This week I was blessed to spend a few days on the east coast with the team at NTS in the Fort Lauderdale area. Scott Mallet leads the team and is a member of HTG13. The HTG SWOT team consisted of Steve Riat from Hays Kansas from HTG3, Kyle Elworthy from Charlotte who also is in HTG13, Christy Sacco and myself from HTG. We began our intense two days of interaction with the NTS team Tuesday morning and ended with a final presentation on Wednesday late afternoon. Typically these events take two days as it gives us time to interact with each team member and watch business happen over the course of a couple days.
The host company, NTS in this case, prepares for 45-60 days in advance by pulling together all sorts of financial, sales, marketing, service, HR, policies, procedures and the like for the team to review. The preparation exercise in itself is often extremely valuable as it requires getting the house in order in many ways. The team takes a look at things and comes with some ideas about possible areas of concern, as well as things that need clarification during the SWOT process. As is always the case, the numbers and prepared documents don’t tell the story, but they are a good place to start from. Scott and the team did a great job prepping for our visit and we had lots of documentation to review and come prepared about.
We started day one reviewing the company from 50,000 foot. What is the mission, vision, values and dream for the company? It should be part of your business plan. And your team should know it. NTS got one out of two – defined but no one seemed to know what it was we discovered later in the day. Interestingly, one of the Harvard Business Review emails this week asked two questions that demand the attention of leaders:
1. The first is familiar: What keeps you up at night? What are the worries that nag at you?
2. The second is less familiar, but perhaps more important: What gets you up in the morning? What keeps you more committed than ever, more engaged than ever, more excited than ever, as the environment around you gets tougher and more demanding than ever?
Bottom line – we need to know our mission and what will keep the fire in our belly burning. Leadership is a big deal in a small business. And often leaders begin to burn out over time as they face the daily battle and have to deal with a never ending amount of problems, people and frustrations. Without knowing “why” – the odds of us staying in the game at a level that makes an impact drop off quickly. Part of the SWOT process is making sure people know “why”. "How" doesn’t really matter if the “why” does not exist.
So we spent time talking about what the executive management team wanted NTS to look like in 3-5 years, and then 15 years. Most of us have a one year business plan that really is probably about 6 months worth of plans. We may say we have some idea of what we want the next few years to look like, but few have defined their “castle on the hill” for the long term. And even if they have, it is very rare that they have shared it with anyone, including their spouse. Sad way to plan or even dream. We need to involve the people who will be part of the journey. All of us are guilty of having way more information in our head than we share, and even more likely is the fact that we have feelings in our heart we never let see the light of day. Time for some transparency in leading!
After we get on the same page about the immediate, mid and long range goals, we have enough background to start walking through the SWOT process. Strengths and weaknesses are things internal to the company. Opportunities and threats are things that are external. At least those are good guidelines to use. We created a quadrant with the four sections and started making a list. As has been the case in all the previous 15 or so events, weaknesses always win the prize for the most. We gathered a good list in all areas and then finished our morning shadowing the team. This takes some trust – as we are going one on one or a few on one with staff without any NTS management around. But it is in these little discussions we learn a lot about what really is happening on the ground and it gives us confidence to make recommendations at the end of the event.
One of the highlights of our time happens over an extended lunch on day one. We invite the entire team minus the executive management to review our SWOT findings. This is where we get the real scoop and ground truth what we were told earlier that morning. We got some great feedback, some additions to our list, some challenges to things that were listed, and almost two hours of very interactive discussion. We find the leaders of the pack and those who are focused on helping drive the company forward. This is always an enjoyable time as we offer immunity from any retaliation from the management in exchange for raw and uncensored honesty. It is amazing what every team tells a group of interested outsiders that they would never tell their management.
The afternoon was spent doing more shadowing and some follow up digging on things we uncovered through the SWOT process. Since we are going to make some rather large suggested changes – it is critical we have our facts right. Often we can identify the issues within the first few hours, but the secret to success is to craft a plan to overcome those things utilizing the talent and resources available. It is one thing to figure out what is broke. It is another to come up with an execution plan that depends on resources we are not all that familiar with. So spending time with the team is critical for us to know what we can and can’t depend on.
We end the day with a review of our findings and make a list of our top three items. Our entire team was in agreement as it was the same list we identified earlier that day. We spend the evening over dinner and talk through some of the surprises we experienced which are always fun to laugh about.
Day two begins with getting the feedback from our overnight thoughts. My experience is that the SWOT team keeps on thinking through the night about the areas we are going to offer suggestions about, and often those sleepless hours and the ongoing pondering through the night has created some very insightful ideas. So we capture those and begin to craft our presentation. Much of our day on the second day involves building our recommendations and reviewing those with the right stakeholders so we have buy in. It doesn’t do a lot of good to leave a plan than management is not willing to execute. While I have never had that happen, it does take some time spent walking through it and getting buy in. We also often have to involve key members of the team in that process so there are not bombshells dropped when the presentation comes later that day. No one likes change – but people like it less if it comes unexpectedly with shock.
