How much time do you spend each week on deep work – the most important projects you must complete to stand out in your position? For many of us, we have trouble getting even an hour. But, when you do make progress on a significant accomplishment, don’t you feel great? >
If you are in Vistage you know that at most meetings there is an amazing speaker from whom you take away at least 3 good ideas. That is one of the reasons Vistage members grow their businesses 3x faster than their competitors. Don’t yawn, yes, I know you know that. >
At the Los Angeles Vistage Executive Summit, we had a hugely inspirational talk about leadership from a High School Principal – Linda Cliatt-Wayman. She is the Principal for Strawberry >
Do your people complain that there are too many meetings in your organization and that not enough gets done in them?
Perhaps you have a weekly management meeting. Why is it weekly? >
Take a look at a few paragraphs from the Los Angeles Times of May 14, 2016.
“Gov. Jerry Brown on Friday threw his support behind an ambitious $2-billion plan to build housing for California’s mentally ill homeless population.
“The governor’s action comes as cities from Los Angeles to San Francisco, have seen homelessness increase in recent years, sparked in part by >
A couple of years ago a group of women CEOs were asked “What is the one leadership trait that led to your success in your business?” >
Most companies get a lot of data from their internal reporting about sales, labor costs, materials used, payroll etc. In fact, there is a huge amount of monthly data, some comes daily and some companies get their data close to real time.
Digging through all that data to get to the 2 to 3 most important metrics that drive your business is a deep dive worth all your effort to achieve. Big companies have these metrics. They watch them in real time so they can adjust staffing, maintain equipment and create great customer satisfaction. They anticipate the customer’s reaction and respond before the customer can complain. Why don’t we?
I got a chance to ask the CEO of a ski resort what metrics they use to measure success. His response was sales and profitability versus plan.
Then I asked him how he gets measured running a resort that draws visitors based on the amount of snow, something he can’t control. His response was capacity utilization, staffing by hour and total sales divided by customers on the mountain. If he manages that well, they can get very close or equal the profitability goal. At least that was my mental summary as we got off the lift. One of the few times I wished I had stopped and made notes in my IPhone instead of speeding down the mountain.
By the way, I also asked how often he gets out skiing, given his responsibilities. With a big smile, he said several times a week. That was why he worked in the ski industry.
Next time we ride on a Chairlift together, or have a 1-2-1 or meet in a causal conversation, will you be able to tell me the 2-3 metrics that drive your business?
photo by Nora Paller
At the Vistage Executive Summit in Los Angeles, speaker Mike Maddock asked us to identify which we were. When I turned to a couple of CEO’s I knew well and >
Trust is one of those difficult to measure yet highly important factors in creating great companies. I’ve been doing a little research about it in the business literature, and >