

Martyr

Behavior HELPS

Personal Goals

Behavior HURTS

Personal Goals

Behavior HELPS

Business Goals

Behavior HURTS

Business Goals

The 4 Political types

From “Secrets to winning at office politics – M.G.McIntyre, Ph.D.

Focus on behavior:


The Political Golden Rule:

“Never advance

your own interests

by harming the business

or hurting other people.”

Political Fact: “The person with the most power wins.”

• The Power of Results

• The Power of Knowledge

• The Power of Attitude

• The Power of Empathy

• The Power of Networks

• The Power of Inclusion

• The Power of Detachment


Copyright © AXELOS Limited 2011. All rights reserved. Material is reproduced under license from AXELOS.

The Value of Vision

What is the

vision?

Where are we

now?

How do we

keep it going?


Where do we

want to be?

How do we

get there?

Did we arrive?

EXECUTION!

Proper Prioritization

Definitions:

• Important Goal: A goal with

significance, consequence, or

value

• Wildly Important Goal (WIG):

A goal that makes all the

difference.

urgent not urgent

important

not important

I: necessitycrises

deadlines

“maintaining”

II: opportunity“PC” activities

planning & prevention

commitment

III

interruptions

some meetings

some reports

IV

trivia

busy work

time wasters

WIGs

“The most important thing is to keep the most important thing

the most important thing!”


The Whirlwind

GOALS(New Activities)

URGENT

WHIRLWIND(The Day Job)

IMPORTANT


“Execution is THE great

unaddressed issue in the

business world today.”–Ram Charan

The Elements of Execution

“Execution is THE great

unaddressed issue in the

business world today.”–Ram Charan


Sustained Superior Performance

• Achieving business results• Define and install an Execution process

- The Four Disciplines of Execution -

• Because…

• People need to know the goal (1)

• People need to know what to do to achieve it (2)

• People need to “know the score” at all times (3)

• People need to hold themselves accountable (4)


• “Says Easy, Does Hard”

• Is Counterintuitive

• Is an “operating system”


KEEP A COMPELLING SCOREBOARD

Discipline 3

ACT ON LEAD

MEASURES

Discipline 2

CREATE A CADENCE OF

ACCOUNTABILITY

Discipline 4

FOCUS ON THE WILDLY IMPORTANT

Discipline 1

The 4 Disciplines of Execution

Emphasis: FOCUS

“The more we narrow our focus, the greater

our chance of achieving our goals with

excellence.”

Outcome:

Clarify your team's WIGs and align them to the

organization so you and/or your team are

clear and committed to the most important

objectives(s) amidst all the other competing

priorities (a.k.a. “The Whirlwind”)

1. Focus on the Wildly Important

Approach:

• A Bold Vision

• What new services, new markets, new

technology should we invest in?

• Assess the importance in terms of value to

customers!

• What is/are the Game Changer(s)!



NARROWFOCUS HERE



Simply put, Discipline 1 is about applying more energy against fewer goals because, when it comes to setting goals, the law of diminishing returns is as real as the law of gravity.

NUMBER OF GOALS(In addition to the Whirlwind)

GOALS ACHIEVED WITH EXCELLENCE

2-3 4-10 11-20

2-3 1-2 0 .


CONVENTIONAL THINKING

4DX PRINCIPLE

All of our goals are “Priority 1”. We can

successfully multitask and succeed at five, ten or

fifteen important goals. All we need to do is work

harder and longer…

Many of our goals are important, but only one or

two are WIGs - wildly important goals – which are the goals we must

achieve. Our finest effort can only be given to one or two wildly important

goals at a time.


“THERE WILL

ALWAYS BE MORE

GOOD IDEAS THAN

THERE IS CAPACITY

TO EXECUTE.”



WILDLY IMPORTANT GOAL


Rule #1:

No team focuses on more than 2 WIGs at a time

Rule #2:

The battles chosen must win the war

Rule #3:

Senior leaders can veto, but not dictate

Rule #4:

All WIGS have a finish line (A to B by when)

Rules


NASA’S GOALS: 1961NASA’S GOALS: 1958

“I believe that this nation should commit itself to achieving the goal,

before this decade is out, of landing a man

on the moon and returning him safely

to the earth.”- President John F. Kennedy

Delivered in person before a joint session of Congress May 25, 1961

1. The expansion of human knowledge of phenomena in the atmosphere and space; 2. The improvement of the usefulness, performance, speed, safety, and efficiency of aeronautical and space vehicles; 3. The development and operation of vehicles capable of carrying instruments, equipment, supplies, and living organisms through space; 4. The establishment of long-range studies of the potential benefits to be gained from, the opportunities for, and the problems involved in the utilization of aeronautical and space activities for peaceful and scientific purposes; 5. The preservation of the role of the United States as a leader in aeronautical and space science and technology and in the application thereof to the conduct of peaceful activities within and outside the atmosphere; 6. The making available to agencies directly concerned with national defense of discoveries that have military value or significance, and the furnishing by such agencies, to the civilian agency established to direct and control nonmilitary aeronautical and space activities, of information as to discoveries which have value or significance to that agency; 7. Cooperation by the United States with other nations and groups of nations in work done pursuant to this Act and in the peaceful application of the results thereof; 8. The most effective utilization of the scientific and engineering resources of the United States, with close cooperation among all interested agencies of the United States in order to avoid unnecessary duplication of effort, facilities and equipment

A to Bby When

A to Bby When

A to B by When

A to B by When

A to Bby When

A to B by When

A to B by When

What?

