In addition to our Team’s collective years of experience & executive leadership, the below resources that have shaped our growth journeys over the years.

Impact Growth – personal, professional, organizational

7 Habits of Highly Effective People – Stephen R. Covey – an “inside- out” approach to personal and interpersonal effectiveness… start with self — our paradigms, our character, our motives

  1. Be Proactive
  2. Begin with End in Mind
  3. Put 1st Things 1st
  4. Think Win/Win
  5. Seek 1st to Understand, then to be Understood
  6. Synergize
  7. Sharpen the Saw

Start with Why – Simon Sinek

  • 2 ways to influence human behavior: manipulate it or inspire it
  • Leading means that others willingly follow you– not because they have to, or are paid to, but because they want to
  • Vision is the “Why”; Mission Statement is the “How

Good to Great – Jim Collins

  • HEDGEHOG CONCEPT… understand what you can be the best at from intersection of 3 circles:
    1. what you are deeply PASSIONATE about
    2. what you can BE the BEST in the world at
    3. what best DRIVES your ECONOMIC or resource engine
  •  It’s not a goal, a strategy, an intention, nor a plan… it’s an understanding of what you can be the best at and comes from a series of good decisions made consistently, well executed, accumulating upon another, over a period of time

Speed of Trust – Stephen M Covey

  • Trust = Character + Competence
  • “Smart Trust” = Propensity to Trust + Analysis
    • Propensity = inclination to believe that people are worthy of trust and a desire to extend it freely
    • Analysis = ability to evaluate possibilities and determine logical solutions
  • 5 Waves of Trust – (1) Self Trust, (2) Relationship Trust, (3) Organizational Trust; (4) Market Trust; (5) Societal Trust

    Leadership & Team-Building

    wGood Leaders Ask Great Questions – John C Maxwell

    3 Qs asked of Leaders:

    1. Can you help me? –competence q
    2. Do you care for me? – compassion q
    3. Can I trust you – character q

    Self-serving leaders ask “what are others doing for me?”

    Serving leaders ask, “What am I doing for others?”

    Developing the Leaders Around You – John Maxwell

    • Leaders attract potential leaders
    • Leaders produce even when don’t feel like it
    • Manager are maintainers, tend to rely on systems & processes… leaders are innovators & creators who rely on people
    • Nurturing Potential Leaders – BEST – Believe, Encourage, Share, Trust
    • Spend more time on “Farm Team” than on “Free Agents” (promote within)
    • Surveys & Assessments for: 1) Personal Growth, 2) Org Growth, 3) Delegation, & 4) Coaching

    Teach Your Team to Fish – Laurie Beth Jones

    • Excite, Ground, Transform & Release your Team

    5 Dysfunctions of a Team – Pat Lencioni

    1. Absence of Trust
    2. Fear of Conflict
    3. Lack of Commitment
    4. Avoidance of Accountability
    5. Inattention to Results

    Ideal Team Player – Pat Lencioni

    • 3 underlying virtues – Humble, Hungry, and Smart

    Relationomics – Randy Ross

    • Value of a learning system isn’t in the information but in the relationships fostered around the content
    • Culture Conversations
      • Authenticity & Trust are foundational – where people Believe the best in one another, Want the best for one another, & Expect the best from one another
      • Trust engenders stability; Competence creates credibility; Care & compassion produce connectivity

    Strategic Planning & Growth Goal Metrics

    Balanced Scorecard – Robert S Kaplan & David P Norton

    4 processes linking long-term strategic objectives with short-term actions (link program initiatives & resource allocation to long-term strategic priorities)

    1. Translate the Vision — builds consensus around vision & strategy
    2. Communicate & Link — communicates strategy up & down the org and links it to departmental & individual objectives
    3. Business Planning — integrates business & financial plans
      1. identify drivers most critical to strategic success… that most clearly links and aligns action with strategy
      2. establish specific short-term targets/milestones for the balanced scorecard measure
    4. Feedback & Learning—gives capacity for “inclusive strategic learning”
      1. multiple perspectives… external, internal, financial

    Measure What Matters – John Doerr

    • OBJECTIVE = WHAT is to be achieved… significant, concrete, action oriented, inspirational
    • KEY RESULTS = HOW benchmark & monitor… specific, time-bound, aggressive, realistic, measurable & verifiable
    • OKR Superpowers
      1. —Focus & Commit to Priorities… home in on work that’s important, and clear on what’s not
      2. —Align & Connect for Teamwork… everyone’s goals (CEO down) are known and linked to company’s game plan; identify cross-dependencies & coordinate with other teams.
      3. —Track for Accountability… driven by data; periodic check-ins, objective grading, & continuous reassessment
      4. —Stretch for Amazing… motivate to excel by doing more than thought possible.

      OKR (Objective & one or more Key Results) – credited to Andrew Grove & John Doerr

      • strategic & tactical goals within specific timeframes …a goal setting process within a defined cadence, hierarchy, and process(a distinction from 4DX)
      • create Initiatives for each OKR to distinguish between how to measure success (Key Results) and what to do to drive progress (Initiatives).

      SMART Goals –Specific, Measurable, Achievable, Relevant, Time-bound

      4 Disciplines of Execution (4DX) – Chris McChesney, Jim Huling, Sean Covey

      • Focus – 1 or 2 WIGs (Wildly Important Goals)
      • Leverage – what to measure (lead & lag measures)
      • Engagement – how to keep score (simple scorecards)
      • Accountability – account, review, plan (& cadence)

        EFQM (European Foundation Quality Management)

        • Enablers = Leadership, People, Strategy, Partnerships & Resources, and Processes, Products, & Services
        • Results = People Results, Customer Results, Societal Results, Business Results