1. eBook for Senior Executive Teams
by Pamela Stambaugh, MBA
Conversation Starters
Quick yet Powerful Questions for
Senior Executive Team Weekly Meetings
Back to Basics
13 Questions, One per Week
(13 weeks X 4 quarters = one year, 52 weeks)
What if everyone is not on the same page? What if there are doubts, upsets,
withholds? To solidify your team’s performance basics, discuss one topic
each week, quarter after quarter. These timeless, essential, generative
questions are never tired or tiring. You can rely on them to keep your
uppermost priorities fresh and top of mind. Like leafy green vegetables
replenish our bodies, these questions will nourish your team’s performance.
©
2013
Pamela
Stambaugh
-­‐
Accountability
Pays.
All
Rights
Reserved.

2. Table
of
Contents
#1.
ExecuBve
Excellence
=
conscious
leadership
#2.
CommunicaBon
=
business
communicaBon
#3.
Accountability
=
commitment,
truth,
outcomes
#4.
Transparency
=
a
culture
of
candor
#5.
Leaders
Leading
Leaders
=
principles,
laws,
consequences
#6.
About
Trust
=
invisible
yet
powerful
link
between
people
#7.
Employee
Engagement
=
discreBonary
effort
#8.
Hire
“A”
Players
=
select
wisely
#9.
Right
People
in
the
Right
Seats
on
the
Bus
=
good
to
great
#10.
Assess
and
Develop
Team
=
beyond
talent

opBmal
performance
of
the
team
#11.
Breakaway
Success
=
beaBng
the
odds
#12.
Truth
Exploring
and
ConstrucBve
Debate
=
measure
what
maYers
#13.
Ge[ng
to
GeneraBve,
Inspired,
Focused
Performance
=
discovering
and
working
with
leverage
points,
the
culminaBon
of
thinking
completely
and
though^ully
through
#1-­‐#12.
2
4
ApplicaBon
Get Accountable
Get Proactive
Get Results
What you Measure Improves

3. Defini1on:
Conscious
leadership
that
gives
room
for
and
encourages
employees,
customers,
vendors
and
any
other
stakeholders
to
speak
their
truth
to
power,
even
when
—
in
fact
especially
when
—
it
is
bad
news.
Excellence
at
the
top
of
the
organizaBon
requires
rigorous
review,
congruence
and
applicaBon
of
accountability
standards,
two-­‐way
communicaBons
(internal
and
external)
and
transparency
in
guiding
the
organizaBon
and
receiving
feedback
from
all
levels
in
the
organizaBon.
ExecuBve
Excellence
includes
values-­‐based
decision-­‐
making
and
authenBcity.
Mutual
respect
is
a
key
value
and
building
block
of
execuBve
excellence.
These
qualiBes
foster
trust.
“The
leaders
who
work
most
effec2vely,
it
seems
to
me,
never
say
‘I.’
And
that’s
not
because
they
have
trained
themselves
not
to
say
‘I.’
They
don’t
think
‘I.’
They
think
‘we’;
they
think
‘team.’
They
understand
their
job
to
be
to
make
the
team
func2on.
They
accept
responsibility
and
don’t
sidestep
it,
but
‘we’
gets
the
credit.
This
is
what
creates
trust,
what
enables
you
to
get
the
task
done.”
–
Peter
F.
Drucker
Q
#1
How
do
I,
and
our
team,
measure
our
effec2veness
as
leaders?
Do
we
do
this
on
a
regular
basis?
How
oHen?
Execu1ve
Excellence
3

