Here is the official press release about the HTG strategic alliance with ConnectWise. This is great news and the phone and email have been running hot with calls and mail grateful for this move. While no one really likes change, everyone who has called acknowledges that it is needed to move us to the next level. We can't just continue on the path we have been on and achieve the ultimate goal of helping our members succeed. So this is fantastic news for all involved.
MSPMentor has also captured a podcast that you can check out to hear the interaction between Joe, Arnie and myself regarding this strategic alliance. That podcast may answer some of your questions and should certainly give you something to be excited about. Check it out at: http://www.mspmentor.net/2009/06/30/connectwise-htg-peer-groups-ink-strategic-alliance/
One other note while we are announcing things: Christy Sacco has joined HTG as a full time staff member. We are really excited about her addition and know she will continue to make a significant impact on our members and HTG as a whole. Welcome her when you have a minute!
Here is the official press release:
HTG Peer Group members standardize on ConnectWise PSA platform to more accurately compare and measure operational data, performance and efficiency
HARLAN, Ia. – June 30, 2009 – Savvy IT service providers appreciate how critical it is to streamline their business operations and rely more than ever on their peers to develop, share and implement industry best practices. Today, the leading IT peer group network, Heartland Tech Group (HTG), and ConnectWise, the worldwide leader of IT professional services automation software, announced a strategic alliance that will further the insight and analysis available to HTG members through ConnectWise’s capabilities.
Through the partnership, HTG members will use ConnectWise as their business operating system and use ConnectWise-developed education as part of their peer group process. This common experience will enable HTG members to share expertise and quickly implement and measure business process improvements.
“Joining HTG and making the investment in ConnectWise both rank up there with the best business decisions we have made,” commented Dan Shundoff, President and CEO of Kearney, Neb., based Intellicom. “We are excited to see these two mission critical organizations work hand-in-hand to enhance our peer group interaction and our business. This move just confirms those decisions even further.”
ConnectWise, the worldwide industry-leading publisher of professional services automation (PSA) software, is investing over $3 million in the development of educational content for its partners during 2009. The alliance with HTG builds on the company’s commitment to deliver practical and actionable business process education to the solution provider community.
“As HTG has evolved, we realized that our members needed an efficient way to transform ideas into operational improvements,” said HTG CEO and Founder Arlin Sorensen. “We can now not only focus on what should be done to enhance our members’ operations, we can talk very specifically about how to do it. This strategic alliance will allow us to move from theoretical to tactical and increase the impact on member companies exponentially. ConnectWise is uniquely positioned to deliver the industry insight and software capabilities HTG members need to create business success.”
ConnectWise CEO Arnie Bellini said that the HTG partnership is one more way for his company to support the solution provider industry’s success: “HTG has clearly established the industry’s leading peer group community. We’re committed to helping organizations like HTG develop their members’ expertise and improve their business results. With our online university, regional user groups, Learning Center, Mastery sessions and Partner Summit, HTG members have access to the industry’s leading educational content and can select the delivery method that works best for them.”
About Heartland Tech Group
Heartland Tech Group (HTG) is an international peer group organization focused on business improvement, member accountability, and work-life excellence among leading IT solution providers. HTG has over 225 member companies throughout the United States, Canada and the United Kingdom spread over 20 groups of 12 non-competing member companies. Peer groups meets quarterly for a confidential two-day event that focuses on sharing best practices, benchmarking, process improvement and member business review. HTG was founded in 2000 by Arlin Sorensen to provide solution providers a community to foster business and personal growth driven by execution. Visit www.htgpeergroups.com or call 712-744-3619 for more information.
About ConnectWise
ConnectWise is the leading Web-based professional service automation (PSA) software application designed exclusively for technology consultants, integrators and developers. More than 29,000 IT solution providers rely on ConnectWise to more efficiently integrate key business operations across their enterprises, from business development and project management, to client services and billing. ConnectWise technology enables IT companies to drive greater accountability, operational efficiency, profitability, and tighter systems integration. Visit www.connectwise.com for more information or call 813-463-4760.
# # #
Contact for More Information:
Christy Sacco, Heartland Tech Group
813-785-8571 / lcgoodwin@tampabay.rr.com
Lynette Bohanan, CommCentric Solutions
813-727-0196 / lbohanan@commcentricsolutions.com
Tuesday, June 30, 2009
Monday, June 29, 2009
HTG Mantra
HTG in a sentence is changing slightly for 2010. I was once told that unless it was possible to define the mission of an organization in a sentence that would fit on a t-shirt, it was too complicated or undefined. For the past few years, our mantra has been “execution driven by accountability”. A very noble statement that has done us well as we have worked to become execution focused. But as we move to the next level with HTG3.0, the story is shifting slightly to become “business and personal growth driven by execution”. One of the things that has become extremely clear to us over the past few years is that execution does not always translate to growth. In fact, we have seen far too often that people can execute on certain goals or objectives and actually go backward in their pursuits.
The reality is that unless growth is a focus, there is no guarantee that execution will have the kind of impact that is desired. There has to be a concerted effort to move toward growth to make sure it will occur. It is part of the fabric of HTG, and while it was always assumed, it now will be very visible for all to see. It has been apparent for some time that the mission of HTG had to move beyond best practices to process development and prescriptive guidance. At our April Summit, we announced the continuing transition to that strategy which was first announced in February 2007 as part of what was called the HTG Business Triangle at that time. Members in more mature and longer running groups were identifying the fact that true change cannot be driven by best practice sharing. It requires a similar approach that any pro athlete takes when trying to refine their game. They don’t bring in a group of people to give them ideas and suggestions to consider. They hire the best coach available, practice all the time, and tweak their game until it is the best it can possibly be. This is where we are in the evolution of HTG.
