1. Problem to solve
   1. One thing/It
      1. Goal and objectives?
      2. Efficiency?
      3. Financials?
      4. Technology?
      5. Past Trends?
      6. Research?
      7. Performance?
      8. Measurement?
      9. Methods & Regulations?
      10. Quality?
      11. Risk Reduction?
      12. Resources?
      13. Control?
      14. Timing?
      15. Policy?
      16. Procedures?
      17. Training & Development?
      18. Teams & Relationships?
      19. Community Relation?
      20. Customer Relation?
      21. Recognition?
      22. Communications?
      23. Culture and Values?
      24. Competition?
      25. Environment?
      26. Future Trends?
      27. New Concepts?
      28. Nation and World?
      29. Vision and Purpose?
      30. Long-term strategy?
2. Client
3. Management & Operations
   1. The primary elements of ALL solid management structures
      1. 360 review
      2. Change management
      3. Communications
      4. Decision Making
         1. 6 Hats
         2. Limiting beliefs
         3. Behavioral activities
         4. Perceptual perspectives
      5. Delegation
      6. Engage & mobilize
      7. Execution
      8. Goal setting exploration
      9. Inner game
      10. Biulding high performance teams
      11. Overcoming overwhelm
      12. Sphere of Influence
      13. Strategic planning
      14. Building trust
   2. Step-by-Step Tooling
      1. 4 DX
      2. Organizational Chart
      3. Setting the Stage for Growth
      4. Hiring & Firing
      5. Employee Performance
      6. New Role
         1. Why are you here?
            1. Was this a position that you actively sought?
            2. Were you given the job as a “natural” candidate for the position?
            3. What motivated you to take this role?
            4. Why do you think you were chosen for this role?
            5. What skills and experience do you currently have that could make you a good manager and leader?
            6. What are you most apprehensive about?
            7. Why?
            8. What will be your key challenges?
            9. Why?
            10. What do you plan to do to address these challenges?
         2. Why were you promoted?
            1. How will you use your technical expertise and managerial responsibility to add value in your new position?
            2. What are the top ways that you’ll add value in your new role?
         3. Organizational Objectives
            1. What is your organization’s mission?
            2. What is its guiding vision?
            3. What is the organization’s strategy?
            4. What strategic objectives is it pursuing currently?
         4. Responsibilities
            1. list
         5. Projects
            1. Current
            2. How do each of these projects enhance and support the organization’s mission, vision, and strategy?
            3. How will you help your people see this link?
            4. And how will you keep this link in mind?
            5. Intended
            6. How do each of these projects enhance and support the organization’s mission, vision, and strategy?
            7. How will you help your people see this link?
            8. And how will you keep this link in mind?
         6. Logistics
            1. Anything need addressing?
            2. Office space
            3. Meeting space
            4. Relocation?
            5. Additions?
      7. Your Role/Responsibilities
         1. Responsibilities
         2. Expectations
         3. Rights to execute
         4. Developing future business for growth
         5. Handling the day-to-day activities that generate current cash flow
         6. Skills development
            1. Tools
            2. list
            3. Knowledge
            4. list
            5. Information
            6. list
            7. Training
            8. list
      8. Decision Making
         1. 6 Hats
         2. Limiting beliefs
         3. Behavioral activities
         4. Perceptual perspectives
      9. Delegation
         1. Communication
         2. Track-ability
         3. Follow thru
         4. Fun factor
      10. Execution
      11. Inner game
      12. The 4DX
          1. Principle
             1. Discipline 1: Focus on the Wildly Important
             2. To identify a WIG, ask, “if every other aspect of our operation remained at its current level, what is the one area where change would have the greatest impact?”
             3. No team focuses on more than two WIGs at the same time
             4. The battles you choose must win the war (achieve the WIG outcome)
             5. Team leaders can veto but not dictate
             6. All WIGs must be measurable and have a finish line
             7. Discipline 2: Act on Lead Measures
             8. Lag measures are the end results you are working toward with your WiG, such as revenue, profit, inventory turns or customer satisfaction.
