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1
Have you taken
The Clarity Quiz?
www.clarityfirstquiz.com
Clarity First: Purpose and Priorities
Clarity First Summer Webinar Series
3
www.TKMG.com/webinars
4
Clarity:
What it is
Why you need it
How to get it
www.clarityfirstbook.com
https://www.amazon.com/Clarity-
First-Organizations-Outstanding-
Performance/dp/1259837351
5
Humility-Laced Comment and Questions
6
• Why do you think that is?
• What happens when we…?
• How do we know that?
• Tell me more about that.
• I don’t know….I’ll find out.
• I’m curious to learn…
7
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
PURSING ORGANIZATIONAL CLARITY:
THE FIVE P’S
www.clarityfirstbook.com
8
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S
9
WHY DO YOU DO WHAT YOU DO
9
10
Why does why matter?
11
Why does
why matter?
12
“You do not invent a purpose; it
already exists.”
“…most companies…experience
mission drift”
— Robert Quinn and Anjan Thakor
13
From Clarity First, Karen Martin, 2018, p. 36
14
Purpose is
emotional
15
Rediscovering Purpose
What?
What
problem does
it solve?
Why solve
this problem?
16
Rediscovering Purpose
What?
Why?
Why?
17
Purpose ≠ Profit.
Profit is a result of operating
with clear purpose.
18
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S
19
19
• A clear, focused,
disciplined, and deeply
engaging approach to
• achieving measurable
business goals that
• enable the organization
to realize its strategy and
• stay true to its purpose.
Strategy Deployment: Defined
Also known as
Hoshin Kanri
and hoshin
planning
Strategy Deployment: Purpose & Benefits
20
• To align everyone in the organization from leaders
to the frontlines
• To galvanize and unify limited resources to
achieve specific business objectives
• To develop and deeply engage the workforce,
and create commitment to a common direction
• To get faster, better, and longer-lasting results
• To maximize productivity and reduce the effects
of task switching
21
Strategy Deployment requires a strategy to deploy.
22
Where do
you want
to play?
Strategy Deployment = Problem Solving
23
Define the Measurable Gap
You Seek to Close
24
Where you are
Where you’d like or need to be
Problem = The Gap
25
LEVEL 3 SCORECARD
Connecting Action with Purpose
26
Purpose •Why do you do
what you do?
Strategy •What do you
want to be?
Key
Performance
Indicators
•How will you
know if you’ve
achieved your
strategy?
Priorities
•What do you have
to do to achieve
your strategy? (This
fiscal year)
Key
Performance
Indicators
•How will you know
that you’ve
achieved your
priorities?
Strategy Deployment Phases
27
Phase 1
Lay the
foundation
Phase 2
SD Plan
development
Phase 3
Manage the
SD plan
Phase 4
Execute the
SD plan
Set the foundation
for SD
• Clear purpose
• Clear strategy
• Level 3 KPIs
(identify gaps)
• Survey all extra
effort
• Narrow &
prioritize
• Play catchball
• Finalize &
socialize the
plan
• Make the plan
visual
• Check the plan
frequently
• Correct course
and/or adjust
as needed
Get
measurable
results (close
gaps)
Task #1: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Task #2: Focus is essential.
Round 1 – Task switching. Alternate between tasks: letter, number, letter, number, etc.
Sentence:
Numbers:
The Productivity Loss with Task Switching
Round 2 – No task switching. Write the full sentence and then the numbers.
Sentence:
Numbers:
Strategy Deployment Plan Development
Pre-work
Gather lists of:
• All active projects and initiatives
• All stalled projects and initiatives
• All planned projects and initiatives
• All desired projects and initiatives
• All “stealth/rogue” projects and initiatives
29
30
Must do
Eliminate
Maybe
Delay
1. List what you could do
Gain consensus
2. Categorize them
Gain consensus
3. Decide what you will do
Gain consensus
Label Four Flip Chart Pages & Hang on Wall
© 2017 The Karen Martin Group, Inc.
Step 4
Create Action
Plan for What
You Will Do
31
Must do
Eliminate
Maybe
Delay
© 2017 The Karen Martin Group, Inc.
