13 Core Focal Pts

Instant Results Occur When Your Team Focuses On The Right Priorities.

What if you could get real, measurable and sustainable results in as little as two hours a week? By teaching you to master new competencies you will meet the challenges of leadership and build a team that thrives. These competencies are known as the 13 Core Focal Points of High Performance Teams.

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13 Core Focal Points of High Performance Teams

TEAM FUNCTION: Creation, execution, and communication of Team Function and Roles to include “The Team C.O.D.E.” (Commitment On Developing Energy) as a course of business. Seeing the team as the idea & execution center of the Triple P Method™; Planning, policies, & procedures (Create an atmosphere of trust that engages the team in open, ideological, & constructive conflict)
MEETING EXECUTION: Most CEOs, business owners & team leaders are pathetic at running an efficient meeting. There is a process that inspires participation, engages personalities, and produces results. This includes an understanding of the 5 types of meetings, the purpose behind meetings, the scheduling of meetings, & measuring the success of meetings
STRATEGY vs. TACTICS: The level of misunderstanding that CEO's& business leaders have about strategic versus tactical approaches to business became very apparent to me in my advertising sales days. Marketing is strategic, advertising is tactical and everything in business is one of those two things. Strategy is the purpose behind everything that you do, the how & the why. Tactics are the mechanisms used to accomplish the strategy, the what. By focusing on strategy (proactive) as opposed to tactic (reactive) you could reasonably expect to double your sales within the next 12 months. This involves setting Strategic Objectives for each department and identifying, measuring, and refining the tactics used to accomplish that purpose
GOAL SETTING: Governing Objectives are the boldest form of strategy execution and involve 5-10 specific goals that profoundly distinguish a business within its market and/or industry. These then serve as the foundation upon which all Strategic Objectives rest. Tactical goals such as revenue, overhead, market share, etc. are also a strong component of your team oriented approach to industry dominance. Encourage your team to set goals in your 3 weakest of the 13 focal points. These should be written down and discussed at each Strategy Meeting. Ensure that Strategic Objectives and tactics are moving you toward your Governing Objectives.
CULTIVATING CORPORATE CULTURE: Creation & execution of Success Rituals & Rites of Passage as a course of business as well as recognition programs & incentives will allow you to build a strong and loyal staff throughout the organization. Times are changing and as a Ritual Builder™ you are ahead of the trend by putting just as much creative thought and energy into your employee attraction systems as you do your customer attraction systems. This involves the promoting of habits and skills that impact the individual lives of your employees and will become part of a Strategic Objective that epitomizes your competitive advantage and corporate identity. You will be amazed at how much you accomplish in just 2 hours once every 13 weeks.
DEPARTMENTAL REFINEMENT: All team members are responsible for all departments’ failures & successes. Define & establish the Core Focal Points, Strategic Objectives & the tactics used to accomplish these objectives for each department. By having each member of your executive team aware of these components within each department you are empowering your them with ability to adjust tactics when things change. Because Strategic Objectives do not change, team members can engage in self-directed behavior that employs new tactics. This is where you have a department that begins to solve it own problems & create its own model of success.
DEVELOP MEASURES: Establish, create, and refine systems of measurement for each Strategic Objective, these are your Key Metrics. Make you Key Metrics simple with immediate feedback so that changing direction does not have to wait until the 4th quarter. Once you have chosen your Key Metrics, stick to them and refine your ability to impact the outcome. You may have as many as 2-3 Key Metrics for each Strategic Objective
TRAINING & RECRUITING: Creating & implementing recruiting strategies that attract ONLY those individuals that augment the team culture & are predisposed as overachievers is certainly a Strategic Objective worth pursuing. Your team should develop and initiate training as a normal course of business to teach the team culture, optimize skill development, & develop overachievers. Enhancing individual and collective skill through training as a normal course of business involves two separate approaches. The first set of training is about efficiently establishing a new employee orientation that consists of teaching the Governing Goals, Strategic Objectives and correlating tactics for that department. Establish systems of who will conduct the training and at what point of a new employees orientation. The second course of training involves improving those individual skill sets of excellence and over achievement. Have the team identify those skills that will allow them to more effectively implement these 13 Core Focal Points (i.e. sales, customer service, communication, marketing, conflict resolution, etc.)
MARKETING & ADVERTISING: Create & invent avenues that attract new customers immediately. You should have a two tiered approach to attract transactional (price motivated) and relational (relationship oriented) customers. These two types of buyers are profoundly different and require different strategies and tactics to attract them. Try to maximize the number of approaches that you can use to get customers in each of these buying categories. Don’t settle for 3 or 4, get creative, lean on the members of the team and create 25-30 or more if possible. Remember, you are cultivating a team of overachievers, stretch them to see what is possible. Refining this process requires only two hours every 13 weeks, be proactive and make it happen.
REFINE THE SALES PROCESS: Sales has never been so complicated. With our daily marketing exposure pushing 30,000 impressions, how does your buyer ever find you? What is the process they use to make a decision regarding your industry? What problem are they trying to solve? The time has come where everyone’s advertising budget should have a significant line item for market research. Discussing this research among your team is essential and so is conducting customer opinion surveys. Most or your current customer opinion surveys generate feedback about your tactical approach. Have your team devise a customer opinion survey that address your strategic objectives and you will have customer feedback that significantly impact your ability to refine the sales process.
POWERFUL PRESENTATIONS: Despite everyone’s awareness that great presentations make a difference, few organizations put any real and consistent emphasis on it. This is good news for you because your commitment of two hours every thirteen weeks improving your presentations will significantly pay off. Look beyond your sales staff and realize that any department with a customer interface (i.e. operations, accounting, front desk, service, etc.) is presenting something on behalf of your company. Presentation power is about marketing and most of these departments aren’t even addressed on an executive level. Presentation power is essential in the experience economy. Define the ideal emotional experience of your customer as it relates to your product or service and then create a powerful presentation to deliver it... company wide.
MASTER COMMUNICATION SKILLS: If you have spent anytime pursuing professional development, excellence, or change, you know the most important skill one can learn is the ability to communicate effectively. Nothing improves a business more quickly than focusing on quality communication skills and tools. Mastering phone, e-mail and other technical skills is just as essential as the skills of listening, persuading and negotiating. The subtle nuances of pausing, tonality, and active listening are skills you want your staff to possess and use with authority.
REVIEW, REFINE, & SIMPLIFY: The demands of life and business have created a whirlwind of urgency. This urgency is killing your business because it takes you away from nurturing the vital 13 areas of business. On the thirteenth week take the time to review the past 12 weeks and notice the massive improvements that two hours a week has had upon your business. Now is the time to plan each week in advance as you start again with Core Focal Point number one. This single hour of review is critical and when brought to the team for an hour long discussion will create real momentum. It would be a good idea to create a celebration ritual around Core Focal Point #13 with a team dinner, party, or event to be held out of the office and after the Executive Team meeting.