             9. Lead measures are the high-impact actions your team must take to reach the goal.
             10. A good lead measure has two basic characteristics:
             11. 1) It’s predictive of achieving the goal
             12. 2) It can be influenced by the team
             13. Discipline 3: Keep a Compelling Scoreboard
             14. Rules for a compelling scoreboard:
             15. 1. It has to be simple
             16. 2. It has to be visible to the team
             17. 3. It has to show lead and lag measures
             18. 4. It has to immediately show the team if it is winning or losing
             19. Discipline 4: Create a Cadence of Accountability
             20. Have regular WIG meetings
             21. WiG meetings should have three components:
             22. 1. Reporting on the status of their commitments
             23. 2. Review of the scoreboard
             24. 3. Defining what needs to be achieved by the next meeting
             25. The whirlwind is never allowed into a WiG meeting.
          2. The 5 stages of behavioral change
             1. Getting Clear/Evangelization
             2. Educate/Identify WIGs
             3. Train/Set Expectations
             4. Develop processes & teams
             5. Controlling calendar-initiate
             6. Strategize/Lead Measures
             7. Score Boards/Accountability
             8. Listen and answer
             9. Launch
             10. Team(s) evolution
             11. Controlling calendar-develop
             12. Measure
             13. Listen and answer
             14. Adoption
             15. Integrating new behaviors
             16. Push & Pull on the list above
             17. Document
             18. Listen and answer
             19. Optimization
             20. Engagement
             21. Create your answering (peer) team
             22. Have and maintain meetings
             23. Listen and answer
             24. Habituate
             25. Cultural integration of WIGs and results
             26. New higher standards of service/productivity are the norm
             27. Listen and answer
             28. Anchor the process
             29. Listen and answer
             30. Follow up
          3. You must have both vision and execution to have success.
          4. The biggest danger is in trying to implement too much at one time.
      13. Organizational Chart
      14. Setting the Stage for Growth
          1. Benefits for your you/customers
             1. You will have a clear written statement of what your business will be when it is completed.
             2. You will be able to identify a sense of direction that will motivate you and your employees - a dream to strive for.
             3. You will have a basis for decision making, planning, and business development activities.
          2. Benefits to your business
             1. The business will have a stable, not static plan, that can change in response to major shifts in competition, trends, and markets.
             2. Employees will understand the direction of the business and how to align their individual tasks with the common direction of the business.