Day two lunch is with key managers who make it happen. We spent the time with key service delivery members and walked through flow charting how things happen at NTS. That helped us all get on the same page and talk about some of the challenges. We spent the remainder of the afternoon building the presentation which had our recommendations and then previewing that with the executive team. Again – no surprises is a good thing. We did manage to sneak a couple in on Scott since there were some commitments from his HTG13 list that were still unfulfilled. So we expanded his accountability team to include his own staff which was a welcome addition to our focus.
The day ended with our presentation to the team. All of our SWOT team members gave a portion of the presentation and we laid out the plan we had to help position the company for the growth that was identified at the beginning of the process. The plan tweaked some areas and touched everyone, so we had to make sure people understood and were bought into the strategy. This is the chance to build excitement and anticipation of great things ahead. The reality is that when we leave a SWOT presentation – people are ready to get after it and the risk is that management does not move quickly enough. Execution is not optional – everyone is bought in and expecting it to happen – so now it boils down to getting it done.
We had a great experience at NTS. Scott and the team were awesome hosts. We enjoyed the time with the team and the dinners around the area in the evening. It was great meeting Scott’s fiancé and hearing about their upcoming plans. The SWOT process is about more than business, it is about achieving dreams and accomplishing plans for both business and life. We will continue to monitor and support the NTS team as they implement and execute. We will receive regular reports on progress and provide a swift kick when needed to keep them moving. But it really boils down to the team taking on the challenge and making it happen. I am confident they will. That is what happens when great people come together to get it done. Thanks to everyone who made our visit so special!
Showing posts with label SWOT. Show all posts
Showing posts with label SWOT. Show all posts
Thursday, April 1, 2010
Saturday, September 26, 2009
One More SWOT in the Books
We just finished another SWOT for Evolve Technologies in the Washington DC area. A fantastic team of Cohen Barnes, Robert Lindley and Jeff Adzima joined me at Dave Sobel's business for two days of intense analysis and discovery. As is always the case, there were a lot of expected findings and a few curveballs no one could predict. That is what makes these engagements fun. You never know what will happen until you get in the middle of the discovery process.
We worked the two days meeting with ownership, management and the entire staff. We probed for areas that could be improved and recommended changes and action plans to drive growth and success. We had long days and stressful moments, but we also had time to enjoy each other and learn together. The good part of serving on the team is that you always come home with a few things that can be applied to your own business, and you didn't have to spend your time under the microscope.
Dave now begins the difficult part of the process - execution. Things will be happening as early as next week as he takes our recommendations and puts them into motion. There were some changes we announced as part of our final presentation. There are a lot more that will happen in the coming weeks and months. But the exciting part is that change will come to Evolve and the company will grow and flourish as the recommendations are put into place. That is what makes these events so fulfilling. We are able to help others see things that they struggle to see because of being so involved with the day to day chaos, and provide clarity in how to move toward the future. Few things are as satisfying for me.
If you need a SWOT, let me know. If you want to be on a future SWOT team, let me know that too. HTG is in the business of helping companies experience Business and Personal Growth Driven by Execution. We are always looking for good members. www.htgpeergroups.com if you want to apply!
We worked the two days meeting with ownership, management and the entire staff. We probed for areas that could be improved and recommended changes and action plans to drive growth and success. We had long days and stressful moments, but we also had time to enjoy each other and learn together. The good part of serving on the team is that you always come home with a few things that can be applied to your own business, and you didn't have to spend your time under the microscope.
Dave now begins the difficult part of the process - execution. Things will be happening as early as next week as he takes our recommendations and puts them into motion. There were some changes we announced as part of our final presentation. There are a lot more that will happen in the coming weeks and months. But the exciting part is that change will come to Evolve and the company will grow and flourish as the recommendations are put into place. That is what makes these events so fulfilling. We are able to help others see things that they struggle to see because of being so involved with the day to day chaos, and provide clarity in how to move toward the future. Few things are as satisfying for me.
If you need a SWOT, let me know. If you want to be on a future SWOT team, let me know that too. HTG is in the business of helping companies experience Business and Personal Growth Driven by Execution. We are always looking for good members. www.htgpeergroups.com if you want to apply!
Saturday, September 19, 2009
The Power of Peers
This is the final post based on the keynote I delivered at the Ingram SMBA in Charlotte in late August. The topic covers the impact of being involved with peers in growing your business and driving growth and success.
We engage other companies in the channel
The first step in getting value out of peer groups is to start. So often I hear interest, but am always amazed at how few actually do something with that interest, even as simple as going to the website to fill out the short application for HTG. http://www.htgpeergroups.com/ That seems to be the norm with many partners in the IT channel. I hear it often when speaking to vendors. Hundreds drop by their booth and talk about getting started in a relationship only to never hear from them again. The world is run by people who actually show up and do something with their ideas. Those are the successful business owners. That is one of the key values of peers - you get engaged and are continually pushed to not only continue but raise the level of engagement.
We share and give openly
Peer groups are based on the Go-Giver model. It is not about me, but about the others in my group and sharing what I have with them. The more I invest in and share with others - the more I will recieve as part of the experience. In HTG we use the SWIPE model - Share With Intent and Purpose Everyday! It is not about what you can take, it is about what you can give. He who gives the most will ultimately win.