4. Q
#2
How
can
I,
and
our
team,
open
up
free
flowing
communica2on
with
our
subordinates?
Our
peers?
For
instance,
do
we
allow
failure,
express
vulnerability
and
learn
from
these
moments?
Communica1on
Defini1on:
Excellent
verbal
and
wriYen
communicaBons
allow
you
to
improve
the
performance
of
your
employees,
to
improve
the
performance
of
the
teams,
and
to
improve
the
performance
of
your
organizaBon
with
the
common
purpose
to
execute
the
organizaBon’s
strategy,
reach
its
vision,
and
fulfill
its
mission.
Focus
and
clarity
are
the
master
keys
to
communicaBon
excellence.
Focus
and
clarity
are
parBcularly
important
for
generaBng
employee
effecBveness.
“Great
places
to
work
show
a
strong
commitment
from
CEO
and
senior
management,
a
genuine
belief
that
people
are
indispensable
for
the
business,
acBve
communicaBon
throughout
the
organizaBon,
percepBon
of
a
unique
culture
and
idenBty
(‘we
are
not
like
the
others’),
an
arBculated
vision
and
values
that
are
lived
and
experienced
at
all
levels
of
the
organizaBon.
And,
most
importantly,
the
CEO
and
the
members
of
the
execuBve
team
are
role
models
of
integrity
and
honesty.”
Manfred
Kets
de
Vries,
ReflecBons
on
Character
and
Leadership.
4

5. Q
#3
How
well
do
I,
and
our
team
keep
my/our
commitments
to
employees?
To
stakeholders?
Do
we
quickly
communicate
when
a
commitment
will
be
missed?
Accountability
Defini1on:
At
the
surface
accountability
is
doing
what
you
said
you
would
do,
when
you
said
you
would
do
it
and
if
you
cannot,
acknowledging
that
to
the
expectant
parBes
with
a
re-­‐
commitment
to
a
new
outcome
Bme
and
date.
A
deeper
meaning
would
include
core,
perhaps
immeasurable
commitments
that
live
like
values,
and
rigorous
adherence
to
their
intenBon
and
meaning.
For
example,
accountability
to
tell
the
truth
even
if
it
hurts
means
telling
the
truth
even
when
the
truth
has
adverse
impacts
on
profitability
or
other
measurable
outcomes
for
which
one
is
accountable.
Historically
one
could
say
that
the
sooner
the
truth
is
told,
the
beYer
the
outcome
for
all.
“Our
lives
begin
to
end
the
day
we
become
silent
about
the
things
that
maOer.“
–
MarBn
Luther
King.
“Policies
are
many,
Principles
are
few,
Policies
will
change,
Principles
never
do.”
–
John
C.
Maxwell
“I
am
not
bound
to
win
but
I
am
bound
to
be
true;
I
am
not
bound
to
succeed
but
am
bound
to
live
up
to
what
light
I
have.”
–
Abraham
Lincoln
“There
is
only
one
real
failure
in
life
that
is
possible,
and
that
is,
not
to
be
true
to
the
best
one
knows.”
–
Farrar
5

6. Q
#4
How
open
am
I,
and
our
team,
to
acknowledge
when
I/we
have
made
an
error?
Do
I
and
our
team
keep
our
associates
fully
informed
about
our
agendas
and
plans?
Transparency
Defini1on:
A
culture
of
candor.
“When
we
speak
of
“transparency,”
we
mean
much
more
than
the
standard
business
definiBon
of
the
term—full
disclosure
of
financial
informaBon
to
investors.
While
such
honesty
is
obviously
necessary,
that
narrow
interpretaBon
produces
an
unhealthy
focus
on
legal
compliance
to
the
exclusion
of
equally
important
ethical
concerns,
and
on
the
needs
of
shareholders
to
the
exclusion
of
the
needs
of
other
consBtuencies.
Worse,
it’s
predicated
on
the
blinkered
assumpBon
that
a
company
can
be
transparent
to
shareholders
without
first
being
transparent
to
the
people
who
work
inside
it.
Because
no
organizaBon
can
be
honest
with
the
public
if
it’s
not
honest
with
itself,
we
define
transparency
broadly,
as
the
degree
to
which
informaBon
flows
freely
within
an
organizaBon,
among
managers
and
employees,
and
outward
to
stakeholders.
“Companies
can’t
innovate,
respond
to
changing
stakeholder
needs,
or
funcBon
efficiently
unless
people
have
access
to
relevant,
Bmely,
and
valid
informaBon.
It’s
thus
the
leader’s
job
to
create
systems
and
norms
that
lead
to
a
culture
of
candor.”
Transparency,
James
O’Toole
and
Warren
Bennis
6

