This step may take longer than the other steps. You may spend most of your time identifying the problem, and need only a few minutes to discuss and solve it. The documentation for each process should be up to 10 pages. Your goal is to keep your processes simple. As you document steps, you may find redundant or unnecessary steps that you can eliminate. For some processes, a checklist may suffice. While codifying your processes, you may find areas where new software can increase efficiency.
Compile all of your documentation into a manual, whether printed or digital. Each process should be a chapter. Also, show how the new system coordinates everything to We're the most efficient way to learn the most useful ideas from a book. Ever feel a book rambles on, giving anecdotes that aren't useful? Often get frustrated by an author who doesn't get to the point? We cut out the fluff, keeping only the most useful examples and ideas. We also re-organize books for clarity, putting the most important principles first, so you can learn faster.
Other summaries give you just a highlight of some of the ideas in a book. We find these too vague to be satisfying. At Shortform, we want to cover every point worth knowing in the book. Learn nuances, key examples, and critical details on how to apply the ideas.
You want different levels of detail at different times. That's why every book is summarized in three lengths:. Step 1 : After reviewing the vision, list things that must be accomplished in the next 90 days to move toward your vision.
This person will be accountable for achieving it, by creating a timeline, assigning tasks, and ensuring people complete them. Step 7 : Share these priorities with the entire company at the quarterly company status meeting.
However, with the foundation in place, adding a number for everyone increases results. Once you and your leadership team have mastered the tools, roll them out to the rest of the company, one level at a time.
Start with the middle managers who report to the leadership team and present these tools:. If you have multiple locations, site managers need to be fully on board with the foundational tools before sharing them with the next tier at that location. Depict the major functions or departments as well as the sub-functions that report to them as boxes on an organization chart.
In each box, list the key roles of each function as bullet points. For example, every position on the chart with direct reports has at least three roles—leading, managing, and holding people accountable LMA. Then put the right people in the right positions. Here are the steps for creating a Scorecard for your business: Step 1 : Choose the 5 to 15 numbers that are the best indicators of how your business is doing on a weekly basis—for instance, revenue, sales activity, customer complaints, and accounts receivable.
Create a template or spreadsheet with the categories listed in the far left column, followed by a goal column, and columns for entering numbers below week dates running across the top.
It should be designed so you can see 13 weeks of numbers at once. Step 2: For each category, list who is accountable for the number. Step 3 : Decide on a weekly goal for each category for instance, a sales goal and fill it in.
Step 4 : Review the Scorecard with your leadership team every week to monitor how the business is doing and take any steps necessary to stay on track to reach your goals. Organizations should keep three types of issues lists: A quarterly meeting issues list: This is where you list non-urgent company issues that can be addressed in future quarterly leadership meetings. Examples include: technology needs, HR issues, and capital needs. A weekly meeting issues list : These are strategic, non-departmental issues that should be addressed at the weekly leadership meeting.
Examples include: priorities being off track, a low Scorecard number, or major client issues. A departmental issues list : This list contains immediate departmental issues that must be handled at a weekly departmental meeting. For instance, sales department issues might include: not hitting call numbers, upcoming sales presentations, and closes.
Start with the three most important issues to be solved, then: Identify : Drill down to the real issue or source of trouble. The problem on the list may be a symptom rather than the real problem.
Discuss: The discussion step is where everyone gets a chance to weigh in. How do they affect your connection with the person? On the flip side, how do you rate your own empathy skill? Are there one or two responses that you typically use that you need to change?
These 2 sets of questions are a good start. The trickiest barrier to empathy is resisting the urge to punish or shame our own selves when we make mistakes. During rumbling sessions, tough conversations, and emotionally charged decision-making, leaders with grounded confidence:. Curiosity involves vulnerability, uncertainty, and courage. It is correlated with creativity, intelligence, improved learning and memory, and problem-solving. Grounded confidence comes from the process of learning and unlearning, practicing and failing.
Step 1 — Name. Pick the two values from the list on the next page that you hold most important. These 2 values are simply a definition of who you are in your life.
Step 2 — Behaviour. Armed with your 2 values, answer the following questions: What are 3 behaviors that support each value? Step 3 — Empathy. Daring leaders who live into their values are never silent about hard things. I hear you. This practical rumble tool can help colleagues understand how much they trust each other and be specific about where the holes are. We have to teach people about hard landings before they start skydiving to vulnerability.
This last chapter is a 3-part practical guide into becoming a Riser. The Age of Innocence. Edith Wharton. The Alchemist. Paulo Coelho. Alice's Adventures in Wonderland. Lewis Carroll. All the King's Men. Robert Penn Warren. All the Light We Cannot See. Anthony Doerr. All the Pretty Horses. Cormac McCarthy. All Quiet on the Western Front.
Erich Maria Remarque. All's Well That Ends Well. William Shakespeare. The Ambassadors. Henry James. The American.
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