We ask for help when we need it
There is a very common misconception among many business owners - that asking for help is a sign of weakness and should never be done. Nothing could be further from the truth. The more mature a business becomes, the more that leadership team realizes that they don't have all the answers and it is much faster to learn from someone who has figured it out or been there and done that than have to make each mistake or learning on their own. Asking for help and learning from peers is a sign of maturity rather than weakness. So often business owners get into the "can't see the forest for the trees" situation. They are so close to the problem and have experienced it for so long they can't see it clearly and determine a new course of action. Bringing in some fresh eyes with different perspective can often take a problem that has plagued a business for many years and provide a solution very quickly. In HTG we use the SWOT process and take a team of peers onsite to help business owners identify and resolve business problems. But the key - you have to ask.
We share our financials openly
My how this seems to get some excited. There are a variety of thoughts around the sharing of financials and open book accounting - but for peers to make a difference they have to have transparency and access to the real information. That means opening the kimono and letting them see how things really are. The numbers are the numbers. If they are good, they are something to be learned from. If they are bad, they provide important information that can help turn things around. But without them, little can be done to really effectively make a difference in a company. In HTG we use Service Leadership's benchmarking tools to help us report and evaluate our financials. It is a critical tool in our program to help us evaluate our status.
We plan together around business and life
I have written much around this topic, and it is definitely core to the value of peers. Part of the process of planning needs to include having others review and comment on the roadmap you have laid out. In HTG we focus on four plans - business, leadership, life and legacy - and you can read about them in older posts on this blog. But the key is to use peers to evaluate the direction and destination you are heading and make sure it aligns with your stated objectives. You also want feedback on whether the steps you have identified as your action plan and strategies will actually get you there. Without solid planning - you can end up somewhere other than where you intended to go.
We execute together
Execution is the achilles heal for most of us that own a small business. It is not that we don't know what to do, we simply choose not to do it. Having a set of peers that will help drive you toward execution is critical. HTG has a goal of driving business and personal growth through execution. We know that by helping our members execute - we will help them move toward success.
We are accountable
Accountability is one of the misunderstood concepts in business today. It is not a matter of sitting back and waiting for someone to fail to achieve their goals so you can whack them upside the head and tell them to try harder. True accountability is when peers take each others goals on as their own, and when there is a struggle, they come alongside and help make sure each achieves the goals that have been set forth. That is the reality of what true accountabilty is. I am vested in and committed to helping others achieve success. When we do that - everyone wins.
There is no question that there is significant power in peers. It requires a deep commitment and a focus on others rather than self, but once that step is made and a person begins to invest in someone else, the good things begin and continue to make an impact for many years to come. HTG is looking for a few good partners who truly understand the value of peers. If you are looking to be involved in a life changing program, fill out the application and get involved today. Just remember that nothing changes until you actually do something. Thinking about it doesn't cut it!
We engage other companies in the channel
The first step in getting value out of peer groups is to start. So often I hear interest, but am always amazed at how few actually do something with that interest, even as simple as going to the website to fill out the short application for HTG. http://www.htgpeergroups.com/ That seems to be the norm with many partners in the IT channel. I hear it often when speaking to vendors. Hundreds drop by their booth and talk about getting started in a relationship only to never hear from them again. The world is run by people who actually show up and do something with their ideas. Those are the successful business owners. That is one of the key values of peers - you get engaged and are continually pushed to not only continue but raise the level of engagement.
We share and give openly
Peer groups are based on the Go-Giver model. It is not about me, but about the others in my group and sharing what I have with them. The more I invest in and share with others - the more I will recieve as part of the experience. In HTG we use the SWIPE model - Share With Intent and Purpose Everyday! It is not about what you can take, it is about what you can give. He who gives the most will ultimately win.
We ask for help when we need it
There is a very common misconception among many business owners - that asking for help is a sign of weakness and should never be done. Nothing could be further from the truth. The more mature a business becomes, the more that leadership team realizes that they don't have all the answers and it is much faster to learn from someone who has figured it out or been there and done that than have to make each mistake or learning on their own. Asking for help and learning from peers is a sign of maturity rather than weakness. So often business owners get into the "can't see the forest for the trees" situation. They are so close to the problem and have experienced it for so long they can't see it clearly and determine a new course of action. Bringing in some fresh eyes with different perspective can often take a problem that has plagued a business for many years and provide a solution very quickly. In HTG we use the SWOT process and take a team of peers onsite to help business owners identify and resolve business problems. But the key - you have to ask.
We share our financials openly
My how this seems to get some excited. There are a variety of thoughts around the sharing of financials and open book accounting - but for peers to make a difference they have to have transparency and access to the real information. That means opening the kimono and letting them see how things really are. The numbers are the numbers. If they are good, they are something to be learned from. If they are bad, they provide important information that can help turn things around. But without them, little can be done to really effectively make a difference in a company. In HTG we use Service Leadership's benchmarking tools to help us report and evaluate our financials. It is a critical tool in our program to help us evaluate our status.