7. Q
#5
How
clearly
do
we
communicate
who
is
responsible
for
what?
Am
I,
and
is
our
team,
gran2ng
the
corresponding
and
sufficient
authority
to
get
those
things
done?
Do
people
feel
empowered?
Leaders
Leading
Leaders
Defini1on:
Anyone
who
is
leading
even
one
other
person
is
a
leader
leading
another
leader,
because
we
are
all
leaders
in
our
own
lives.
Acknowledging
this
is
a
place
to
stand,
a
place
to
come
from,
an
acknowledgment
of
the
other
person’s
importance
in
the
dialog.
Department
heads,
even
individuals
who
are
leading
themselves
can
create
accountability
by
having
a
conversaBon
to
clearly
define
how
people
will
work
together.
First,
include
consequences
in
that
conversaBon.
There
are
two
kinds
of
consequences
–
natural
and
negoBated.
If
you
put
your
hand
on
a
hot
stove,
it
will
burn.
That
is
a
natural
consequence.
NegoBated
consequences
require
gaining
AGREEMENT
first,
then
behavioral
alignment.
Second,
keep
all
lines
of
communicaBon
open.
Third,
listen
with
an
open
mind
and
a
humble
heart.
There
are
many
ways
to
accomplish
the
goal.
If
you
have
an
‘A’
player,
he
or
she
will
be
moBvated
by
producing
results
and
will
not
respond
well
to
being
micro-­‐managed.
At
every
level
of
an
organizaBon
principles
and
laws
are
at
work,
whether
we
know
it
or
not.
Understanding
these
principles
and
these
laws
provides
mastery
over
the
things
that
make
the
most
difference.
For
instance,
the
law
of
leverage
is
always
present.
7

8. Q
#6
Am
I,
and
is
our
team,
an
example
of
trustworthiness
as
well
as
trus2ng
others?
Do
we
walk
our
talk?
Where
trust
is
an
issue,
how
do
we
go
about
re-­‐establishing
trust?
Trust
Defini1on:
The
invisible
yet
powerful
unspoken
link
that
either
exists
or
does
not
exist
between
two
people.
Without
it,
barriers
are
erected
to
protect
one’s
self.
When
it
is
present,
openness
and
all
possibility
exists
in
the
relaBonship.
Distrust
is
the
absence
of
trust.
For
a
sense
of
how
leaders
damage
trust,
download
The
Seven
Costly
Mistakes
Senior
Execu7ves
Make
that
Cause
Performance,
Produc7vity
and
People
to
Suffer
on
accountabilitypays.com.
“To
improve
trust
levels
among
their
employees,
companies
can,
first
and
foremost,
pay
aYenBon
to
the
red
flags
—
key
warning
signs
of
broken
or
eroded
trust.
Are
people
disengaged?
Are
teams
missing
targets
or
deadlines?
Are
groups
operaBng
in
silos?
Also,
leadership
should
get
curious.
Ask
employees
what’s
happening
for
them
and
acknowledge
their
experience.
Allow
feelings
to
surface,
share
informaBon
and
show
the
larger
context
for
business
decisions.”
Dennis
and
Michelle
Reina,
the
Reina
Trust
Building
InsBtute.
8