Define the Measurable Gap
You Seek to Close
32
Where you are
Where you’d like or need to be
Problem = The Gap
33
1. Increase sales 5%.
3. Achieve 10% profit.
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Ops HR Bob Fin PE Pario
COM
Direct
CDs /
AMs
PD
Rec
PD
Mgmt
BMD SWS
2
3,500 units sold by 12/31/2013 through all channels
(approx. $700K)
X X X X X X X X X X X X Bob Dana 2 3 3 3 2 3 3 1 1 3 3 1 3
11 Develop & deliver training to top 50 Dealers X X X X X X Bob Rex/Tim 3 3 3
21 Revised course materials by 6/30/2013 X X X Bob Josh R? 2 3 3 2 2
5
Education: 1 school district spec'd/underperforming
COM distributor (25) by 12/31 valued at min $35K each
X X X X X X X X X X X X Howard Michael S 1 3 2 3 3
8
10 new dealers on board (net) ($500K per dealer this
year)
X X X X X X X X X X X X Howard Mike B 2 3
9
5 new distributors bringing $200K annual rev (& 5
terminated)
X X X X X X X X X X X X Howard Howard 1 1 1 2 3
17 10 projects spec'd by 12/31; $300K rev by 12/31 X X X X X X X X X X Howard Dana 1 3 3 3
29 20 by year-end X X X X X X X X X X X X Howard Mark H 2 3 3 3
32 TBD X X X Howard Howard
33 TBD X X X X X X X X X Howard Howard
10
Useful reporting and metrics are established and in
place
X X Jim Randall 3 1 1 1 1 1 1
30 TBD X X X X X Jim Josh 3
31 TBD X X X X X X Jim Josh 1 1 1 3 1 1 1 1 1 1 1 1 1 1
25 TBD Jim Shannon 3 3 1 1 1 1 1
26 System 7.0's in place X X X Jim Randall 3 2 1 2 1
15
100% accurate payroll; 100% management satisfaction
at April mgmt. meeting
X X X Josh Phyllis 1 3
20
Internet task list is simplified and streamlined for
PDs then plan is rolled out to PDs
X X X X Michael M Michael M 2 3 2 3
22
Design Calculator is updated successfully and rolled
out
X X X Neall Matt D 3 1 1 3 2 2 3
24 Competitive Analysis complete and distributed for use X X X Neall Dana 2 3 3 3 3 3 3
1 Design changed to solve delam issue long-term X X X X X Susan David R 3 2 3
12
30 parts sourced in U.S.; completed plan for managing
China-sourced parts
X X X X X X Susan Shannon 3 3 2 2
13
Warehouse laid out; kanban revised; Syspro
implemented
X X X Susan Shannon 3
14 Lay out complete; equipment installed X X X Susan David R 3 3
X = Planned
2013 Priorities
2013 Goals & Objectives
4. Improve morale (metric TBD).
2. Achieve 50% gross margin. Created: 01-14-13
Revised:
Level of Effort/Involvement Required
Priority Goal or Measurable Objective Exec Owner
Plan review dates:
Tactical
Owner
● = Actual
< Company Name >
Contentremovedforconfidentiality
Modified Strategy Deployment Annual Plan
Catchball
Gaining consensus and
commitment to
the plan
34
Strategy Deployment: Key Features
35
• Alignment through linking business goals to strategy and
purpose
• Focus through narrowing and intense prioritization
• Consensus through catchball
• Disciplined execution through proper capacity planning,
progress checks, and problem solving
• Clarity of status through visual management
• Certainty of results through ongoing measurement
• Capability building and sustainability of results through
robust problem solving
Develop the Draft Strategy Deployment Plan
36
Date created:
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Ops HR CEO Fin PE QC COM AM PD JD BD SWS
1 2 3 3 3 2 3 3 1 1 3 3 1 3
2 2 3 3 1 3 3
3 2 3 3 2 2
4 1 3 1 2 3 3 3
5 2 3 2
6 1 1 1 2 3
7 1 3 3 3
8 2 1
9 3 2
10 2 1 3 3 3
13 3 1 1 2 1 1 1
14 2 3
15 1 1 1 3 1 1 1 1 1 1 1 1 1 1
2018 Hoshin Plan
Client Name
Level of Effort/Involvement RequiredStrategic Initiative
(framed as problem to be solved)
Notes
Exec
Owner
● = Actual CompletionX = Actual Start
From/To Metrics
%
Complete
Status
(Red/Green)
Plan Review Dates:
Tactical
Owner
37
www.clarityfirstbook.com
What could you
accomplish with
greater clarity?