We plan together around business and life
I have written much around this topic, and it is definitely core to the value of peers. Part of the process of planning needs to include having others review and comment on the roadmap you have laid out. In HTG we focus on four plans - business, leadership, life and legacy - and you can read about them in older posts on this blog. But the key is to use peers to evaluate the direction and destination you are heading and make sure it aligns with your stated objectives. You also want feedback on whether the steps you have identified as your action plan and strategies will actually get you there. Without solid planning - you can end up somewhere other than where you intended to go.
We execute together
Execution is the achilles heal for most of us that own a small business. It is not that we don't know what to do, we simply choose not to do it. Having a set of peers that will help drive you toward execution is critical. HTG has a goal of driving business and personal growth through execution. We know that by helping our members execute - we will help them move toward success.
We are accountable
Accountability is one of the misunderstood concepts in business today. It is not a matter of sitting back and waiting for someone to fail to achieve their goals so you can whack them upside the head and tell them to try harder. True accountability is when peers take each others goals on as their own, and when there is a struggle, they come alongside and help make sure each achieves the goals that have been set forth. That is the reality of what true accountabilty is. I am vested in and committed to helping others achieve success. When we do that - everyone wins.
There is no question that there is significant power in peers. It requires a deep commitment and a focus on others rather than self, but once that step is made and a person begins to invest in someone else, the good things begin and continue to make an impact for many years to come. HTG is looking for a few good partners who truly understand the value of peers. If you are looking to be involved in a life changing program, fill out the application and get involved today. Just remember that nothing changes until you actually do something. Thinking about it doesn't cut it!
Friday, July 3, 2009
One More SWOT Under the Belt
I was blessed this week to spend a couple days with Russ and the team of RJB as we performed a SWOT here in Philly. Russ is part of HTG14 and had requested some outside eyes to take a look at where his company is and help provide some guidance on where they should tweak a bit. Joining me were Michael Cocanower (HTG2) and Chris Chirgwin (HTG14). We arrived on Tuesday evening and started bright and early on Wednesday. The entire day was spent with Russ, his strong management team, and his staff at large. We met in small groups, large groups and one on one. As SWOT participants we turned over the rocks, looked in the closets and dug around all aspects of his business. As is always the case, we uncovered a few things that were news to everyone, but most of our findings were known or at least suspected. We ended a very long day with a great sandwich at Pat's King of Steaks where we got cheese steak "wit" and added some American cheese.
Day two we turned the tables and the management team at RJB grilled Chris, Michael and me for almost three hours with questions they had. The theme for this visit was growth and how to prepare for it - what things need to be put in place to allow the business to scale. Later in the day we presented our finding to the management team and then the entire company. We left them with some pretty large shifts in how they currently do things, and a task list that should keep them focused for the next months at a minimum. But the story doesn't end here. We also set up accountabilty for all to make sure that things really do change. It is so hard to stay focused on the transition when human nature pulls us to return to our comfort zone or past way of doing things. We aren't going to let Russ do that, nor his team for that matter.
One of the questions I answered over and over is why we do this. The answer is quite simple. Everyone who participates in the HTG SWOT process wants to make a difference. And the best way to do that is to give back. We all have warts and issues that we know exist in our businesses. So the fact that people need help is no mystery. But when owners give their time to help another, they learn more than the company being visited in most cases. I am sure that Chris and Michael would say that is true here. RJB was the focus, but the three of us all were talking to ourselves often as we gave suggestions and counsel to the team here, and we all have a list of things to go home and work on in our own company.
Expect to see some great things from the RJB team in the days ahead. It won't be because of our SWOT, but because of the focus and teamwork they will put together to make their company even greater. We may have played a small part in helping them realize just how well positioned they are to succeed, but the hard work will be done by Russ and the team and we will be watching and smiling and looking back saying I remember when.......
Day two we turned the tables and the management team at RJB grilled Chris, Michael and me for almost three hours with questions they had. The theme for this visit was growth and how to prepare for it - what things need to be put in place to allow the business to scale. Later in the day we presented our finding to the management team and then the entire company. We left them with some pretty large shifts in how they currently do things, and a task list that should keep them focused for the next months at a minimum. But the story doesn't end here. We also set up accountabilty for all to make sure that things really do change. It is so hard to stay focused on the transition when human nature pulls us to return to our comfort zone or past way of doing things. We aren't going to let Russ do that, nor his team for that matter.
One of the questions I answered over and over is why we do this. The answer is quite simple. Everyone who participates in the HTG SWOT process wants to make a difference. And the best way to do that is to give back. We all have warts and issues that we know exist in our businesses. So the fact that people need help is no mystery. But when owners give their time to help another, they learn more than the company being visited in most cases. I am sure that Chris and Michael would say that is true here. RJB was the focus, but the three of us all were talking to ourselves often as we gave suggestions and counsel to the team here, and we all have a list of things to go home and work on in our own company.