We are now shifting from best practices being the focus, to peer review and coaching. Peers will still be the magic of HTG, but not in sharing what they do in a vacuum but rather looking deeply at the other members businesses and giving guidance that will lead to growth. We will get prescriptive in offering guidance that directly translates to the business operating platform so specific tweaks can be suggested for immediate implementation. We want to shortcut the time to change from months to weeks or even days. It is critical if HTG is to provide the maximum ROI for the investment our members make to participate.
HTG is committed to being a change agent for our members companies and lives. We are not content to just offer ideas and suggestions, which is what best practices really have been. The future is to drive deeper into offering real change for one another that moves the needle toward growth each quarter by sending members home with actionable goals that can be implemented quickly to drive maximum impact and return. So accountability is not going away – it will continue to be a differentiator in the HTG peer program. And as we hold one another accountable to business and personal growth we will be fulfilling the mission we have of helping each member become more successful and profitable in the marketplace as they achieve goals, plans and dreams.
The reality is that unless growth is a focus, there is no guarantee that execution will have the kind of impact that is desired. There has to be a concerted effort to move toward growth to make sure it will occur. It is part of the fabric of HTG, and while it was always assumed, it now will be very visible for all to see. It has been apparent for some time that the mission of HTG had to move beyond best practices to process development and prescriptive guidance. At our April Summit, we announced the continuing transition to that strategy which was first announced in February 2007 as part of what was called the HTG Business Triangle at that time. Members in more mature and longer running groups were identifying the fact that true change cannot be driven by best practice sharing. It requires a similar approach that any pro athlete takes when trying to refine their game. They don’t bring in a group of people to give them ideas and suggestions to consider. They hire the best coach available, practice all the time, and tweak their game until it is the best it can possibly be. This is where we are in the evolution of HTG.
We are now shifting from best practices being the focus, to peer review and coaching. Peers will still be the magic of HTG, but not in sharing what they do in a vacuum but rather looking deeply at the other members businesses and giving guidance that will lead to growth. We will get prescriptive in offering guidance that directly translates to the business operating platform so specific tweaks can be suggested for immediate implementation. We want to shortcut the time to change from months to weeks or even days. It is critical if HTG is to provide the maximum ROI for the investment our members make to participate.
HTG is committed to being a change agent for our members companies and lives. We are not content to just offer ideas and suggestions, which is what best practices really have been. The future is to drive deeper into offering real change for one another that moves the needle toward growth each quarter by sending members home with actionable goals that can be implemented quickly to drive maximum impact and return. So accountability is not going away – it will continue to be a differentiator in the HTG peer program. And as we hold one another accountable to business and personal growth we will be fulfilling the mission we have of helping each member become more successful and profitable in the marketplace as they achieve goals, plans and dreams.
Saturday, June 27, 2009
The HTG Way Part VI - Legacy Plan
Richard Bach said “There's no disaster that can't become a blessing, and no blessing that can't become a disaster.” While this is a true statement, unexpected and unplanned for disasters can certainly cause a lot of stress and uncertainty. So the fourth plan HTG requires members to address relates to how business, leadership and life will continue in our absence. Some call it a legacy plan.
A key component of the legacy plan is related to disaster recovery and business continuity. This plan needs to address all three of the prior areas we discussed. For example – what happens to the company if you get hit by the proverbial bus? What happens to the areas of leadership you are responsible for? What happens to your spouse, family, civic organizations and other areas you currently are involved? All those questions need to be addressed so there is no drop off in the event of a disaster, be it short term or permanent. One thing we can all be sure of, life on this earth will come to an end. We do not know when, but we do know that it will. So we need to prepare so we are ready whenever that time comes.
But legacy is much more than just disaster recovery. It addresses the impact of a person’s life after they are gone. How do you keep a tangible presence beyond your actual lifespan? It is what happens after you die. While physical assets may be deemed a component of a person's ultimate legacy, the focus on family or institutional history, values and the stories that define us dictates that every individual, family and entity can be enriched through implementing a strategic legacy plan.
So what are the key components to a legacy plan?
1. Personal mission statement – a series of guiding principles that lead you through daily and major life decisions. This answers the question “How will you live?”
2. Personal legacy statement – allows you to articulate what is closest to your heart. It is a record of messages and information too valuable to be lost and captures your inner most thoughts for the benefit of future generations. This answers the question “What will the result and impact of my life be after I am gone?”
3. If something happens to me – a collection of key information that makes recovery from a short or long term illness or death much simpler for those left behind.
4. Exit Planning Guide – key information to make the funeral planning process go smoothly.
5. Estate and Will Planning Template – key information to help in the creation and review of your will.
These are simply some tools to use to put together a systematic plan to be sure that you have at least started the process of putting a legacy plan in place that prepares your company, leadership and life for a change in your status. Without proper preparation, you put all things at risk and make the situation much more difficult and complex than it needs to be. No one really enjoys this process, but it is so very important to consider prior to being needed. It is often not possible to address these areas once illness or death has occurred. So take the time now, record the needed information, and make sure those important in your life are informed of the location of the documents.