          3. In order to be strategic in your business you have the end destination in mind.
          4. There is a process to convert your vision into actionable goals and final results.
          5. Vision
             1. Idea Joggers
             2. Problem you solve
             3. Products and services
             4. What you or your organization does best
             5. Target markets served
             6. Value you provide and to whom
             7. Number and location of offices
             8. Processes you oversee
             9. Technologies you have in place
             10. Types of employees/contractors
             11. How big can your organization/career get?
             12. Key milestones needed?
             13. What else about your vision?
             14. Creative ways to get there
             15. Close your eyes and what do you see: Metophore present, metaphore future
             16. Go online and grab a pictures
             17. What you or your organization does best
             18. Target markets served
             19. Value you provide and to whom
             20. Number and location of offices
             21. Processes you oversee
             22. Technologies you have in place
             23. Types of employees/contractors
             24. How big can your organization/career get?
             25. Key milestones needed?
             26. What else about your vision?
             27. For Your Career
             28. For Your Organization or Area of Responsibility
          6. Goaling
             1. 1 Year Goals
             2. Share this with your coach
             3. Tell your story
             4. Quarterly Action Plan
             5. Where are you?
             6. Where do you want to go?
             7. How will you get there?
             8. How commited are you?
             9. Share this with your coach
             10. Tell your story
             11. Controlling Calendar
             12. 1. Write the project or activity at the top of the exercise where it says Objective
             13. .2. In the left column, list all the actions required to complete the project or activity where it says Tasks
             14. .3. Identify by when each action/task needs to take place and who will be responsible for it
             15. .4. Post and share with team to track progress
             16. Controlling Calendar System.xlsx
             17. Be Smart
             18. S pecific
             19. M easurable
             20. A ttainable
             21. R ealistic
             22. T imely
      15. Hiring & Firing
      16. Employee Performance
      17. Change management
      18. Communications & Critical conversations
          1. Self Disclose
          2. Be Genuine
          3. Listen
          4. Show Humility
          5. Communicate Simply & Powerfully
             1. Public Speaking Assessment
             2. Be the Message
             3. Be Authentic
             4. Listen with Purpose
             5. 6 Approaches
             6. Awareness
             7. Move Things Forward
             8. Presenting Status & Issues
             9. The Rule of 3
             10. Communication as a Crucial Process
      19. Engage & mobilize
      20. Goal setting
      21. Strategic planning
      22. Building trust
      23. Conflict resolution
      24. Stakeholder relations
          1. Who’s affected by your transition to management, and who will your work affect when you’ve completed this transition? Use the groups of people listed above to help you think about this.
          2. Who can influence your success but isn’t directly responsible for it? (These will be people external to your team.)
          3. Who will give you the most support in your transition?
          4. Who will be your "Mentor" Stakeholder?
             1. Is there a mentoring program in your organization that you can use? How can you get involved?
             2. Who else could you learn from?
             3. Who has insight and perceptiveness that you find inspiring?
             4. Who has had a similar background and experience to you, and has been successful in a similar role?
             5. Whose experience could you learn the most from?
          5. Will there be anyone who wants to see you fail?
          6. What external groups or organizations are affected by your team’s activities?
          7. Is there anyone else interested in the success of your team?
          8. Now list your Stakeholders
      25. Leadership
          1. Communications
          2. Structure
          3. Inspiration
          4. Edge
          5. Skills development in others
          6. Inspiration
          7. Delegation
      26. Stakeholder Action Plan
          1. How you are going to get to know your boss?
          2. How you are going to get to know your team members?
          3. How you are going to get to know your peers?
          4. How you are going to get to know senior managers?
          5. Who else is on your list? What will you do?
4. Culture & Leadership
   1. The primary skills/tools of ALL good leaders
      1. Vision
      2. Mission
      3. Edge
      4. Key Performance Indicators
      5. Top 3-5 Initiatives
      6. Professional Relationships
      7. Development
      8. The talents that we like to use include
      9. We use/express those talents with the following activities
      10. The contribution we want to make in the world through our work
      11. What makes us passionate about what we do
      12. 360 review
      13. Change management
      14. Collaboration
      15. Communications
      16. Decision Making
          1. 6 Hats
          2. Limiting beliefs
          3. Behavioral activities
          4. Perceptual perspectives
      17. Delegation
      18. Engage & mobilize
      19. Execution
      20. Goal setting exploration
      21. You inner game
      22. Biulding high performance teams
      23. Overcoming overwhelm
      24. Sphere of Influence
      25. Strategic planning
      26. Building trust
   2. Step-by-Step Tooling
      1. Culture
         1. Designing your culture
            1. Your culture is what happens when you are not there.
            2. The culture may have to be modified as your business grows.
            3. Your culture must be cultivated; you can’t create it by decree.
            4. Your culture is an indication of your leadership.
            5. Everything in your business is “top down”.
            6. How well you communicate, who you hire, how they are trained and managed, and what you focus on or avoid creates your culture.