Expect to see some great things from the RJB team in the days ahead. It won't be because of our SWOT, but because of the focus and teamwork they will put together to make their company even greater. We may have played a small part in helping them realize just how well positioned they are to succeed, but the hard work will be done by Russ and the team and we will be watching and smiling and looking back saying I remember when.......
Friday, May 8, 2009
Another SWOT in the Bank
I have been in Dallas with three other HTG members doing a SWOT for Networking Results this week. Jeff Howard and his team have hosted Zack Schuler, Jeff Wood, Jonathan Warrey and myself for the last couple days. The NetRes team has been a fantastic host. We arrived Wednesday evening and started our time here with dinner at Trail Dust - a local restaurant where they cut your tie off if you wear one. Not an issue for me though - I surprisingly wasn't wearing a tie. (If you believe that let me know - I have some stuff to sell you). We started bright and early on Thursday morning and spent the entire morning with the executive team going over the 3-5 year vision and business plan, and then walking through the SWOT process with the management team. We had lunch with the entire staff except the management team and verified the information we had collected in the morning. The afternoon was filled with individual interviews and some team time reviewing our findings. Last evening we went to Salt Grass for dinner - Jeff treated us to a great steak and fun evening with the management team.
Day two involved some more time with the executive team, personal interviews and lunch at Pappasito's for some fajitas. The afternoon was busy with the creation of our recommendations for the NetRes team. The focus on this SWOT was to prepare the company for growth. They have been doing great the past few years, but want to accelerate growth and move much more quickly to becoming a larger company in the Dallas Metro. We shared our recommendations and findings with the executive team and determined buyin for the main recommendations we had for them. We put timelines and measurable objectives in place. Late this afternoon, we presented our findings to the entire NetRes team and helped create the expectations for change. That is the purpose of a SWOT visit - to bring rapid and structured change to the company we visit. Zach, Jeff, Jonathan and myself shared the findings, vision and proposed changes to the team. The group is excited and expectant. That is the normal result of a SWOT - people expect action so the SWOT team stays engaged for a while to watch the process and make sure things happen as planned. There are some major things on the plate to help move NetRes forward. Jeff, Doyle, Steve and the folks there are going to have a bright future as they execute the things that we put in place this week. It is SWOT visit #10 for me, and each time the experience is different but always impactful and fulfilling. I learn so much as we turn over rocks and examine how a business and its team ticks.
HTG is committed to helping our members in a number of ways. The SWOT process is just one of the many that we use to make a difference for our members.
Day two involved some more time with the executive team, personal interviews and lunch at Pappasito's for some fajitas. The afternoon was busy with the creation of our recommendations for the NetRes team. The focus on this SWOT was to prepare the company for growth. They have been doing great the past few years, but want to accelerate growth and move much more quickly to becoming a larger company in the Dallas Metro. We shared our recommendations and findings with the executive team and determined buyin for the main recommendations we had for them. We put timelines and measurable objectives in place. Late this afternoon, we presented our findings to the entire NetRes team and helped create the expectations for change. That is the purpose of a SWOT visit - to bring rapid and structured change to the company we visit. Zach, Jeff, Jonathan and myself shared the findings, vision and proposed changes to the team. The group is excited and expectant. That is the normal result of a SWOT - people expect action so the SWOT team stays engaged for a while to watch the process and make sure things happen as planned. There are some major things on the plate to help move NetRes forward. Jeff, Doyle, Steve and the folks there are going to have a bright future as they execute the things that we put in place this week. It is SWOT visit #10 for me, and each time the experience is different but always impactful and fulfilling. I learn so much as we turn over rocks and examine how a business and its team ticks.
HTG is committed to helping our members in a number of ways. The SWOT process is just one of the many that we use to make a difference for our members.
Saturday, February 14, 2009
The Power of SWOT
A team of HTG members have been on the ground here in Peoria this week performing a SWOT on HTG13 member Pearl Technology. Pearl is led by Greg Johnson and team and we have had a fantastic time interacting with the management team, execs and entire staff as we went through the process. I was joined by Jeff Howard, Jeff Wood, Steve Knutson and Peter Sorensen as we spent two very long yet productive days diving into all things from all angles and providing the team at Pearl with recommendations and suggestions for the future.
Each time we take a team to an HTG member company, the process is unique. While we all are in the technology business, each and every company serves a unique market with unique people. That keeps the SWOT process very fresh and exciting. We have a typical agenda we follow, but as is always the case, after the first couple hours it pretty much goes out the window and we make adjustments on the fly to provide the most value we can for our member company. That was no different this week.
The team spent time with employees but a significant portion of our time was spent with the management team focused on some of the core elements to their structure and market. Being in Peoria in this current economy - Caterpillar and all things associated play a huge part in how they go to market. You know it is a pretty important thing when the President of the US comes to town during our visit to speak to the folks at Cat. We thought that President Obama had heard about our SWOT and was coming to see us - but that didn't materialize. We did leave a long list of ideas and suggestions, and now the hard work begins for the team to tackle in order to drive Pearl to the next level.