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Clarity First: Purpose and Priorities

  • 1. 1 Have you taken The Clarity Quiz? www.clarityfirstquiz.com
  • 3. Clarity First Summer Webinar Series 3 www.TKMG.com/webinars
  • 4. 4 Clarity: What it is Why you need it How to get it www.clarityfirstbook.com https://www.amazon.com/Clarity- First-Organizations-Outstanding- Performance/dp/1259837351
  • 5. 5
  • 6. Humility-Laced Comment and Questions 6 • Why do you think that is? • What happens when we…? • How do we know that? • Tell me more about that. • I don’t know….I’ll find out. • I’m curious to learn…
  • 7. 7 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING PURSING ORGANIZATIONAL CLARITY: THE FIVE P’S www.clarityfirstbook.com
  • 8. 8 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S
  • 9. 9 WHY DO YOU DO WHAT YOU DO 9
  • 10. 10 Why does why matter?
  • 12. 12 “You do not invent a purpose; it already exists.” “…most companies…experience mission drift” — Robert Quinn and Anjan Thakor
  • 13. 13 From Clarity First, Karen Martin, 2018, p. 36
  • 15. 15 Rediscovering Purpose What? What problem does it solve? Why solve this problem?
  • 17. 17 Purpose ≠ Profit. Profit is a result of operating with clear purpose.
  • 18. 18 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S
  • 19. 19 19 • A clear, focused, disciplined, and deeply engaging approach to • achieving measurable business goals that • enable the organization to realize its strategy and • stay true to its purpose. Strategy Deployment: Defined Also known as Hoshin Kanri and hoshin planning
  • 20. Strategy Deployment: Purpose & Benefits 20 • To align everyone in the organization from leaders to the frontlines • To galvanize and unify limited resources to achieve specific business objectives • To develop and deeply engage the workforce, and create commitment to a common direction • To get faster, better, and longer-lasting results • To maximize productivity and reduce the effects of task switching
  • 21. 21 Strategy Deployment requires a strategy to deploy.
  • 23. Strategy Deployment = Problem Solving 23
  • 24. Define the Measurable Gap You Seek to Close 24 Where you are Where you’d like or need to be Problem = The Gap
  • 26. Connecting Action with Purpose 26 Purpose •Why do you do what you do? Strategy •What do you want to be? Key Performance Indicators •How will you know if you’ve achieved your strategy? Priorities •What do you have to do to achieve your strategy? (This fiscal year) Key Performance Indicators •How will you know that you’ve achieved your priorities?
  • 27. Strategy Deployment Phases 27 Phase 1 Lay the foundation Phase 2 SD Plan development Phase 3 Manage the SD plan Phase 4 Execute the SD plan Set the foundation for SD • Clear purpose • Clear strategy • Level 3 KPIs (identify gaps) • Survey all extra effort • Narrow & prioritize • Play catchball • Finalize & socialize the plan • Make the plan visual • Check the plan frequently • Correct course and/or adjust as needed Get measurable results (close gaps)
  • 28. Task #1: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Task #2: Focus is essential. Round 1 – Task switching. Alternate between tasks: letter, number, letter, number, etc. Sentence: Numbers: The Productivity Loss with Task Switching Round 2 – No task switching. Write the full sentence and then the numbers. Sentence: Numbers:
  • 29. Strategy Deployment Plan Development Pre-work Gather lists of: • All active projects and initiatives • All stalled projects and initiatives • All planned projects and initiatives • All desired projects and initiatives • All “stealth/rogue” projects and initiatives 29
  • 30. 30 Must do Eliminate Maybe Delay 1. List what you could do Gain consensus 2. Categorize them Gain consensus 3. Decide what you will do Gain consensus Label Four Flip Chart Pages & Hang on Wall © 2017 The Karen Martin Group, Inc.
  • 31. Step 4 Create Action Plan for What You Will Do 31 Must do Eliminate Maybe Delay © 2017 The Karen Martin Group, Inc.