9. Q
#7
Do
our
employees
engage
with
their
work
in
the
way
that
demonstrates
they
have
something
at
stake
in
the
future
success
of
the
organiza2on?
Do
we
represent
the
vision
and
mission
of
the
organiza2on
as
something
that
is
worthy
of
our
associates
connec2ng
to?
Employee
Engagement
Defini1on:
Employees
working
in
an
organizaBon
in
a
way
that
an
owner
would
work,
with
something
at
stake
in
the
future
success
of
the
organizaBon,
and
a
sense
of
worth
that
comes
from
contribuBng
to
something
greater
than
their
own
self-­‐interest.
According
to
Daniel
Goleman,
Primal
Leadership,
for
every
1%
improvement
in
employee
service
climate,
there
is
a
2%
improvement
in
revenue.
The
service
climate
refers
to
the
environment
a
company
creates
–
does
it
foster
enthusiasm,
engagement
with
employees?
If
your
employees
feel
valued,
they
will
be
more
producBve.
“Ge[ng
on
the
path
to
outstanding
performance
as
an
organizaBon
requires
at
least
a
criBcal
mass
of
people
who
are
no
longer
children
—
people
who
have
assumed
an
adequate
level
of
responsibility
for
themselves
and
for
how
well
they
perform
the
role
they
are
in.”
Lee
Thayer,
Leadership:
Thinking,
Being,
Doing
9

10. Q
#8
Are
we
tolera2ng
less
than
‘A’
player
performance,
perhaps
by
not
clearly
defining
‘A’
performance?
Or
by
leVng
‘B’
performers
slide
even
with
clear
performance
objec2ves?
Or
by
allowing
personali2es/outside
of
work
rela2onships
to
result
in
tolerance
of
under
performance?
Hire
‘A’
Players
“AnyBme
you
have
the
opportunity
to
hire
someone
to
join
a
team,
you
have
the
possibility
of
either
adding
to
the
strength
of
the
team
or
disrupBng
it.
Select
wisely.”
William
C.
Sproule,
Top
Box
Leadership
Research
has
shown
that
only
46%
of
senior
execuBves
hired
will
last
longer
than
2
years
in
their
job,
because
they
were
not
a
fit
in
some
way,
according
to
Barry
Deutsch.
These
odds
are
worse
than
a
coin
toss!
Eligibility
PLUS
suitability
need
to
be
considered
for
a
great
hire
to
occur,
and
having
‘A’
players
makes
a
significant
difference
to
the
opportunity
for
breakaway
success.
“Great
people
–
the
‘A
Players’
–
are
a
very
different
breed
from
the
good
(B
Players)
and
mediocre
(C
Players).
Great
people
are
more
likely
to
be
employed
with
a
company
since
a
great
person
is
oven
over
3
Bmes
as
producBve
as
a
good
person.
Joel
Spolsky
argues
in
Smart
&
Gets
Things
Done
that
an
A
Player
is
anywhere
from
5-­‐10
Bmes
as
producBve...”
Auren
Hoffman,
CEO
of
Rapleaf
and
an
investor
in
over
30
technology
companies.
10

11. Q
#9
Do
we
have
the
right
organiza2on
chart
based
on
our
business
needs?
Then,
do
we
have
the
right
people
in
the
right
seats
on
the
bus
based
upon
their
eligibility
and
suitability
(fit
for
the
job)?
Do
our
associates
enjoy
at
least
75%
of
their
work?
“Research
has
shown
that
people
who
enjoy
at
least
75%
of
their
work
are
3
2mes
more
produc2ve.”
Dr.
Dan
Harrison,
Harrison
Assessments
Talent
Solu2ons
Right
People
in
the
Right
Seats
on
the
Bus
“When
we
began
the
research
project,
we
expected
to
find
that
the
first
step
in
taking
a
company
from
good
to
great
would
be
to
set
a
new
direcBon,
a
new
vision
and
strategy
for
the
company,
and
then
to
get
people
commiYed
and
aligned
behind
that
new
direcBon.
We
found
something
quite
the
opposite.
The
execuBves
who
ignited
the
transformaBons
from
good
to
great
did
not
first
figure
out
where
to
drive
the
bus
and
then
get
people
to
take
it
there.
No,
they
first
got
the
right
people
on
the
bus
(and
the
wrong
people
off
the
bus)
and
then
figured
out
where
to
drive
it.
They
said,
in
essence,
‘Look,
I
don’t
really
know
where
we
should
take
this
bus.
But
I
know
this
much:
If
we
get
the
right
people
on
the
bus,
the
right
people
in
the
right
seats,
and
the
wrong
people
off
the
bus,
then
we’ll
figure
out
how
to
take
it
someplace
great.’”
Jim
Collins,
Good
to
Great.
11