How?

?

?

How

How

?

What?

Man on the Moon

Navigation PropulsionLife

Support

“War”

“Battles”

Discipline 1 is the “FOCUS” discipline



Discipline 3

ACT ON LEAD

MEASURES

Discipline 2

CREATE A CADENCE OF

ACCOUNTABILITY

Discipline 4


Discipline 1

Outcome

A process for individually selecting and activating the

critical few weekly objectives that will drive the goal.

Paradigm

OldIf people know the goal, they'll know what to do about it

NewGoals will never be achieved until everyone on the team

knows exactly what they're supposed to do about them

2. Act on the lead measures

Emphasis: LEVERAGE

LAG MEASURE LEAD MEASURE

MEASURES THE GOAL

PREDICTIVE:Measures something that leads to the goal

INFLUENCEABLE:Something we can influence

Eg., Annual Water productionEg: % shifts with full crews

% compliance to preventative maintenance


Approach

• Think "new and better"

• Identify "pockets of excellence"

• Create it from imagination

• Plan weekly

• Plug into planning system

• Identify behaviors

• Get everyone to agree

• Provide training, practice, testing, reinforcement

• Do it, report (Check) and adjust (Act)


PREDICTIVEROCK

(LAG MEASURE)

INFLUENCEABLE


LAG MEASURES LEAD MEASURES

• Customer Satisfaction with process• Number of changes backed out• Number of changes creating

incidents

• Increased percentage of changes that meet agreed requirements

• Increase in change success rate • Reduction in number compliance

issues for the change management process

Discipline 2 is the “LEVERAGE” discipline



Discipline 3

ACT ON LEAD

MEASURES

Discipline 2

CREATE A CADENCE OF

ACCOUNTABILITY

Discipline 4


Discipline 1

Outcome

Identify key measures for goals, transform them into a

visible, dynamic scoreboard

Paradigm

Old

“Once we've communicated the goal, people will

know we're serious about it.”

New

“We're not really serious about the goal until we

start keeping score.”

3. Keep a compelling scoreboard

Emphasis: ENGAGEMENT

Approach

• Measure Types

• Lag (past)

• Lead (future prediction)

• Real Time (right now)

• Characteristics of a Player’s Scoreboard

• Simple

• Visible

• Lead AND Lag measures

• Quickly communicates:

AM I WINNING?




0

5000

10000

15000

20000

25000

30000

35000

40000

1 2 3 4 5 6 7 8

Associate 1 2 3 4 5 6 7 AVG

Mary 1 1 2 2 4 x x 2

Bob 2 2 3 2 x x 3 2

Sally 1 3 2 x x 2 2 2.4

Jeff 0 0 x x 1 1 1 0.6

Phyllis 3 x x 4 3 2 4 6

Stuart x x 2 2 2 4 4 2.8

Charles x 1 2 5 2 4 x 2.8

TOTAL 7 7 11 15 12 13 14 2.3

WIG: Increase revenue to $32,000 by December 31

1 2 3 4 5 6 7 Lead Measure: Upsell our premium package

To 90% of all events

Lead Measure: Complete two quality site visitsper associate pert week

90%

Discipline 3 is the“ENGAGEMENT” discipline


Discipline 3

ACT ON LEAD

MEASURES

Discipline 2

CREATE A CADENCE OF

ACCOUNTABILITY

Discipline 4


Discipline 1

Discipline 1: Focus

Discipline 2: Leverage

Discipline 3: Engagement

Discipline 4: Achievement

4. Create a Cadence of Accountability

To review…

Objectives: “Paradigm Shift”

Old

As long as the goal is clear and compelling,

people will remain focused and committed to it

New

Maintaining commitment to the goal requires

frequent team engagement and accountability



Review the Scoreboard

2

Plan3

Account1

Approach: Regular WIG Sessions

Report on last

Week’s

commitments

Learn from

Successes and

Failures

Clear the path

and make

commitments


WIG(Lag Measure)

LeadMeasure

WeeklyCommitments

Discipline 1

Discipline 2

Discipline 4


What is the

vision?

Where are we

now?

Where do we

want to be?

How do we

get there?

Did we arrive?

Discipline 2

Leverage

Discipline 1

Focus

Discipline 3

Engagement

How do we

keep it going?

Discipline 4

Achievement

“Cadence of

Accountability”

Maintaining Momentum

A grateful acknowledgement of presentation references!

Look for them in the Bookstore!!!!

I hope you enjoyed and received value from this session!

Session 602Secret Sauce:

The Power of Execution

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Documents

The “Secret Sauce” Is Execution: The Art of Getting Things ...professionalprograms.net/downloads/HDI_12017_8/PDFS/Session410.pdf · The “Secret Sauce” Is Execution: The Art