A key component of the legacy plan is related to disaster recovery and business continuity. This plan needs to address all three of the prior areas we discussed. For example – what happens to the company if you get hit by the proverbial bus? What happens to the areas of leadership you are responsible for? What happens to your spouse, family, civic organizations and other areas you currently are involved? All those questions need to be addressed so there is no drop off in the event of a disaster, be it short term or permanent. One thing we can all be sure of, life on this earth will come to an end. We do not know when, but we do know that it will. So we need to prepare so we are ready whenever that time comes.
But legacy is much more than just disaster recovery. It addresses the impact of a person’s life after they are gone. How do you keep a tangible presence beyond your actual lifespan? It is what happens after you die. While physical assets may be deemed a component of a person's ultimate legacy, the focus on family or institutional history, values and the stories that define us dictates that every individual, family and entity can be enriched through implementing a strategic legacy plan.
So what are the key components to a legacy plan?
1. Personal mission statement – a series of guiding principles that lead you through daily and major life decisions. This answers the question “How will you live?”
2. Personal legacy statement – allows you to articulate what is closest to your heart. It is a record of messages and information too valuable to be lost and captures your inner most thoughts for the benefit of future generations. This answers the question “What will the result and impact of my life be after I am gone?”
3. If something happens to me – a collection of key information that makes recovery from a short or long term illness or death much simpler for those left behind.
4. Exit Planning Guide – key information to make the funeral planning process go smoothly.
5. Estate and Will Planning Template – key information to help in the creation and review of your will.
These are simply some tools to use to put together a systematic plan to be sure that you have at least started the process of putting a legacy plan in place that prepares your company, leadership and life for a change in your status. Without proper preparation, you put all things at risk and make the situation much more difficult and complex than it needs to be. No one really enjoys this process, but it is so very important to consider prior to being needed. It is often not possible to address these areas once illness or death has occurred. So take the time now, record the needed information, and make sure those important in your life are informed of the location of the documents.
Thursday, June 25, 2009
The HTG Way Part V - Life Plans
Abraham Lincoln said “And in the end, it's not the years in your life that count. It's the life in your years”. For too many of us in the business community, life takes a back seat to work. There is a struggle we all must work through regarding life/work balance. Without a plan and a focused effort to address this battle, we will default to the world’s answer of work. So it is critical that we all develop a plan that can help keep us accountable and focused on what we say is important so our time is spent appropriately and wisely. Without a plan, we will wake up one day and wonder where life has gone.
The third plan HTG is focused on is a life plan. For many, this is a very new concept. A life plan needs to answer the question of “why I got up this morning” or what my purpose is for my life. Far too often people get to the end of life and become aware that they have spent their entire working time focused on things that really were not the most important to them. But the cruel reality of time is that once it is spent, it can never be used again. Each of us is granted 168 hours each week. A life plan should dictate how those hours are used. Every activity or interaction a person makes should go through the funnel of a life plan to assure each minute is spent on things that align with the real priorities and objectives a person has for their life. Without a plan, each of us will wake up someday and wonder where all our time has gone and how we missed the chance to live focused on the things that really matter. For many, this may be the first time they have addressed these deep philosophical questions personally, and even more often, the first time they have discussed them with their spouse, business partners or other important people in their lives. But what could be more important than identifying how I want my life to count and what I should spend my time on to make sure the things I say are important truly are treated that way.
In many ways, the life plan we use for HTG is very similar to the leadership plan. The focus is different in that the areas are not related to business, but to our own personal goals and objectives. There are three key areas that need to be addressed:
1. Commitments – specific areas that align with life goals and stated objectives you wish to achieve through your life.
2. Execution plan – how you will achieve the commitments you have with specific steps, milestones and dependencies
3. Accountabilities – how you will measure success and to whom you will be accountable.
The third plan HTG is focused on is a life plan. For many, this is a very new concept. A life plan needs to answer the question of “why I got up this morning” or what my purpose is for my life. Far too often people get to the end of life and become aware that they have spent their entire working time focused on things that really were not the most important to them. But the cruel reality of time is that once it is spent, it can never be used again. Each of us is granted 168 hours each week. A life plan should dictate how those hours are used. Every activity or interaction a person makes should go through the funnel of a life plan to assure each minute is spent on things that align with the real priorities and objectives a person has for their life. Without a plan, each of us will wake up someday and wonder where all our time has gone and how we missed the chance to live focused on the things that really matter. For many, this may be the first time they have addressed these deep philosophical questions personally, and even more often, the first time they have discussed them with their spouse, business partners or other important people in their lives. But what could be more important than identifying how I want my life to count and what I should spend my time on to make sure the things I say are important truly are treated that way.
In many ways, the life plan we use for HTG is very similar to the leadership plan. The focus is different in that the areas are not related to business, but to our own personal goals and objectives. There are three key areas that need to be addressed:
1. Commitments – specific areas that align with life goals and stated objectives you wish to achieve through your life.
2. Execution plan – how you will achieve the commitments you have with specific steps, milestones and dependencies
3. Accountabilities – how you will measure success and to whom you will be accountable.
There are a number of areas you may wish to set life goals, but here are a few to consider in order to get things started:
- Relationships, Family and Friends
- Health and Fitness
- Money and Finances
- Recreation and Lifestyle
- Spiritual
- Service and Contribution
- Happiness
- Retirement
You can add or delete areas you wish to define as life commitments, but the key is to make a list and become accountable. This is best done shared with your spouse and family so they can be part of the discussion, decisions and accountability loop. I also recommend you also include a “Bucket List” of activities you wish to achieve before your time on earth ends. This should also be shared, updated and kept top of mind so you can work toward reaching those goals and keep focused on spending your time where it matters most.