            7. Energizing your team does not have to be expensive.
         2. Recruiting, Hiring, Training and Retaining the Right People
            1. Systems, systems, systems
         3. Motivating Your Team for Greater Results
            1. Financial statements
            2. Determine relevant metrics.
            3. Monthly - review, ask key questions about what is happening in the business on a real time basis.
            4. Quarterly - review, ask key questions about what is happening in the business on a real time basis.
            5. Course correct and correct and correct.
            6. Performance culture
            7. Critical drivers
            8. Performance bonuses
            9. Repeat
         4. Coaching-Based Leadership with Critical Conversations
            1. Prepare for the conversation.
            2. Identify and describe the problem and impact.
            3. Ask for the employee’s view.
            4. Get agreement that a problem exists.
            5. Mutually explore causes and solutions.
            6. Create an action plan.
            7. Set a follow up time.
            8. Repeat and do often.
      2. Values
         1. For Your Career
            1. My top 5 non-negotiable core values include:
            2. Examples of how I live these values
            3. Examples of how I don't live these values and can do better
            4. Optional: What I will not tollerate
         2. For Your Organization or Area of Responsibility
            1. My organization's 5 non-negotiable core values include:
            2. Examples of how we live these values
            3. Examples of how we don't live these values and can do better
            4. Optional: What we will not tollerate
      3. Vision
         1. Idea Joggers
            1. Problem you solve
            2. Products and services
            3. What you or your organization does best
            4. Target markets served
            5. Value you provide and to whom
            6. Number and location of offices
            7. Processes you oversee
            8. Technologies you have in place
            9. Types of employees/contractors
            10. How big can your organization/career get?
            11. Key milestones needed?
            12. What else about your vision?
         2. Creative ways to get there
            1. Close your eyes and what do you see: Metophore present, metaphore future
            2. Go online and grab a pictures
            3. What you or your organization does best
            4. Target markets served
            5. Value you provide and to whom
            6. Number and location of offices
            7. Processes you oversee
            8. Technologies you have in place
            9. Types of employees/contractors
            10. How big can your organization/career get?
            11. Key milestones needed?
            12. What else about your vision?
         3. For Your Career
         4. For Your Organization or Area of Responsibility
      4. Mission
         1. For Your Career
            1. My talents that I like to use include
            2. I use/express those talents with the following activities
            3. The contribution I want to make in the world through my work
            4. What makes me passionate about what I do
            5. I will use my --- by --- in order to create a world in which ---
         2. For Your Organization or Area of Responsibility
            1. The talents that we like to use include
            2. We use/express those talents with the following activities
            3. The contribution we want to make in the world through our work
            4. What makes us passionate about what we do
      5. Designing Your Company Culture
         1. Key points
            1. 1.0 Your culture is what happens when you are not there.
            2. 1.1 The culture may have to be modified as your business grows.
            3. 1.2 Your culture must be cultivated; you can’t create it by decree.
            4. 2.0 Your culture is an indication of your leadership.
            5. 2.1 Everything in your business is “top down”.
            6. 2.2 How well you communicate, who you hire, how they are trained and managed, and what you focus on or avoid creates your culture.
            7. 2.3 Energizing your team does not have to be expensive.
         2. Compelling questions to drive conversation.
            1. Do you believe that having a happy, productive, and supportive culture in your company is an indication that your systems are working?
            2. If you have a sudden change in culture, how would you go about searching for the cause of the change and how would you make corrections?
            3. Why is the failure of a system often the symptom to look for when a change in your culture occurs?
         3. Strong, productive cultures are built over time
            1. Values
            2. Vision
            3. Mission
            4. Communications
         4. Action Items & Considerations-21 ways you can incentivize your employees and create a remarkable company culture.
            1. 1. Blow out the candles.
            2. Host a monthly hour-long birthday breakfast for any employee with a birthday that month
            3. 2. Offer an educational assistance program.
            4. Whether a CE program, college course or free online webinar, encourage your employees to continuously widen their skill set.
            5. 3. Create your own "Club Med."
            6. Set aside a quiet space or unused office in your business where employees can take their break, nap or otherwise re-center themselves. Spruce up the area with a nice coat of paint, leadership books, the latest copy of America's Pharmacist, board games, team photos, and customer feedback.
            7. 4. Turn the company into a teaching facility.