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13 Core Focal Points Team Benefits...

6 types of meetings & how to save 100s of hours in lost productivity
how to establish a corporate culture with minimal turnover
how to develop business strategy to boost profits
the essential elements, strategies, & habits that produce profits
the relationship between marketing strategy and business systems
how to foster leadership development & self-actualization
dealing with high maintenance, psychotic, & toxic teammates
2 learning systems that must be in place to survive the new economy
5 essential habits of great team players
5 disciplines of high performance teams & how to make them real
the psychology of human motivation and how its strategically structure
the power of developing & sustaining The Ultimate Learning Organization

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Deep inside you know that your team is full of talent and untapped potential. Will now be the time that they operate like the well oiled, high performance machine you envision them to be? You bet! Getting a group to operate like a team is the simplest yet most powerful change you can make. Everyone longs to be an important part of a winning team, they just have to be shown how.

Call it collective consciousness, team synergy, co-intelligence, or group mind—a growing number of people are discovering through their own experience that wholes are indeed far more than the sum of their parts; that when individuals come together with a shared intention, in a conducive environment, something mysterious can come into being, with capacities and intelligences that far transcend those of the individuals involved.

Let All About Teamwork.com show your Executive Team how to transform your business in as little as two hours a week. As an on-going course of business, your Executive Team will focus on one of the 13 Core Focal Points for two hours each week. Print this page right now and try it with your own team... you will be amazed at the results.

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