A special thanks to the team that assembled here to do the hard work of performing the SWOT. Steve, Jeff, Peter and Jeff did a masterful job of turning over rocks and finding things that will make a difference for Pearl. They gave a few days of their life to serve, and they also all said they learned much themselves they can take back to their own company as part of the process as well. That is what happens when we give freely and serve - we are always blessed more than we feel we gave. Thanks guys, for sharing life and making a difference this week!
Each time we take a team to an HTG member company, the process is unique. While we all are in the technology business, each and every company serves a unique market with unique people. That keeps the SWOT process very fresh and exciting. We have a typical agenda we follow, but as is always the case, after the first couple hours it pretty much goes out the window and we make adjustments on the fly to provide the most value we can for our member company. That was no different this week.
The team spent time with employees but a significant portion of our time was spent with the management team focused on some of the core elements to their structure and market. Being in Peoria in this current economy - Caterpillar and all things associated play a huge part in how they go to market. You know it is a pretty important thing when the President of the US comes to town during our visit to speak to the folks at Cat. We thought that President Obama had heard about our SWOT and was coming to see us - but that didn't materialize. We did leave a long list of ideas and suggestions, and now the hard work begins for the team to tackle in order to drive Pearl to the next level.
A special thanks to the team that assembled here to do the hard work of performing the SWOT. Steve, Jeff, Peter and Jeff did a masterful job of turning over rocks and finding things that will make a difference for Pearl. They gave a few days of their life to serve, and they also all said they learned much themselves they can take back to their own company as part of the process as well. That is what happens when we give freely and serve - we are always blessed more than we feel we gave. Thanks guys, for sharing life and making a difference this week!
Sunday, June 1, 2008
SWOT Done
We completed our SWOT for IT Matters this week in Calgary. Nancy and I are now taking a few days in the Canadian Rockies here in Banff to relax and enjoy the wonders of this world. We saw the Columbia Ice Fields yesterday and took the drive up toward Jasper which is astounding. What an amazing world we get to live in. Tomorrow HTG10 starts in Calgary and I will be joining the folks there for some of their time in the afternoon. Stuart Crawford is leading the charge on this new group and I am excited to spend some time with them looking at their businesses and into their future.
So what did we learn from the SWOT this week. First of all, as is almost always the case, those of us on the team go home with probably more learning than those we came to serve. There is nothing that helps business owners and leaders define their own positions, evaluate their own companies, more than when sitting in a room in the position of helping others take a deep look at their company. I know that many of the things we identified for IT Matters to address are things I need to work on at HTS. So there is always a list of things for us to take back and get after in our own business.
I also learned just how darn talented members of the HTG family are. Brad Schow and Dan Hay are two guys that have their act together and provided fantastic value to the IT Matters team. It is a lot of work to prepare for, sit through, and follow up on a SWOT. That is why we have to do a very limited number of them for very specific purposes. But these guys really dove in and uncovered some key areas that will be valuable for the IT Matters team for years to come. Both of them will tell you they didn't really do anything, but that would be completely wrong. The value we all have for one another is really pretty simple. We need to listen, evaluate, apply our experiences, share our perspective and provide accountability for execution. That is what a SWOT is all about - a more formal way to live like we should live in our key relationships every day. These guys did it well and will be part of future SWOT engagements when it fits their schedules. I will gladly take them, or any of the others who have helped on previous SWOTs - Phil Kenealy, Lyf Wildenberg, Jeff Howard, Ken Shetler - hopefully I didn't forget anyone - it isn't rocket science but it is a willingness to share life and perspective at a deep level that makes a difference.
I do have a new nickname for my two amigos - Bubble Boys. They spent their free moments between sections or appointments addicted to the game on their Windows Mobile phones. Someone needs to write a cases study on the impact of games on WM6 users. Here are a couple you can study as it was good for laughs and competition. I am so pathetic at games like that I haven't even figured out how to play it.
I would be remiss in mentioning that Nancy spent the two days locked in the room with us recording all the interaction. She captured our questioning as well as the responses as that gives us the information to help us provide a clear set of recommendations. The outcome of a SWOT is just that - we did a one hour all staff meeting where we addressed issues we identified and suggested a course of action that needs to be taken by the ownership team. There were a dozen or more items that will be focused on and changes made based on what we shared. The team gets a direct line to the SWOT team to get things clarified and we now begin the task of providing accountability to Rob, Stuart and Tony to get things done. There is nothing worse as an outcome than to fail to perform after that report is presented. All teams get jazzed about the process and the pending outcomes, so it has to happen. That is why the process doesn't end when we leave, it really only just has begun.
Do you need someone to provide some outside perspective on what you are doing? Often it is pretty amazing how quickly people can see things that you have fallen over for weeks, months or years. It may not require a process as deep as the SWOT we do - maybe just inviting another business owner in to take a look for a hour or two will jump start your thinking. But it is important to not run your company in a silo. HTG is designed to help break us out of that tendency to think we need to do it alone. We don't, shouldn't and really can't. Not and achieve the real success we all want. So get involved, get creative, but open up. Often the hardest part of anything like this is admitting things need change. Here is a secret - I already know you are not running a perfect business - so get over it. We all need help. The key is you need to admit it and ask for it!