Wednesday, June 24, 2009
New SBSC Advisory Board Announced
The FY2010 SBSC advisory board has been announced, and I am proud to say the 5 of the 10 members are leaders of HTG member companies. I also am privileged to serve as part of that esteemed group as one of the 10 representing the North Central district.. SBSC is now being led by Francois Daumard, who has a passion to drive the community to a new level. He is looking at every aspect of the program and is working hard to find ways to increase member value and provide more tools to help us be successful.
Part of the role of this advisory board is to gather ideas and suggestions that can be incorporated into the program that will help Microsoft partners succeed. If you have ideas, feel free to reach out to your SBSC advisory board member. I will gladly take feedback from anyone, but there is a specific person in each of the Microsoft districts that are assigned the task of representing you and your thoughts, suggestions and concerns. Take advantage of this council. Use us to carry your message. Remember that just complaining won't go very far. It is creative, positive suggestions that will get a response. Too often we focus on the things that are wrong with no suggestions around how to make it better. That is not very valuable. We need to provide guidance on what works and what would add value to the program, Microsoft and ultimately us. To see the list of fellow partners who represent you - check the web at https://partner.microsoft.com/US/40110269.
Here is the official announcement: The SBSC Program Team has selected new SBSC Advisory Board members for the new Microsoft fiscal year starting July 1, 2009. The role of the SBSC Advisory Board is to provide Microsoft with real-life feedback and ground-level intelligence about what is important for SBSCs. This year there is one SBSC Advisory Board member in each of the 10 Microsoft U.S. Sales Areas. SBSC Advisory Board members are committed and eager to be the local partner liaison between you and Microsoft. If you want to find the SBSC Advisory Board member in your region, and share the good and the not-so-good about being an SBSC member, speak to your SBSC advisory board member.
Part of the role of this advisory board is to gather ideas and suggestions that can be incorporated into the program that will help Microsoft partners succeed. If you have ideas, feel free to reach out to your SBSC advisory board member. I will gladly take feedback from anyone, but there is a specific person in each of the Microsoft districts that are assigned the task of representing you and your thoughts, suggestions and concerns. Take advantage of this council. Use us to carry your message. Remember that just complaining won't go very far. It is creative, positive suggestions that will get a response. Too often we focus on the things that are wrong with no suggestions around how to make it better. That is not very valuable. We need to provide guidance on what works and what would add value to the program, Microsoft and ultimately us. To see the list of fellow partners who represent you - check the web at https://partner.microsoft.com/US/40110269.
Here is the official announcement: The SBSC Program Team has selected new SBSC Advisory Board members for the new Microsoft fiscal year starting July 1, 2009. The role of the SBSC Advisory Board is to provide Microsoft with real-life feedback and ground-level intelligence about what is important for SBSCs. This year there is one SBSC Advisory Board member in each of the 10 Microsoft U.S. Sales Areas. SBSC Advisory Board members are committed and eager to be the local partner liaison between you and Microsoft. If you want to find the SBSC Advisory Board member in your region, and share the good and the not-so-good about being an SBSC member, speak to your SBSC advisory board member.
Be Memorable in Meetings
This is an excerpt from a recent newsletter from David Russell (david@managetowin.com). I found his thoughts very valuable as he addresses doing things to set yourself apart as a leader and creating memorable moments.
You are a leader. Why not be a memorable one?
An important part of being memorable as a leader is listening well, making certain your people feel valued and having meetings that are productively interactive. However there are some little things you can do to increase your memorability in meetings also. Here are some ideas:
1. Bring gifts. I often bring hard-cover copies of my books to meetings as a gift. It helps them get to know me and our work better. It is thoughtful because the book retails for $29.95 and can be helpful. Yes, it also is a great business card. $10-$15 gift cards are an alternative that can be effective, especially if you match them to the interests of each meeting participant.
2. Bring treats. Consider bringing high quality treats such as See's Candies chocolate (high quality, not some cheap brand), brownies or other treats from a classy bakery, or anything that is classy but not too expensive. No doughnuts!
3. Bring examples. For instance, if you are talking about the importance of branding then bring some samples of great brands to give away after you explain why they are unique. (You don't have to bring a Macintosh computer, just an iTunes card...) Maybe give the examples as prizes for people who have innovative ideas or answers to your questions.
4. Tell great stories. If you are on a tight budget then be prepared with one or more great stories to tell. If you think others tell stories better than you, work with your storytellers before the meeting and weave their participation into your agenda.
Life is way too short! Be memorable.
Thanks for the great thoughts David. If you are looking for software to help with people management, check out his product at http://www.successwithpeople.com/.
You are a leader. Why not be a memorable one?