12. Q
#10
Are
we
crea2ng
structures
and
having
conversa2ons
that
inspire
‘A’
performance
from
our
associates?
Are
we
structured
for
team
performance?
Are
we
recognizing
and
rewarding
performance
such
that
people
are
recognized
for
genera2ng
personal
and
team
achievement?
Assess
and
Develop
‘A’
Teams
“The
Harrison
Assessments
system
reveals
deeply
rooted
insights
that
determine
essenBal
high
performance
traits
and
those
that
will
accelerate
or
hinder
performance
related
to
specific
posiBons.
“In
today’s
specialized
work
environment,
talent
is
not
enough.
Talented
people
must
effecBvely
work
together
in
order
for
the
organizaBon
to
succeed.
Harrison
Assessments
Paradox
Theory
reveals
team
dynamics
in
a
way
that
has
never
before
been
possible,
enabling
individual
team
members
to
easily
idenBfy
how
their
own
behaviors
contribute
or
obstruct
the
team
objecBves.
It
also
provides
a
step-­‐by-­‐step
plan
in
which
each
team
member
can
make
adjustments
to
facilitate
opBmal
team
performance.
A
team
building
tool
to
create
teams
with
effecBve
interacBons;
discover
the
strengths
and
challenges
of
a
team
including
team
decision-­‐making
potenBal,
idenBfy
the
best
roles
for
each
team
member,
assess
the
potenBal
for
cooperaBon
or
conflict,
establish
clear
guidelines
for
effecBve
interacBons.”
Harrison
Assessments
Talent
SoluBons,
Dan
Harrison
12

13. Q
#11
How
do
I,
and
our
team,
use
key
performance
indices
and
other
measures
for
performance?
Have
I,
and
has
our
team,
done
a
good
job
of
defining
those
measures
that
drive
success
in
our
business?
Do
we
know
what
our
leverage
points
are?
(A
leverage
point
is
a
place
in
the
organiza2on
where
a
small
change
can
make
a
significant
difference
in
producing
the
desired
results).
Measuring
Performance
for
Breakaway
Success
Defini1on:
BeaBng
the
Odds
by
Measuring
what
MaVers.
Breakaway
Success
requires
leveraging
‘A’
players
and
their
‘A’
teams
to
produce
results
beyond
the
“average,
acceptable”
range
of
possibiliBes,
including
but
not
limited
to
revenues
and
profits.
“Breakaway
Success
empowers
employees
to
be
their
best
and
rewards
excepBonal
performance.
‘A’
players
want
to
be
measured.
They
want
to
surround
themselves
with
other
‘A’
players
(whereas
‘B’
players
tend
to
hire
‘C’
players).
In
an
organizaBon
commiYed
to
Breakaway
Success,
people,
performance
and
results
are
measured
with
an
eye
to
conBnuous
improvement
and
in
a
culture
of
excellence
and
transparency.
Mistakes
are
encouraged
because
everyone
knows
that
the
sooner
they
are
idenBfied
the
sooner
they
can
be
corrected.”
Pamela
Stambaugh
13

