Eliminating Entitlement & Building an Accountability Culture - September 13, 2012

Edge Initiatives is runs a free two hour workshop Eliminating Entitlement and Building an Accountability Culture  to illustrate the impact that the principles outlined in Make the Noise Go Away can have on your business. The workshop is designed for groups of no more than twelve business owners. It is delivered and facilitated by Steve Davies and is an interactive session with real world exercises and strong take-home value.  It falls into four sections:  

Accountability

Creating an Accountability Culture starts at the top with the leader demonstrating and requiring high levels of accountability. In this section, workshop participants go through an exercise to identify the things that they do that bring the greatest value to their business and  to determine the value of their time.

This concept is then used to demonstrate the cost of opportunities wasted in their business because they are "working below their pay grade" - spending time on things that don't require their time at the expense of things that could really make a difference.

Entitlement

The concept of time wasted and "working below your pay grade" leads into a focused discussion on entitlement that can start to change the expectations the CEO has towards the performance of their people. This is where attitudes and beliefs are challenged.

Participants discuss what entitlement looks like and the impact that it has on the profitability of their company. Using the "Who owns the monkey" concept, they identify people in their company that exhibit entitlement characteristics.

Changing Culture

You have to have the right people on the bus and they have to be in the right seats. Participants discuss the reasons why we keep the wrong people and why we are so slow to fire them. The key is to have a robust hiring process that gives the CEO the confidence to hold people accountable.

To build a deadline culture it is essential that the leader gives clear instructions, makes sure that they are properly understood, negotiates deadlines and then gives people room to work without micro-managing them. There must be consequences for missing deadlines.

Building an Effective Management Team

Using the book "The Five Dysfunctions of a Team", participants go through an exercise to identify their team dynamics. We examine the four management styles, Army, Enabler, Cyclist and Two Way.

Using the "Consequences WorksheetTM" from "Make the Noise Go Away", participants go through an exercise where they identify how their managers can be given a methodology to make better, more informed decisions and become more valuable to them and to the business.

Next Workshop Details and Registration: 

Where: Hofstra University Club  
When:  September 13th, 8:00 – 10:00 AM
Who:    No more than 12 Business Owners

This email address is being protected from spambots. You need JavaScript enabled to view it.

The Four Pillars of Behavior

  • Dominance

    The D is challenge-oriented, competitive, highly active, innovative, and tenacious. They are forceful, decisive, direct and independent - bottom-line driven self-starters who value time and are not content with the status quo.  

    The Time Edge

     

     

  • Influence

    The I is expressive, enthusiastic, friendly, demonstrative, and talkative. They are optimistic, creative problem solvers who verbalize articulately Outgoing and empathetic, they want to be liked and trusted and make great team players.

    The Time Edge

  • Steadiness

    The S is methodical, reliable, steady and modest. They are loyal, patient, dependable team players and work hard for the right leader. Calming and stabilizing, they are logical, step-wise thinkers who are good at completing tasks. 

    Edge Business Essentials

  • Compliance

    The C is analytical, exacting, careful, and deliberative. They maintain high standards and are , task oriented objective thinkers. They define, clarify, get information, criticize, test, pay attention to small details, and like to follow the rules. 

    The Alternative Board

A Better Team

Building a more effective management team allows you to spend time on what you do best. When you are able to focus on what adds the most value to the company, you can boost your bottom line exponentially.

Increased Value

Improving your management team will increase the value of your business. The more time you spend working in your business the less it is worth. Purchasers increasingly look for solid management in their acquisitions. 

Quality of Life

If you're planning to sell, building a more effective management team will increase the value of your business. Acquirers look for solid management, and the more time you spend working in your business the less it is worth.

Exit Strategy

If your likely exit is to sell to family or employees, the successful perpetuation of the business depends on it being able to function without you. Investing in better managers is an essential start towards that goal.