So what did we learn from the SWOT this week. First of all, as is almost always the case, those of us on the team go home with probably more learning than those we came to serve. There is nothing that helps business owners and leaders define their own positions, evaluate their own companies, more than when sitting in a room in the position of helping others take a deep look at their company. I know that many of the things we identified for IT Matters to address are things I need to work on at HTS. So there is always a list of things for us to take back and get after in our own business.
I also learned just how darn talented members of the HTG family are. Brad Schow and Dan Hay are two guys that have their act together and provided fantastic value to the IT Matters team. It is a lot of work to prepare for, sit through, and follow up on a SWOT. That is why we have to do a very limited number of them for very specific purposes. But these guys really dove in and uncovered some key areas that will be valuable for the IT Matters team for years to come. Both of them will tell you they didn't really do anything, but that would be completely wrong. The value we all have for one another is really pretty simple. We need to listen, evaluate, apply our experiences, share our perspective and provide accountability for execution. That is what a SWOT is all about - a more formal way to live like we should live in our key relationships every day. These guys did it well and will be part of future SWOT engagements when it fits their schedules. I will gladly take them, or any of the others who have helped on previous SWOTs - Phil Kenealy, Lyf Wildenberg, Jeff Howard, Ken Shetler - hopefully I didn't forget anyone - it isn't rocket science but it is a willingness to share life and perspective at a deep level that makes a difference.
I do have a new nickname for my two amigos - Bubble Boys. They spent their free moments between sections or appointments addicted to the game on their Windows Mobile phones. Someone needs to write a cases study on the impact of games on WM6 users. Here are a couple you can study as it was good for laughs and competition. I am so pathetic at games like that I haven't even figured out how to play it.
I would be remiss in mentioning that Nancy spent the two days locked in the room with us recording all the interaction. She captured our questioning as well as the responses as that gives us the information to help us provide a clear set of recommendations. The outcome of a SWOT is just that - we did a one hour all staff meeting where we addressed issues we identified and suggested a course of action that needs to be taken by the ownership team. There were a dozen or more items that will be focused on and changes made based on what we shared. The team gets a direct line to the SWOT team to get things clarified and we now begin the task of providing accountability to Rob, Stuart and Tony to get things done. There is nothing worse as an outcome than to fail to perform after that report is presented. All teams get jazzed about the process and the pending outcomes, so it has to happen. That is why the process doesn't end when we leave, it really only just has begun.
Do you need someone to provide some outside perspective on what you are doing? Often it is pretty amazing how quickly people can see things that you have fallen over for weeks, months or years. It may not require a process as deep as the SWOT we do - maybe just inviting another business owner in to take a look for a hour or two will jump start your thinking. But it is important to not run your company in a silo. HTG is designed to help break us out of that tendency to think we need to do it alone. We don't, shouldn't and really can't. Not and achieve the real success we all want. So get involved, get creative, but open up. Often the hardest part of anything like this is admitting things need change. Here is a secret - I already know you are not running a perfect business - so get over it. We all need help. The key is you need to admit it and ask for it!
Wednesday, May 28, 2008
SWOT Time in Calgary
I am on the road to Calgary to do a SWOT at IT Matters, a member of our HTG3 peer groups. Brad Schow and Dan Hay will be joining Nancy and me to spend a day and a half of intensive activity diving deep into the business. These events have been transformational for the companies that have experienced them over the last few years.
Why does it work to let other business owners come in and turn over the rocks? Because we often don't want to deal with the hard things in our businesses. We have relationships and patterns of communication that make it hard to really deal with the tough issues. We don't want to cause any unhappiness or disrupt friendships. We are afraid to do what we know needs to be done down deep inside us. So a SWOT allows some outsiders to come in and provide fresh sets of eyes to help drive change.
This will be a fun SWOT - the team from IT Matters has done a fantastic job of giving us background info and helping us be prepared to make a lasting impact. I look forward to seeing the company in a year as Tony, Rob and Stuart make changes and lead their team into 2009 with a new focus and level of accountability.
Why does it work to let other business owners come in and turn over the rocks? Because we often don't want to deal with the hard things in our businesses. We have relationships and patterns of communication that make it hard to really deal with the tough issues. We don't want to cause any unhappiness or disrupt friendships. We are afraid to do what we know needs to be done down deep inside us. So a SWOT allows some outsiders to come in and provide fresh sets of eyes to help drive change.
This will be a fun SWOT - the team from IT Matters has done a fantastic job of giving us background info and helping us be prepared to make a lasting impact. I look forward to seeing the company in a year as Tony, Rob and Stuart make changes and lead their team into 2009 with a new focus and level of accountability.
Thursday, January 24, 2008
Can you spell SWOT?
I am down in the Lonestar state doing a SWOT for a partner in HTG. Have you ever done this for your business? A SWOT Analysis is a powerful tool for understanding your Strengths and Weaknesses, and for looking at the Opportunities and Threats you face.