An important part of being memorable as a leader is listening well, making certain your people feel valued and having meetings that are productively interactive. However there are some little things you can do to increase your memorability in meetings also. Here are some ideas:
1. Bring gifts. I often bring hard-cover copies of my books to meetings as a gift. It helps them get to know me and our work better. It is thoughtful because the book retails for $29.95 and can be helpful. Yes, it also is a great business card. $10-$15 gift cards are an alternative that can be effective, especially if you match them to the interests of each meeting participant.
2. Bring treats. Consider bringing high quality treats such as See's Candies chocolate (high quality, not some cheap brand), brownies or other treats from a classy bakery, or anything that is classy but not too expensive. No doughnuts!
3. Bring examples. For instance, if you are talking about the importance of branding then bring some samples of great brands to give away after you explain why they are unique. (You don't have to bring a Macintosh computer, just an iTunes card...) Maybe give the examples as prizes for people who have innovative ideas or answers to your questions.
4. Tell great stories. If you are on a tight budget then be prepared with one or more great stories to tell. If you think others tell stories better than you, work with your storytellers before the meeting and weave their participation into your agenda.
Life is way too short! Be memorable.
Thanks for the great thoughts David. If you are looking for software to help with people management, check out his product at http://www.successwithpeople.com/.
Opportunity to Share your Faith in New Orleans
For those coming to Microsoft's WPC - we are holding a special prayer breakfast on Wednesday morning. This will be the second annual Partners in Christ prayer breakfast. Here are the details:
New Orleans Marriott at the Convention Center
859 Convention Center Boulevard
New Orleans, Louisiana 70130
Wednesday, July 15, 2009
7:00 - 8:00 a.m.
Click Here to Register Today!http://survey.constantcontact.com/survey/a07e2is6m4qfuzirfgr/a0115fwc143m2/questions
This is open to any and all who want to gather for a time of fellowship and sharing. Please register at the link above so we have plenty of space and food. I hope to see you in NOLA and particularly at this breakfast. It is open to VAR's, vendors, Microsoft staff - any and all are welcome to join us. There is no cost to attend. Just show up to meet and fellowship.
Our speaker this year will be Boyd Bailey. Boyd is founder and Chairman of Wisdom Hunters, LLC and is the author of two devotional books, Infusion and Seeking Daily the Heart of God; Boyd is also founder of Ministry Ventures, a venture capital firm for early stage ministries which has helped 45 start-up ministries raise over $15.5 million and impact over 35,000 people for Christ. Prior to Ministry Ventures, Bailey was the National Director for Crown Financial Ministries. He was instrumental in the expansion of Crown into 30 major markets across the U.S. He was a key facilitator in the 25 million dollar merger between Christian Financial Concepts and Crown Ministries. Before Crown he and Andy Stanley started First Baptist Atlanta’s north campus; and as an Elder, Boyd assisted Andy in the start of North Point Community Church. In college he bought a service business with five employees. This business endeavor financed his education and the equity from its sale was the economic launching pad for his graduate school experience.
Again this year we will be providing all attendees a free book, Boyd’s Infusion devotional. We look forward to seeing you at the Marriott on July 15 at 7AM!
New Orleans Marriott at the Convention Center
859 Convention Center Boulevard
New Orleans, Louisiana 70130
Wednesday, July 15, 2009
7:00 - 8:00 a.m.
Click Here to Register Today!http://survey.constantcontact.com/survey/a07e2is6m4qfuzirfgr/a0115fwc143m2/questions
This is open to any and all who want to gather for a time of fellowship and sharing. Please register at the link above so we have plenty of space and food. I hope to see you in NOLA and particularly at this breakfast. It is open to VAR's, vendors, Microsoft staff - any and all are welcome to join us. There is no cost to attend. Just show up to meet and fellowship.
Our speaker this year will be Boyd Bailey. Boyd is founder and Chairman of Wisdom Hunters, LLC and is the author of two devotional books, Infusion and Seeking Daily the Heart of God; Boyd is also founder of Ministry Ventures, a venture capital firm for early stage ministries which has helped 45 start-up ministries raise over $15.5 million and impact over 35,000 people for Christ. Prior to Ministry Ventures, Bailey was the National Director for Crown Financial Ministries. He was instrumental in the expansion of Crown into 30 major markets across the U.S. He was a key facilitator in the 25 million dollar merger between Christian Financial Concepts and Crown Ministries. Before Crown he and Andy Stanley started First Baptist Atlanta’s north campus; and as an Elder, Boyd assisted Andy in the start of North Point Community Church. In college he bought a service business with five employees. This business endeavor financed his education and the equity from its sale was the economic launching pad for his graduate school experience.
Again this year we will be providing all attendees a free book, Boyd’s Infusion devotional. We look forward to seeing you at the Marriott on July 15 at 7AM!
Tuesday, June 23, 2009
The HTG Way Part IV - Leadership Plans
Zig Ziglar said “It was character that got us out of bed, commitment that moved us into action, and discipline that enabled us to follow through.” Creating a business plan is foundational, but next we move to planning that will assure those who are required to perform in order to achieve the business plan are aligned. This requires personal commitments from those in leadership as well as those who will do the day to day activity required for success of the company plan. We call this personal commitment plan a leadership plan.
