Hoke Rose

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Greatness Through Focus Sustained Execution

• Hoke Rose

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Sustained Readiness is the Game
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Brutal Reality for You?

• OpTempo/The day job is eating me upno time
• Lack of direction, too many priorities
• Lack of people/ to cover it all
• Lack of personal accountability for results
• Poor coordination across functional lines
• Arbitrary budget re-alignments
• Bungee bosses/slow decision making
• Go-to folks vs. the Slackers

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The Stockdale Paradox

• The pessimist
• Expects the worst outcome possible.
• Were all screwed up.

• The optimist
• Expects the best outcome possible.
• All is well.

• The realist
• Faces facts.
• Concerned with practical matters and practical
  outcomes.
  
• Given this ugly reality, failure is not an
  option.

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FranklinCoveys Approach
The Solution
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Agenda

• Great Athletes
• Great Quarterbacks Coaches
• Well-executed Playbooks
• You need all of these to Sustain Mission
  Accomplishment and to Take Care of Your People!
  

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All Decisions Shape My Character

• On your journey through life, how effectively do
  you
  
• deal with

• Messy people?
• The Hairball of stuff you gotta get done?

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Great Athletes Have Great Habits
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Great Athletes Know How to Balance

• Finances

Relationships
Sex, Drugs, and Alcohol

• Fitness

Mission or Assignment
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John WoodenManaging Yourself First
Next Best
UCLA
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Failure is Not an Option

• When U.S. Navy Commander Mike Abrashoff took over
  command of the USS Benfold, it had the worst
  combat-readiness and performance record in the
  entire fleet.

D. Michael Abrashoff Former commander,USS Benfol
d

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Beginning With the End in Mind

• Within 18 months, under Commander Abrashoffs
  leadership, the USS Benfold won the Spokane
  Trophy for best ship in the Pacific Fleet
  
• Highest gunnery score in history (104.4 out of
  105 possible points).
  
• 19 days to complete pre-deployment cycle (Navy
  average 52 days).
  
• 100 retention rate for career sailors (Navy
  average 54).

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Sharing Your Wildly Important Goals

• Goals cannot sound noble but vague. Targets
  cannot be so blurry they cant be hit. Your
  direction has to be so vivid that if you randomly
  woke one of your employees in the middle of the
  night and asked him, Where are we going? he
  could still answer in a half-asleep stupor.
• Jack Welch
• Former CEO, General Electric

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A Well-Executed Playbook

• Three key attributes of Execution
• (What Matters Most)
• 2. Root-Causes for Breakdowns in Execution
• (What gets in the way)
• The Disciplines of Execution
• (What to do about it)

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Commands that Execute
Sound Simple? Space Goals, Anyone?
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Secure the Building!

• Sailor Waxes the floor, closes the door.
• Soldier Locks the doors.
• Marine Kicks in the door.
• Airman Declares the property uninhabitable and
  takes out a 7-year lease.

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The Primary Problem in Execution
The Hairball (Day Job) is in direct conflict
with the true priorities of your command.
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Systematic Recruiting Works if the Playbook is
clear
Create support structures to Do it
Know the Goal
Know the Activities
Who?
Conduct 4 Interviews to gain one Contract
Group Street Recruiters
Do What Consistently?
1. Create new PAC card 2. Review Working File 3.
Schedule Interviews 4. Verify transportation mod
e to interview within
12 hour window
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But, if Street Recruiters Re-define the Goal Line
Create support structures to Do it
Know the Goal
Know the Activities
Who?
Auto-reset to 2 contracts? 3 contracts? 1.5
contracts?
Group Street Recruiters
Do What Consistently?
1. Set up pipeline process 2. Manage expectations
with the Boss 3. Hold off on existing sales un
til next month

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6 Root-Causes for Breakdowns
Know the Goal
1. Clarity
Do they know what is most important?

Fill Rate or Combat-dead-lined equipment?
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Root-Causes for Breakdowns
Know the Goal
Know the Activities
2. Translation
1. Clarity
Do they know what to do and how to do it?

Formal vs. Informal Processes
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Root-Causes for Breakdowns
Create support structures to Do it
Know the Goal
Know the Activities
2. Translation
1. Clarity
3. Commitment
Are they committed to the goal and their role in
it?
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Root-Causes for Breakdowns
Create support structures to Do it
Know the Goal
Know the Activities
4. Enabling
2. Translation
1. Clarity
3. Commitment
Do we make it easy for them? NNSY Clear the
Path
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Root-Causes for Breakdowns
Create support structures to Do it
Know the Goal
Know the Activities
4. Enabling
2. Translation
1. Clarity
5. Synergy
3. Commitment
Do we work effectively together?
Best Idea Wins!
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Gen McKissock Status Quo
Create support structures to Do it
Know the Goal
Know the Activities
4. Enabling
2. Translation
1. Clarity
5. Synergy
3. Commitment
6. Accountability
Do we hold each other accountable all of the
time?
1st FSSG and Status Quo
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Root-Causes for Breakdowns
Create support structures to Do it
Know the Goal
Know the Activities
1. Clarity
2. Translation
4. Enabling
5. Synergy
6. Accountability
3. Commitment
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Actual xQ Scores for U.S. Military
Create support structures to Do it
Know the Goal
Know the Activities
1. Clarity 54
2. Translation 54
4. Enabling 49
5. Synergy 46
3. Commitment 60
6. Accountability 49
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Pilot Projects for Work Teams
Maximizer
4-6 Months
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Next Steps

• 3 Qualifying Questions
• Whats the impact of not doing anything?
• If interested in this approach, what has
  prevented you from doing this before now?
  
• If we could help you move people from the not
  yet to the model behavior, would you be
  willing to partner with us?
  
• hoke.rose_at_franklincovey.com
• [phone]
• steve.kovalenko_at_franklincovey.com
• [phone]