14. Q
#12
Do
I,
and
our
team,
allow
open
discussion
of
every
aspect
of
our
business?
Do
we
listen
to
customer
and
outside
feedback
and
consider
it
as
important
to
our
success?
Do
I,
and
our
team,
create
openings
for
truth
exploring
and
openings
for
challenge
to
anything
that
we
do
or
believe?
Truth
Exploring
and
Construc1ve
Debate
for
Breakaway
Success
Defini1on:
What
you
measure
is
a
significant
part
of
truth
exploring.
Lagging
indicators
are
found
in
accounBng
records,
and
it
is
astounding
how
much
weight
is
put
on
those
indicators.
They
are
not
predicBve
of
anything.
The
problem
is,
by
the
Bme
the
P&L
and
balance
sheet
have
been
run
the
damage
is
already
done.
Leading
indicators
are
required
to
predict
success,
which
are
derived
from
making
assumpBons
about
what
causes
results,
then
tesBng
those
assumpBons
by
measuring
acBons
that
are
assumed
to
lead
to
results.
If,
aver
some
Bme
of
measuring,
there
is
a
correlaBon
between
acBons
taken
and
results,
congratulaBons.
You
have
proven
your
assumpBon
right.
Keep
doing
what
you
know
works.
If,
aver
some
Bme
of
measuring
indices,
there
is
no
correlaBon,
try
again.
Determining
the
cause
of
results
is
an
iteraBve
process
that
may
take
several
tries.
However,
if
you
are
wrong
or
you
don’t
try,
you
hardly
have
a
system
for
predicBng
your
success,
in
which
case
you
are
as
likely
to
not
succeed
as
you
are
to
succeed.
If
you
were
lucky
and
succeeded
and
you
wanted
to
replicate
your
success
without
knowing
how
you
achieved
it,
you
couldn’t.
Con1nued
14

15. Q
#12
Con1nued
Other
significant
measure
are
what
customers,
team
members,
sales
people
have
to
say.
What
you
do
not
know
about
your
organizaBon
can
and
does
make
a
difference
to
outcomes.
Providing
an
opening
for
feedback
can
be
as
formal
as
rouBne
feedback
mechanisms
(suggesBon
boxes,
surveys)
or
as
subtle
as
listening
in
conversaBons
to
not
only
what
is
being
said,
but
the
body
language
that
accompanies
the
message.
When
these
are
incongruent,
there
is
undelivered
communicaBon.
The
potenBal
for
contribuBon
oven
lies
in
the
subtle
clues.
“In
the
past
decade
and
a
half,
hundreds
of
billions
of
dollars
of
market
value
have
migrated
from
old
business
designs
to
new.
The
highest
valuaBons
now
go
to
those
who
have
the
most
effecBve
business
design.”
Skywotzky
and
Morrison,
Profit
PaYerns
“Most
people
think
that
profit
is
paramount
in
business,
and
it
certainly
is
important,
but
cash
is
king.
I’m
talking
here
about
the
stuff
you
use
to
pay
your
bills
every
month.
I
don’t
think
anyone
really
understands
what
it
takes
to
succeed
in
business
unBl
you’ve
tried
to
operate
without
cash.”
Jack
Stack,
A
Stake
in
the
Outcome
15

16. Q
#13
Do
we
have
a
culture
of
success?
Are
our
people
(suppliers,
employees,
customers,
other
stakeholders)
having
genera2ve
conversa2ons
as
full
par2cipants
in
the
success
of
the
organiza2on,
or
are
they
just
going
along
to
get
along?
Are
people
inspired?
Do
we
have
a
culture
where
any
associate
can
suggest
and
make
improvements
to
our
organiza2on?
Are
they
appropriately
recognized
and
rewarded
for
making
a
difference?
Genera1ve,
Inspired,
Focused
Performance
for
Breakaway
Success
Once
you
have
an
‘A’
Player,
he
or
she
is
sBll
a
human
being
who
can
be
developed
to
their
highest
potenBal,
and
perhaps
set
on
a
succession
path.
“Strategic
criBcal
thinking
is
not
about
having
all
the
answers,
but
about
being
totally
immersed
in
the
quesBons.
The
cold,
hard
fact
is
that
there
is
seldom
much
credible
informaBon
about
the
future,
the
terrain
of
strategy.
If
one
waits
to
act
unBl
complete
or
perfect
informaBon
is
available,
the
Bme
to
act
will
have
passed.”
Mardig
Sheridan,
Mardig
and
Company
I
believe
in
the
“Systems
Thinking”
approach
to
strategic
planning,
which
involves,
among
many
other
things,
idenBfying
leverage
points,
which
are
places
where
a
small
change
can
make
a
significant
improvement
in
results.
Con1nued
16