Far too often owners and managers create job descriptions and commitments for their staff or team, but seldom have written anything in regard to their involvement in achieving the success of the company business plan. We know from experience that as the owner or manager goes, often so goes the business. If the leadership in a company is not disciplined and dedicated to following a plan, or leading the execution of the company plan, it often falls by the wayside and becomes little more than a piece of paper with some words on it. The leadership plan is the document that allows the owner or manager to put a stake in the ground saying “I am going to do these things to assure we reach our goals”. The leadership plan should clearly define his priorities for how time is used on the job and should provide the team with clarity in what role will be fulfilled. Of course successfully using this plan means a willingness to be evaluated about how well it has been executed. That level of accountability to the team sets a standard and creates an environment that leads to growth and success of people and the organization as a whole.
HTG uses a simple worksheet to capture leadership commitments. These consist of three areas around each topic:
1. Commitments – specific areas of focus that aligns job performance goals and objectives with the company business plan and goals. Answers the question “What areas of my job align directly with the company business plan and goals?”
2. Execution Plan – how you will achieve your commitments. This should include key milestones, priorities and dependencies for success. Answers the question “What will you specifically do?”
3. Accountabilities – define how you will measure success and what metrics you will use to evaluate the realization of your commitments. These will be KPI’s and metrics related to measuring success. Answers the question “How will you know you have achieved success?”
Far too often owners and managers create job descriptions and commitments for their staff or team, but seldom have written anything in regard to their involvement in achieving the success of the company business plan. We know from experience that as the owner or manager goes, often so goes the business. If the leadership in a company is not disciplined and dedicated to following a plan, or leading the execution of the company plan, it often falls by the wayside and becomes little more than a piece of paper with some words on it. The leadership plan is the document that allows the owner or manager to put a stake in the ground saying “I am going to do these things to assure we reach our goals”. The leadership plan should clearly define his priorities for how time is used on the job and should provide the team with clarity in what role will be fulfilled. Of course successfully using this plan means a willingness to be evaluated about how well it has been executed. That level of accountability to the team sets a standard and creates an environment that leads to growth and success of people and the organization as a whole.
HTG uses a simple worksheet to capture leadership commitments. These consist of three areas around each topic:
1. Commitments – specific areas of focus that aligns job performance goals and objectives with the company business plan and goals. Answers the question “What areas of my job align directly with the company business plan and goals?”
2. Execution Plan – how you will achieve your commitments. This should include key milestones, priorities and dependencies for success. Answers the question “What will you specifically do?”
3. Accountabilities – define how you will measure success and what metrics you will use to evaluate the realization of your commitments. These will be KPI’s and metrics related to measuring success. Answers the question “How will you know you have achieved success?”
You can select a number of areas that align directly with the company business plan, but here are a few that may be good to consider:
- Revenue/Financial/Profitability Objectives
- Personal Growth and Training Objectives
- Customer Relationships and Satisfaction/Loyalty Objectives
- Company Culture/Fellow Employee/Process Improvement Objectives
- Business and Career Objectives
There likely will be other areas you can include. This is not the same as a job description, but should include the reality that many items on this personal leadership commitment plan need to align with the job description as well as the company business plan. Just make sure you are able to identify what role you play in achieving company success and then identify the things you need to do to achieve those, and how you can measure and assess your work along that path.
Saturday, June 20, 2009
The HTG Way Part III - Business Plans
Will Rogers said “Even if you’re on the right track, you’ll get run over if you just sit there”. We have to plan to take action. Underlying S.M.A.R.T. goals is the need for planning. In HTG we focus on four plans that we ask members to complete or update each year.
1. Business Plan
2. Leadership Plan
3. Life Plan
4. Legacy Plan
The first and foundational plan is a company business plan. This plan is targeted at capturing the key elements for the company for the coming year. HTG uses a version of the One Page Business Plan as a model, but members are able to use any plan methodology they prefer. The key is not what the plan looks like, but rather that there is a plan. This plan should serve as the basis for many of the goals that are set each quarter. If the goals don’t align with the plan (or one of the plans), then why is there focus being made on it.
There are five key elements to the one page business plan format which are important to address:
1. Vision – a graphical description of the business that answers the question “What are you building?” Your vision should describe what the business will look like in 3, 5 or 10 years. It should include the geographical scope, the type of business you will operate, product and service offerings and what customers you intend to serve. This is the “big picture” for your company.
2. Mission – is the statement of purpose for the organization and answers the question “Why does this business exist?” The mission statement should describe the reason this company exists in a sentence or less. This statement should be timeless and really give people a clear view into the purpose of the business over time.
3. Objectives – are a list of measurable results and desired outcomes. This answers the question “What will you measure?” While there is the potential for a long list here, it is recommended that this be a list of four to eight goals that must be achieved for the business to be successful. This should include KPI’s and other ways to measure success and to know goals have been met.
4. Strategies – define how business will be built and managed. They answer the question “How will you build and grow this business?” This should be a list of five to eight things the business must do extremely well over time to be successful. These are not typically short term or tactical activities, but longer term actions that will be done consistently over time.
5. Plans – are a list of work or tasks to be completed. This answers the question “What is the work to be done now?” In this section, list six to eight specific business building or infrastructure projects that must be successfully completed within the next 12 months in order to implement the strategies listed above. These are tactical activities that need to happen now.
Of course the plan by itself does not guarantee success. You need to review it regularly, create a scorecard for key areas of measurement, identify KPI’s to watch daily, evaluate and provide regular feedback to employees so they are aware of progress, utilize to do lists with dates and progress benchmarks to track activity, and communicate verbally and via written word progress on the plan.