Used in a business context, it helps you carve a sustainable niche in your market. Used in a personal context, it helps you develop your career in a way that takes best advantage of your talents, abilities and opportunities. So it can have many purposes. Typically it is looked at through business eyes, but it can be a very revealing thing if you put yourself under that microscope.
What makes SWOT particularly powerful is that, with a little thought, it can help you uncover opportunities you may miss on your own. Fresh eyes almost always see things you miss. A different perspective always turns over the rocks and is able to show some opportunties that have lying at your feet for a while. And by understanding the weaknesses of your business, which none of us like to think about, you can manage and eliminate threats that would otherwise catch you unawares.
More than this, by looking at yourself and your competitors using the SWOT framework, you can start to craft a strategy that helps you distinguish yourself from your competitors, so that you can compete successfully in your market. We all have competition, and it is important for us to be aware and ahead in our planning.
As part of the engagement we also met with the management team, the employees not on the management team, and many of these individually one on one. There are four of us from other partners on the SWOT team. We spent an exhausting 12 hour day digging deep, turning over rocks, probing for hidden items that owners miss during the chaos of the day to day.
This is the sixth SWOT I have been blessed to lead and as always, it was a valuable exercise for the company we were working with. But the four of us on the SWOT team learned much as well as we "walk in their shoes for a mile" and have to learn and teach along the way. It is a great exercise to get your mind engaged and thinking.
How about the "victim" - the company we were SWOTting? Well it is an exhausting process as there is much prep they have to do. Of course the emotions run high as everyone expects this team to be finding things they don't want us to know about. But at the end of the day, as we share our findings and recommendations for the future, it almost always ends with an unbelievable burst of energy and people get the vision and understand how bright the future can be. Teams get energized and ready to attack the things that will take them to the next level. It all comes down now to EXECUTION, because our findings and report mean nothing if it is not put in place. But with solid execution and strong leadership, these kinds of deep introspection and hard work really do make a difference in a company. They can become watershed moments that springboard people to a new level adn re-energize their company to achieve much more.
It takes guts and trust to open up your company to a team that wants to look at everything, and I mean everything. This is not for the faint of heart. But the real risk is that your team expects action when the SWOT team leaves. There is no room for just learning what could happen. There is now an expectation that change WILL happen and they want to be part of driving it NOW. So don't take part in things like this unless you are serious about change. Your team will become quickly disenfranchised if the work is done in review and recommendation but no activity occurs. That said, I encourage everyone to consider where you are and if you are at a plateau that is blocking you. Or you just want to become a much better organization. A SWOT may very well be exactly what you need.
Used in a business context, it helps you carve a sustainable niche in your market. Used in a personal context, it helps you develop your career in a way that takes best advantage of your talents, abilities and opportunities. So it can have many purposes. Typically it is looked at through business eyes, but it can be a very revealing thing if you put yourself under that microscope.
What makes SWOT particularly powerful is that, with a little thought, it can help you uncover opportunities you may miss on your own. Fresh eyes almost always see things you miss. A different perspective always turns over the rocks and is able to show some opportunties that have lying at your feet for a while. And by understanding the weaknesses of your business, which none of us like to think about, you can manage and eliminate threats that would otherwise catch you unawares.
More than this, by looking at yourself and your competitors using the SWOT framework, you can start to craft a strategy that helps you distinguish yourself from your competitors, so that you can compete successfully in your market. We all have competition, and it is important for us to be aware and ahead in our planning.
As part of the engagement we also met with the management team, the employees not on the management team, and many of these individually one on one. There are four of us from other partners on the SWOT team. We spent an exhausting 12 hour day digging deep, turning over rocks, probing for hidden items that owners miss during the chaos of the day to day.
This is the sixth SWOT I have been blessed to lead and as always, it was a valuable exercise for the company we were working with. But the four of us on the SWOT team learned much as well as we "walk in their shoes for a mile" and have to learn and teach along the way. It is a great exercise to get your mind engaged and thinking.
How about the "victim" - the company we were SWOTting? Well it is an exhausting process as there is much prep they have to do. Of course the emotions run high as everyone expects this team to be finding things they don't want us to know about. But at the end of the day, as we share our findings and recommendations for the future, it almost always ends with an unbelievable burst of energy and people get the vision and understand how bright the future can be. Teams get energized and ready to attack the things that will take them to the next level. It all comes down now to EXECUTION, because our findings and report mean nothing if it is not put in place. But with solid execution and strong leadership, these kinds of deep introspection and hard work really do make a difference in a company. They can become watershed moments that springboard people to a new level adn re-energize their company to achieve much more.
It takes guts and trust to open up your company to a team that wants to look at everything, and I mean everything. This is not for the faint of heart. But the real risk is that your team expects action when the SWOT team leaves. There is no room for just learning what could happen. There is now an expectation that change WILL happen and they want to be part of driving it NOW. So don't take part in things like this unless you are serious about change. Your team will become quickly disenfranchised if the work is done in review and recommendation but no activity occurs. That said, I encourage everyone to consider where you are and if you are at a plateau that is blocking you. Or you just want to become a much better organization. A SWOT may very well be exactly what you need.
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