Prior to communicating priorities |
Brings in recognized management consulting firm to assist. |
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Hosts a series of off-site planning retreats. |
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Gains leadership commitment to company priorities and major initiatives for the fiscal year. |
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Creates SIM Summary, Value Proposition, and stakeholder communication plan for
subsequent use and distribution. |
| (Investment = 30 FTE Days) |
| |
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Communicating Priorities |
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Facilitates a number of "town meetings" to directly communicate company priorities
and major initiatives for the year using SIM Summary and Value Proposition. |
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Publishes "town meeting" minutes, SIM Summary, and Value Proposition to the web for
access by all employees. |
| (Investment = 10 FTE Days) |
| |
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Reinforcing and Communicating Progress of Priorities |
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Provides internal web access to real-time Leadership Operating System (LOS) Monitor. |
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Holds direct reports accountable to constantly reinforce "verbatim" the corporate
message. |
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Through "just ask" email/chat and monthly articles in company newsletter provides
answers to questions and reinforcement of corporate message. |
| (Investment = 12 FTE Days) |
| |
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EMPLOYEE SURVEY RESULTS... |
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"Feels leadership has a clear direction for the company." |
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"Believes communications is much better between leadership and the rest of the organization." |
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"More clearly understands how their individual efforts support and contribute to the realization of company priorities." |
 Internal communications costs >15%
 Stakeholder "buy-in" to major initiatives >20%
Resistance to change >20%
Time and resources to implement major initiatives >10%
Employee morale >15%
Approval of corporate leadership >20%
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A "day in the life of a CEO" compares and contrasts the investments (time, money, resources) and return on investments (ROI) of two CEOs preparing, communicating, and reinforcing their corporate priorities to their employees. Paul had access to our methods and tools, Jim did not.