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Contenuto fornito da Michael Langhout. Tutti i contenuti dei podcast, inclusi episodi, grafica e descrizioni dei podcast, vengono caricati e forniti direttamente da Michael Langhout o dal partner della piattaforma podcast. Se ritieni che qualcuno stia utilizzando la tua opera protetta da copyright senza la tua autorizzazione, puoi seguire la procedura descritta qui https://it.player.fm/legal.
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017 Three Execution Disciplines

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Manage episode 274394576 series 2806150
Contenuto fornito da Michael Langhout. Tutti i contenuti dei podcast, inclusi episodi, grafica e descrizioni dei podcast, vengono caricati e forniti direttamente da Michael Langhout o dal partner della piattaforma podcast. Se ritieni che qualcuno stia utilizzando la tua opera protetta da copyright senza la tua autorizzazione, puoi seguire la procedura descritta qui https://it.player.fm/legal.

00:58 – Michael recaps the last few episodes of CEO Brain Food

01:29 – Introducing today’s topic: Three Execution Disciplines

03:25 – The strategy horizon

05:09 – Discipline One: Priorities

06:51 – Discipline Two: Data Metrics

10:25 – Creating a mini game to identify the critical number

11:19 – Key Performance Indicators (KPIs)

13:28 – Discipline Three: Communication Rhythms

15:59 – The value of operating as a team

16:54 – Line item ownership

18:32 – The weekly huddle

20:46 – Michael teases the topic of the next episode of CEO Brain Food

21:05 – Where to find Michael’s Functional Team Scorecard

TWEETABLE QUOTES

“I like to think of strategy in a three-year planning horizon. Thirty-six months, twelve quarters, three years. That’s your strategy horizon.” (03:25)

“So, if we have an aspirational differentiator out there – something that we’re not doing today that we need to be doing in the future to be different than our competition – then it follows that we need to be working on elements of that differentiator today in the current year.” (05:39)

“Your activities in the organization should all be focused on improving or driving one primary objective in the current period that is critical to the ongoing success of the organization.” (06:38)

“People support what they help create.” (09:07)

“The right KPI is a number that directly influences that critical number and is gonna help predict the outcome.” (11:24)

“It’s important to understand that the daily meeting is not a problem-solving session. Instead, it provides an opportunity each day at a specific time for the team to communicate with each other on specific topics.” (14:53)

“With empathetic listening, we’re building trust on the team which is a very very powerful concept.” (16:18)

“Make no mistake about it. The CEO is the metronome that will help you achieve your objectives and make your goals and help you scale your company.” (20:06)

RESOURCE LINKS

Michael’s LinkedIn

Michael’s Website

The Functional Team Scorecard

KPI Library

🎙️🎙️🎙️
Podcast production by FullCast

  continue reading

26 episodi

Artwork
iconCondividi
 
Manage episode 274394576 series 2806150
Contenuto fornito da Michael Langhout. Tutti i contenuti dei podcast, inclusi episodi, grafica e descrizioni dei podcast, vengono caricati e forniti direttamente da Michael Langhout o dal partner della piattaforma podcast. Se ritieni che qualcuno stia utilizzando la tua opera protetta da copyright senza la tua autorizzazione, puoi seguire la procedura descritta qui https://it.player.fm/legal.

00:58 – Michael recaps the last few episodes of CEO Brain Food

01:29 – Introducing today’s topic: Three Execution Disciplines

03:25 – The strategy horizon

05:09 – Discipline One: Priorities

06:51 – Discipline Two: Data Metrics

10:25 – Creating a mini game to identify the critical number

11:19 – Key Performance Indicators (KPIs)

13:28 – Discipline Three: Communication Rhythms

15:59 – The value of operating as a team

16:54 – Line item ownership

18:32 – The weekly huddle

20:46 – Michael teases the topic of the next episode of CEO Brain Food

21:05 – Where to find Michael’s Functional Team Scorecard

TWEETABLE QUOTES

“I like to think of strategy in a three-year planning horizon. Thirty-six months, twelve quarters, three years. That’s your strategy horizon.” (03:25)

“So, if we have an aspirational differentiator out there – something that we’re not doing today that we need to be doing in the future to be different than our competition – then it follows that we need to be working on elements of that differentiator today in the current year.” (05:39)

“Your activities in the organization should all be focused on improving or driving one primary objective in the current period that is critical to the ongoing success of the organization.” (06:38)

“People support what they help create.” (09:07)

“The right KPI is a number that directly influences that critical number and is gonna help predict the outcome.” (11:24)

“It’s important to understand that the daily meeting is not a problem-solving session. Instead, it provides an opportunity each day at a specific time for the team to communicate with each other on specific topics.” (14:53)

“With empathetic listening, we’re building trust on the team which is a very very powerful concept.” (16:18)

“Make no mistake about it. The CEO is the metronome that will help you achieve your objectives and make your goals and help you scale your company.” (20:06)

RESOURCE LINKS

Michael’s LinkedIn

Michael’s Website

The Functional Team Scorecard

KPI Library

🎙️🎙️🎙️
Podcast production by FullCast

  continue reading

26 episodi

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