FEBRUARY 2014
In this issue: 1 Execution 3 Paul Marciano 4 Jeff Ogden 6 Top Ten 7 Personal Best/Chart Toppers 8 Mandatory Director Meeting 9 Introducing New Franchises 11 17 Quotes 13 Kudos 14 Words of Wisdom
SUN
T HE
SERVPRO® of Southern New England and New York
EXECUTION
Execution is the single greatest market differentiator. Great companies and successful individuals execute better than their competition. – Brian Moran 1.
IDENTIFY YOUR WILDLY IMPORTANT GOALS –– Focus your energy on one or two goals that will make all the difference, as opposed to dividing your energy amongst dozens of goals. You must commit to applying a disproportionate amount of energy to executing your Wildly Important Goal. –– Competing priorities will pull your Team in too many different directions; focus on too much is sure to result in mediocre performance. –– This does not mean to narrow the size and complexity of everyday issues and tasks. It means to focus on a more narrow number of Wildly Important Goals while still maintaining focus and energy on the daily tasks of operating and growing your business. –– Remember, there will always be more good ideas than there is capacity to execute.
2.
DEVELOP LEAD MEASURES –– There are two primary characteristics of lead measures:
a)
Predictive: Measures something that leads to the goal.
b)
Influenceable: Can be directly influenced by the Team.
–– The view of the goal will change once your Team is clear about its lead measures. –– Develop measures that can adapt to changes in the business environment. –– Measure the activities most connected to achieving the goal. –– Remember, you must hold yourself accountable for performance of lead measures. 3.
CREATE A SCOREBOARD –– Your scoreboard will communicate to your Team where you are and where you should be. –– The scoreboard is meant to engage your Team to win.