04 06 06 Hendricks Leadership

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Leadership Essentials for BalancedScorecard Success: How to GetEveryone Involved in Running Your

BusinessPresented By:

Dr. William Hendricks

Hendricks Training

Visionary perspectives for management insights

BetterManagement Presents


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Tool Box

Q & A

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How are we spending our time?

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Todays Web-Seminar Agenda

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Introduction to Scorecard Leadership

The Leadership Challenge

The Leadership Expectation

Leadership by Design

7 Framing Principles


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Leadership is the art of getting someone else to dosomething you want done because he wants to do it.

~ Dwight Eisenhower

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Results-Based Leadership


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F D C B A


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F D C B A


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PAR


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PAR

RESULTS


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Average Performance

Competition

Pre-Defined Performance

Collaboration


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Don't tell people how to do things, tell them what to doand let them surprise you with their results.

~ George S. Patton

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The Balanced Scorecard is like the main sail. It catches the

wind and can be used to direct your business

Who hoists the sail?

When is sail released?

How is direction determined?

At what speed will we travel and in what direction?

Leadership Questions


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What good is a sail if you own a freighter?

Maybe you have a nimble and responsive business.

Will a sail work for you?


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Management is doing things right;

leadership is doing the right things.

~ Peter F. Drucker

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Implementation/Tactical

Strategy/Development

Management/Planning


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Management/Planning


The Role ofPurple People is to providedirection and focus


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Management/Planning

The Role ofRed People is toguide and orchestrate


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Management/Planning

Implementation/Activities

The Role ofGreen People is to providecommunication and hands-on work


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Management/Planning



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An Aligned Organization


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Management/Planning


Purple People slip intomicromanagement in an attempt to control


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Management/Planning

Red People slip into firefighting andreactive situation management


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Management/Planning

Implementation/Activities

Green People frustrated by being secondguessed wait to be told often knowing best

what to do and rarely sharing it.


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Management/Planning



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A Compressed Organization


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Management/Planning



Management/Planning


ALIGNED?COMPRESSED?

You Make the Call


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A leader is a dealer in hope.

~ Napoleon Bonaparte

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StrategicLeadership

Team

Results

Team

Facilitator

Team

Deployment

Team(s)

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Executive Team

4-6 Executive Leaders

Responsible for leading the whole organization

Accountable to one another

Results Team

7-11 Managers responsible for organizational development

People who can delegate

People who bring sustained focus

Deployment Team (s)

Visible, credible and currently using some performance metrics

Ability to balance operational and strategic expectations

Focus on deliverables

Leadership by Design4444


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Executive Team

Vision and Mission Statement

Value Propositions

Strategic Objectives

Measures/Targets/Actuals

Actions

Deliverables

Metrics

Deployment Team

Milestones/Timelines

Results Team Projects and Initiatives

Tactics



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Executive Team


Value Propositions


Facilitator


Facilitato

rTeamActions

Deliverables

Metrics

Deployment Team


Implementation Team Projects and Initiatives

Tactics

Executive Team

Implementation Team



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Executive Team


Value Propositions


Facilitator


Actions

Deliverables

Metrics

Deployment Team


Implementation Team Projects and Initiatives

TacticsFacil

itatorTea

m

Executive Team

Implementation Team



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Framing Principles

#1 The scorecard is about results Energy invested inanything other than results is off point. Have we gotten

side tracked on extraneous issues?

#2 The scorecard is designed to frame the activities of ouridentified leaders. Has the scorecard changed the way

we do business?

Where we spend our time.

Organizational not silo orientation.

Focus on Non-representational leadership.

Direct daily operations progressively toward strategy.

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#3 The scorecard creates an internal structure, a parallelorganization, where we learn to operate in new and

more effective ways. Have we created a place for ourleaders to learn and grow together?

A place where mistakes are possible.

A place where red is not necessarily bad.

A place where the enterprise is addressed before theindividual

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#4 The scorecard creates a collective we. Are we doing abalanced scorecard, or is this something our peopleare doing?


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#5 Three scorecard, when executed well, produces threeby-products. Are these happening?

Bench strength is developing.

Knowledge is being leveraged.

Skills are being shared across disciplines.

#6 The scorecard is a mirror. What are we seeing?

Change not criticism?

Expectation not self-justification?

Prioritization not firefighting?



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#7 The scorecard produces tangible outcomes. Are we

seeing the following Projects that close performance gaps on the card

Performance analysis that offers better understanding

of what is, and is not working

Increased out of the box thinking.


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Dr. William Hendricks Overland Park, KS 66210

All rights reserved world-wide

Permission is granted to use and adapt these tools without further permission for the purpose of executing your balanced scorecard.

Tool Box

P l R d d G A t


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1 2 3 4 5 620. Adequate incentives are absent to ensure world class performance.

1 2 3 4 5 619. Unless our processes improve we cannot be expected to do much better.

1 2 3 4 5 618. Its a fact that we are doing all we can.

1 2 3 4 5 617. People believe we can continue as we are and remain competitive.

1 2 3 4 5 616. There is little sense of urgency.

1 2 3 4 5 615. Connections between departments and customers are weak.

1 2 3 4 5 614. Our meetings are ineffective

1 2 3 4 5 613. Progress and milestones are not well known.

1 2 3 4 5 612. There is a lack of project management skills and knowledge.

1 2 3 4 5 611. We have not aligned our actions with organizational plans.

1 2 3 4 5 610. There are no (or few) consequences for missing the mark.

1 2 3 4 5 69. People stay within their silo and send mixed messages.

1 2 3 4 5 68. We rarely act with real team commitment.

1 2 3 4 5 67. We lack the skills to do what we really need to do.

1 2 3 4 5 66. We lack initial systems to get things moving.

1 2 3 4 5 65. Customer demands exceed our time frames and put everything behind.

1 2 3 4 5 64. There is little sense of accountability for doing what we agree to do.

1 2 3 4 5 63. Priorities get confused and immediate issues dictate what gets done.

1 2 3 4 5 62. We lack dedication and commitment.

1 2 3 4 5 61. People care but they are too busy to get everything done.

No Yes

Purple, Red and Green Assessment

This assessment is provided to provoke leadership conversations about scorecard execution. It has not been normalized as a psychometric instrument of performance.


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QUESTIONS

2 ___________

4 ___________

7 ___________

8 ___________

10 ___________

16 ___________

Total ___________

QUESTIONS

1 ___________

5 ___________

11 ___________

12 ___________

18 ___________

19 ___________

Total ___________

QUESTIONS

3 ___________

6 ___________

9 ___________

13 ___________

14 ___________

15 ___________

Total ___________

QUESTIONS 17 & 20 address the motivational issues that are the foundation of scorecard

development. They help predict whether you have adequate drive for your organization to reach

new levels of performance. A score lower than 4 on either of these questions should be directed to

your Executive Team, who must determine how to establish urgency and create adequate incentive

to move forward in your scorecard efforts.

Purple, Red and Green AssessmentScoring Key

E ti T S l ti Ch kli t


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Executive Team Selection Checklist

Implementation Team Selection Checklist


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Implementation Team Selection Checklist

Deployment Team Selection Checklist


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Q ti ?


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Questions?

Dr. William [email protected]

Dr. William Hendricks 2006 Overland Park, KS 66210 (800) 692-3324

Upcoming Webcasts


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Upcoming Webcasts

Balanced Scorecard Fundamentals

Barriers and Benchmarks: PerformanceImprovement Benchmarking Survey Conclusions

http://www.bettermanagement.com/seminars/seminarList.aspx?f=11

Sam Sheikh

[email protected]

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04 06 06 Hendricks Leadership