One other area you may want to include in your business plan is your Core Values. These are statements by which your company will be governed. They don’t change over time but are the very core of how you will operate the business and how it conducts itself through relationships with vendors, customers, employees and the community. These statements help all parties understand how you intend to interact and engage with them and how you will do business. These should be very visible to all people inside and outside your company.
1. Business Plan
2. Leadership Plan
3. Life Plan
4. Legacy Plan
The first and foundational plan is a company business plan. This plan is targeted at capturing the key elements for the company for the coming year. HTG uses a version of the One Page Business Plan as a model, but members are able to use any plan methodology they prefer. The key is not what the plan looks like, but rather that there is a plan. This plan should serve as the basis for many of the goals that are set each quarter. If the goals don’t align with the plan (or one of the plans), then why is there focus being made on it.
There are five key elements to the one page business plan format which are important to address:
1. Vision – a graphical description of the business that answers the question “What are you building?” Your vision should describe what the business will look like in 3, 5 or 10 years. It should include the geographical scope, the type of business you will operate, product and service offerings and what customers you intend to serve. This is the “big picture” for your company.
2. Mission – is the statement of purpose for the organization and answers the question “Why does this business exist?” The mission statement should describe the reason this company exists in a sentence or less. This statement should be timeless and really give people a clear view into the purpose of the business over time.
3. Objectives – are a list of measurable results and desired outcomes. This answers the question “What will you measure?” While there is the potential for a long list here, it is recommended that this be a list of four to eight goals that must be achieved for the business to be successful. This should include KPI’s and other ways to measure success and to know goals have been met.
4. Strategies – define how business will be built and managed. They answer the question “How will you build and grow this business?” This should be a list of five to eight things the business must do extremely well over time to be successful. These are not typically short term or tactical activities, but longer term actions that will be done consistently over time.
5. Plans – are a list of work or tasks to be completed. This answers the question “What is the work to be done now?” In this section, list six to eight specific business building or infrastructure projects that must be successfully completed within the next 12 months in order to implement the strategies listed above. These are tactical activities that need to happen now.
Of course the plan by itself does not guarantee success. You need to review it regularly, create a scorecard for key areas of measurement, identify KPI’s to watch daily, evaluate and provide regular feedback to employees so they are aware of progress, utilize to do lists with dates and progress benchmarks to track activity, and communicate verbally and via written word progress on the plan.
One other area you may want to include in your business plan is your Core Values. These are statements by which your company will be governed. They don’t change over time but are the very core of how you will operate the business and how it conducts itself through relationships with vendors, customers, employees and the community. These statements help all parties understand how you intend to interact and engage with them and how you will do business. These should be very visible to all people inside and outside your company.
Friday, June 19, 2009
The HTG Way Part II
S.M.A.R.T. goals are widely used across all types of environments. Setting goals that are not set against these guidelines give us little to really measure or achieve. So as members set their goals, we encourage them to use these guidelines:
Specific - A specific goal has a much greater chance of being accomplished than a general goal. To set a specific goal you must answer the six "W" questions:
*Who: Who is involved?
*What: What do I want to accomplish?
*Where: Identify a location.
*When: Establish a time frame.
*Which: Identify requirements and constraints.
*Why: Specific reasons, purpose or benefits of accomplishing the goal.
Measurable - Establish concrete criteria for measuring progress toward the attainment of each goal you set. When you measure your progress, you stay on track, reach your target dates, and experience the joy of achievement that spurs you on to continued effort required to reach your goal.
To determine if your goal is measurable, ask questions such as......How much? How many? How will I know when it is accomplished?
Attainable - When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. You begin seeing previously overlooked opportunities to bring yourself closer to the achievement of your goals.
You can attain most any goal you set when you plan your steps wisely and establish a time frame that allows you to carry out those steps. Goals that may have seemed far away and out of reach eventually move closer and become attainable, not because your goals shrink, but because you grow and expand to match them.
Realistic - To be realistic, a goal must represent an objective toward which you are both willing and able to work. A goal can be both high and realistic; you are the only one who can decide just how high your goal should be. But be sure that every goal represents substantial progress. A high goal is frequently easier to reach than a low one because a low goal exerts low motivational force. Some of the hardest jobs you ever accomplished actually seem easy simply because they were a labor of love.
Your goal is probably realistic if you truly believe that it can be accomplished. Additional ways to know if your goal is realistic is to determine if you have accomplished anything similar in the past or ask yourself what conditions would have to exist to accomplish this goal.
Timely - A goal should be grounded within a time frame. With no time frame tied to it there's no sense of urgency. "Someday" won't work. But if you anchor it within a timeframe, then you've set your unconscious mind into motion to begin working on the goal.
T can also stand for Tangible - A goal is tangible when you can experience it with one of the senses, that is, taste, touch, smell, sight or hearing. When your goal is tangible you have a better chance of making it specific and measurable and thus attainable.
Specific - A specific goal has a much greater chance of being accomplished than a general goal. To set a specific goal you must answer the six "W" questions:
*Who: Who is involved?
*What: What do I want to accomplish?
*Where: Identify a location.
*When: Establish a time frame.
*Which: Identify requirements and constraints.
*Why: Specific reasons, purpose or benefits of accomplishing the goal.
Measurable - Establish concrete criteria for measuring progress toward the attainment of each goal you set. When you measure your progress, you stay on track, reach your target dates, and experience the joy of achievement that spurs you on to continued effort required to reach your goal.