17. Q
#13
The
following
excerpt
references
ways
to
look
for
leverage
points
and
how
to
go
about
that.
If
you
want
to
know
more
about
Systems
Thinking
approach,
a
famous
resource
is
The
Fivh
Discipline:
The
Art
and
PracBce
of
the
Learning
OrganizaBon
by
Peter
Senge.
This
book
re-­‐launched
the
concept
of
Systems
Thinking
which
began
in
biology
many,
many
years
ago.
Another
source
of
Systems
Thinking
books
and
experBse
is
the
Haines
Centre
for
Strategic
Management.
Con1nued
Discovering
and
Working
with
Leverage
Points
To
get
to
the
cause,
never
look
where
the
problem
is
—
it
is
almost
never
in
the
same
Bme
or
space
as
the
effect.
Leverage
points
are
almost
always
found
in
the
“balancing
loop”
and
will
generally
take
the
form
of
a
thermostat
se[ng.
They
tend
to
be
quite
subtle
in
nature.
They
should
always
address
the
quesBon,
“What
does
it
take
to
maintain
balance
and
achieve
opBmum
growth?”
IdenBfy
leverage
points.
Ask,
“What
will
remove
the
source
of
upset
condiBons
and
limits
to
growth?”
Examine
the
underlying
structure
of
the
organizaBon
that
you
have
mapped
out
and
discover
the
true
source
of
upset
condiBons
(hint:
look
for
the
source
or
cause
of
any
imbalances).
Con1nued
17

18. Q
#13
Most
leverage
points
tend
to
be
developmental
in
nature
and
are
based
on
becoming
a
competency-­‐development
organizaBon.
Author’s
Notes,
“The
GeneraBve
OrganizaBon,
from
ReacBve
Behavior
to
Inspired
Performance.”
William
J.
Schwarz
GeneraBve,
inspired,
focused
performance
is
the
result
of
execuBve
excellence,
hiring
‘A’
players,
measuring
the
right
things,
assessing
and
then
developing
‘A’
teams,
employee
engagement,
having
the
right
people
in
the
right
seats
on
the
bus,
and
effecBve
planning
and
execuBon.
The
result
of
generaBve,
inspired,
focused
performance
is
Breakaway
Success
and
the
financial
rewards
that
come
from
having
focused
energy
in
the
appropriate
channels
producing
the
desired
results.
If
that
describes
your
organizaBon,
please
accept
this
acknowledging
High
Five!
If
not,
the
next
page
of
this
e-­‐book
is
for
your
tracking
benefit
as
you
put
these
ques2ons
into
ac2on
in
your
organiza2on.
Con1nued
18

19. 19
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20. Pamela
Stambaugh,
President
and
Founder
of
Accountability
Pays
for
27
years,
has
guided
senior
execuBves
to
unleash
the
power
of
their
people
and
their
own
potenBal
since
1999
with
the
addiBon
of
the
Harrison
Assessments.
She
will
lead
you
to
opBmize
the
performance
of
your
execuBve
team
as
an
‘A-­‐Team’.
With
‘A’
performers,
all
work
is
easier
and
more
fun.
Hiring?
She
can
advance
your
organizaBon
to
predictably
hire
‘A’
Players
using
a
powerful
system
for
candidate
evaluaBon.
To
learn
more
about
Harrison
Assessments
Talent
SoluBons,
Team
Building,
Performance
Management,
or
holding
people
accountable
for
results,
contact
Pamela
Stambaugh
at
AccountabilityPays.com.
20
About
the
Author
These
Senior
ExecuBve
Team
ConversaBon
Starters
are
also
available
as
three
half-­‐page
four-­‐color
cards
in
an
envelope.
If
you
would
like
them
in
this
physical
form,
or
you
have
other
quesBons,
call
619-­‐231-­‐0195
or
e-­‐mail
pstambaugh@AccountabilityPays.com
for
more
informaBon.
©
2013
Pamela
Stambaugh
—
Accountability
Pays.
All
Rights
Reserved.