  • 32. Define the Measurable Gap You Seek to Close 32 Where you are Where you’d like or need to be Problem = The Gap
  • 33. 33 1. Increase sales 5%. 3. Achieve 10% profit. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Ops HR Bob Fin PE Pario COM Direct CDs / AMs PD Rec PD Mgmt BMD SWS 2 3,500 units sold by 12/31/2013 through all channels (approx. $700K) X X X X X X X X X X X X Bob Dana 2 3 3 3 2 3 3 1 1 3 3 1 3 11 Develop & deliver training to top 50 Dealers X X X X X X Bob Rex/Tim 3 3 3 21 Revised course materials by 6/30/2013 X X X Bob Josh R? 2 3 3 2 2 5 Education: 1 school district spec'd/underperforming COM distributor (25) by 12/31 valued at min $35K each X X X X X X X X X X X X Howard Michael S 1 3 2 3 3 8 10 new dealers on board (net) ($500K per dealer this year) X X X X X X X X X X X X Howard Mike B 2 3 9 5 new distributors bringing $200K annual rev (& 5 terminated) X X X X X X X X X X X X Howard Howard 1 1 1 2 3 17 10 projects spec'd by 12/31; $300K rev by 12/31 X X X X X X X X X X Howard Dana 1 3 3 3 29 20 by year-end X X X X X X X X X X X X Howard Mark H 2 3 3 3 32 TBD X X X Howard Howard 33 TBD X X X X X X X X X Howard Howard 10 Useful reporting and metrics are established and in place X X Jim Randall 3 1 1 1 1 1 1 30 TBD X X X X X Jim Josh 3 31 TBD X X X X X X Jim Josh 1 1 1 3 1 1 1 1 1 1 1 1 1 1 25 TBD Jim Shannon 3 3 1 1 1 1 1 26 System 7.0's in place X X X Jim Randall 3 2 1 2 1 15 100% accurate payroll; 100% management satisfaction at April mgmt. meeting X X X Josh Phyllis 1 3 20 Internet task list is simplified and streamlined for PDs then plan is rolled out to PDs X X X X Michael M Michael M 2 3 2 3 22 Design Calculator is updated successfully and rolled out X X X Neall Matt D 3 1 1 3 2 2 3 24 Competitive Analysis complete and distributed for use X X X Neall Dana 2 3 3 3 3 3 3 1 Design changed to solve delam issue long-term X X X X X Susan David R 3 2 3 12 30 parts sourced in U.S.; completed plan for managing China-sourced parts X X X X X X Susan Shannon 3 3 2 2 13 Warehouse laid out; kanban revised; Syspro implemented X X X Susan Shannon 3 14 Lay out complete; equipment installed X X X Susan David R 3 3 X = Planned 2013 Priorities 2013 Goals & Objectives 4. Improve morale (metric TBD). 2. Achieve 50% gross margin. Created: 01-14-13 Revised: Level of Effort/Involvement Required Priority Goal or Measurable Objective Exec Owner Plan review dates: Tactical Owner ● = Actual < Company Name > Contentremovedforconfidentiality Modified Strategy Deployment Annual Plan
  • 35. Strategy Deployment: Key Features 35 • Alignment through linking business goals to strategy and purpose • Focus through narrowing and intense prioritization • Consensus through catchball • Disciplined execution through proper capacity planning, progress checks, and problem solving • Clarity of status through visual management • Certainty of results through ongoing measurement • Capability building and sustainability of results through robust problem solving
  • 36. Develop the Draft Strategy Deployment Plan 36 Date created: Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Ops HR CEO Fin PE QC COM AM PD JD BD SWS 1 2 3 3 3 2 3 3 1 1 3 3 1 3 2 2 3 3 1 3 3 3 2 3 3 2 2 4 1 3 1 2 3 3 3 5 2 3 2 6 1 1 1 2 3 7 1 3 3 3 8 2 1 9 3 2 10 2 1 3 3 3 13 3 1 1 2 1 1 1 14 2 3 15 1 1 1 3 1 1 1 1 1 1 1 1 1 1 2018 Hoshin Plan Client Name Level of Effort/Involvement RequiredStrategic Initiative (framed as problem to be solved) Notes Exec Owner ● = Actual CompletionX = Actual Start From/To Metrics % Complete Status (Red/Green) Plan Review Dates: Tactical Owner