To determine if your goal is measurable, ask questions such as......How much? How many? How will I know when it is accomplished?
Attainable - When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. You begin seeing previously overlooked opportunities to bring yourself closer to the achievement of your goals.
You can attain most any goal you set when you plan your steps wisely and establish a time frame that allows you to carry out those steps. Goals that may have seemed far away and out of reach eventually move closer and become attainable, not because your goals shrink, but because you grow and expand to match them.
Realistic - To be realistic, a goal must represent an objective toward which you are both willing and able to work. A goal can be both high and realistic; you are the only one who can decide just how high your goal should be. But be sure that every goal represents substantial progress. A high goal is frequently easier to reach than a low one because a low goal exerts low motivational force. Some of the hardest jobs you ever accomplished actually seem easy simply because they were a labor of love.
Your goal is probably realistic if you truly believe that it can be accomplished. Additional ways to know if your goal is realistic is to determine if you have accomplished anything similar in the past or ask yourself what conditions would have to exist to accomplish this goal.
Timely - A goal should be grounded within a time frame. With no time frame tied to it there's no sense of urgency. "Someday" won't work. But if you anchor it within a timeframe, then you've set your unconscious mind into motion to begin working on the goal.
T can also stand for Tangible - A goal is tangible when you can experience it with one of the senses, that is, taste, touch, smell, sight or hearing. When your goal is tangible you have a better chance of making it specific and measurable and thus attainable.
Wednesday, June 17, 2009
The HTG Way
This is the first in a series of posts around HTG and exactly what it is.......
HTG is built upon the premise that peers working together and investing in each other can impact our businesses, leadership and life. We live by the Go-Giver mentality – pay it forward if you will. The purpose of our peer group program is to drive value into our member companies and collectively raise the value of all members’ organizations as we apply sound business principles and execute those in a culture of accountability. That value should take a couple forms. First the valuation of member companies should be higher than those of the industry when a member decides to sell, merge or pass on his organization. We believe that peer to peer interaction causes our members to grow more quickly and profitably than the industry at large. HTG is currently participating in a study being led by the University of Nebraska Kearney to measure the impact of HTG on our member organizations. It is our belief that because of the way HTG members collaborate, execute and manage through accountability relationships, that their company has more value than the one down the street. This longitudinal study by UNK will measure and verify our belief.
The second area where value occurs is in the people who participate in HTG. Operating in a culture of accountability is a competitive advantage for owners and managers in our industry. The peer board of directors format causes behavior that does not occur without accountability. That behavior changes companies, leadership and lives. That is evident through observing hundreds of interactions and measuring the impact of goals and execution. Peer pressure works equally well on executives of companies as it does on the playground in kindergarten. HTG is focused on creating an environment of positive peer pressure that drives change.
The basic premise of HTG is execution driven by accountability. As Thomas Edison once said “vision without execution is hallucination”. It does no good to learn without doing. HTG quarterly meetings are focused on driving that execution. Each quarter every company has to set three goals which are due in 90 days. As the next meeting starts, companies must defend their accomplishment of those goals to their peer board. Failure to execute is not accepted lightly. HTG uses the “Survivor” model where non-performing companies are voted “off the island” in their individual groups. This is serious business. HTG members understand that each seat in their 12 member group has significant value and must be filled by a member that performs. So accountability is a key tenant of how HTG functions. Goals need to be set using the S.M.A.R.T. method so they can be fairly measured and evaluated.
HTG is built upon the premise that peers working together and investing in each other can impact our businesses, leadership and life. We live by the Go-Giver mentality – pay it forward if you will. The purpose of our peer group program is to drive value into our member companies and collectively raise the value of all members’ organizations as we apply sound business principles and execute those in a culture of accountability. That value should take a couple forms. First the valuation of member companies should be higher than those of the industry when a member decides to sell, merge or pass on his organization. We believe that peer to peer interaction causes our members to grow more quickly and profitably than the industry at large. HTG is currently participating in a study being led by the University of Nebraska Kearney to measure the impact of HTG on our member organizations. It is our belief that because of the way HTG members collaborate, execute and manage through accountability relationships, that their company has more value than the one down the street. This longitudinal study by UNK will measure and verify our belief.
The second area where value occurs is in the people who participate in HTG. Operating in a culture of accountability is a competitive advantage for owners and managers in our industry. The peer board of directors format causes behavior that does not occur without accountability. That behavior changes companies, leadership and lives. That is evident through observing hundreds of interactions and measuring the impact of goals and execution. Peer pressure works equally well on executives of companies as it does on the playground in kindergarten. HTG is focused on creating an environment of positive peer pressure that drives change.
The basic premise of HTG is execution driven by accountability. As Thomas Edison once said “vision without execution is hallucination”. It does no good to learn without doing. HTG quarterly meetings are focused on driving that execution. Each quarter every company has to set three goals which are due in 90 days. As the next meeting starts, companies must defend their accomplishment of those goals to their peer board. Failure to execute is not accepted lightly. HTG uses the “Survivor” model where non-performing companies are voted “off the island” in their individual groups. This is serious business. HTG members understand that each seat in their 12 member group has significant value and must be filled by a member that performs. So accountability is a key tenant of how HTG functions. Goals need to be set using the S.M.A.R.T. method so they can be fairly measured and evaluated.
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