Introduction
1.0 Accountability
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1.0 There is accountability for all employees and suppliers (11:03)
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1.1 All employees understand every aspect of what it takes to succeed in their role (16:17)
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1.2 All employees report to their peers weekly on the two KPIs which define their role (15:50)
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1.3 Failure has a consequence that is transparent and is known by all employees and suppliers (16:56)
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1.4 All team meetings are conducted with an agenda and data is available to effectively make decisions during meetings (12:23)
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1.5 Internal and external employees and suppliers who do not consistently perform are rapidly removed from the business (16:50)
2.0 Ambassador
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2.0 The CEO performs a strategic role as an ambassador (9:59)
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2.1 The CEO has a system to build a public profile such as industry forums, industry leadership, blogging or speaking (9:52)
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2.2 The CEO attends all major customer contract signings or product launches (7:20)
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2.3 All employees learn Core Values and Core Purpose stories monthly from the CEO (11:11)
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2.4 All new employees are welcomed by the CEO either physically or virtually within their first week of employment (9:41)
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2.5 Every quarter the CEO launches the company plan and priorities to all employees (9:44)
3.0 Culture
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3.0 A positive culture unites the team and attracts the right people (12:24)
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3.1 Core Values and Core Purpose are known by all employees (12:53)
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3.2 There is a qualitative and quantitative system of feedback between all employees and leaders (14:34)
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3.3 Ideal Employee needs are identified and the Employee Promise is helping to attract the best employees at the pay you offer (26:31)
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3.4 Employee Promise KPIs are measured weekly and performance is displayed all around the business (11:40)
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3.5 Where Core Values breaches occur employees are reprimanded or terminated (13:14)
4.0 Strategy
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4.0 The company's strategy delivers a unique and valuable position in the marketplace which is different to competitors (11:40)
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4.1 Quarterly and annually the leadership team meets offsite to reflect, evolve the company strategy and set priorities (15:52)
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4.2 The company's long term 10+ year BHAG® is known by all staff and actions are taken each quarter to progress toward the BHAG® (9:23)
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4.3 Ideal Customer needs are identified and the Brand Promise is helping to attract the best customers in the market (15:10)
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4.4 Brand Promise KPIs are measured weekly and performance is displayed all around the business (6:15)
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4.5 Each key product or service contributes to the company hedgehog and any which do not are discontinued (14:15)
5.0 Succession Planning
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5.0 Succession Planning - Key risks to the business are reduced through succession planning (8:05)
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5.1 Each significant role within the organisation has a virtual bench of at least two people who are contacted quarterly (8:01)
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5.2 Products and services at risk of decline or disruption are mapped quarterly and actions identified to replace these revenues (6:56)
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5.3 Suppliers at risk of decline or disruption are mapped quarterly and actions identified to replace these suppliers (7:28)
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5.4 All decisions on new opportunities, new staff or new investments are evaluated against a documented set of criteria (13:31)
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5.5 Each leader in the business has appointed a clear successor who could replace them from within (7:30)
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