            8. Share your knowledge as a small business owner and professional and help them acquire more marketable skills. Tap into your teams' knowledge and have them teach as well.
            9. 5. Host a monthly team activity that the entire team is required to attend on the clock.
            10. Determine who should be in charge of planning these events and have them check out team bonding ideas for independent pharmacies.
            11. 6. Set up a loan program that provides up to one week's pay at zero interest.
            12. The loan is paid back through payroll deductions over six months.
            13. 7. Look after those that matter to your employees.
            14. Show your appreciation for your employees by involving their families in their work life and work-related social activities. From family movie nights to “Bring your Child (or pet) to Work Day,” these activities can go a long way to making good on your commitment to, and appreciation of, your employees and those who support them.
            15. 8. Give them the day off on their birthday.
            16. 9. Verbally acknowledge a job well done.
            17. Start a rewards program in your store. Or, gather 5 quarters and make it your goal to move all of the coins from one pocket to the other by the end of the day. You are allowed to transfer a quarter each time you commend an employee.
            18. 10. Budget $60 a week to stock the break room with healthy(ish) groceries.
            19. - oatmeal, fresh fruit and vegetables beverages, coffee and tea, cold cuts, etc.
            20. 11. Upgrade their tools.
            21. An employee might desire equipment that will make his job easier or work more efficient. For instance, an ergonomic back support, keyboard or padded floor mat.
            22. 12. Require your high school employees to stay an extra hour to do their homework. (Make sure to pay them.)
            23. 13. Your employees write a handwritten note to your customers every day, right?
            24. Now it's your turn to recognize them with a special card.
            25. 14. Offer memberships and discounts to local businesses.
            26. Whether it’s a discounted gym membership, access to your season tickets, or movie tickets, these can help promote employee well-being as well as help leverage relationships with other local businesses.
            27. 15. Without being nosy, ask your employee's what's going on in their life.
            28. Let them know you are there to help, if needed.
            29. 16. Create a 4-walls “safe house” where no negativity is allowed.
            30. You want your employees to feel good about themselves, have fun, and enjoy coming to work.
            31. .17. Give them a place to park.
            32. Reserve the best parking spot for employees who've done something truly worthwhile.
            33. 18. Recognize employees across all your business functions for completing critical projects or reaching certain goals.
            34. Incentives aligned with individual critical drivers, achievements or team-based success can go a long way to aligning and motivating your employees around your business objectives. (Remember those baseball or movie tickets.)
            35. 19. Introduce flextime.
            36. Allowing your employees to enjoy more flexible schedules is a great incentive for attracting and keeping high performing employees. It doesn’t mean that they work less time; it just means they have the benefit of working the hours that you mutually agree on outside the traditional confines of a 9-to-5 work day. While flextime may not be appropriate for your employees on the floor, it may work for those behind the scenes.
            37. 20. Ask about their professional and personal dreams.
            38. Let your team know you want to help them achieve their dreams since they are helping you achieve yours.
            39. 21. Take your employees’ wellness seriously.
            40. Losing just one employee to frequent sick days or a prolonged illness can be frustrating and a drain on resources as a lean company. Examples: create a wellness program (physical, mental and even fiscal); extend the lunch hour once a week to allow employees to take a “30-minute power walk or offer prizes for quitting smoking.
      6. Leader Work
         1. BE THE MESSAGE
         2. Communicate authentically
         3. Take responsibility for impact
         4. Stop tolerating poor performance
         5. Set expectations
         6. 10 new routines/metrics/habits
         7. Change own behavior
            1. Delegate
            2. Successfully Delegating Work in 6 Steps
            3. 1. Know What You Want
            4. 2. Express What You Want Clearly
            5. 3. Set Expectations
            6. 4. Trust
            7. 5. Let Them Do It Their Way
            8. 6. Communicate and Follow-Up
            9. Be Organized
            10. Lead By Example
            11. Take Ownership and Responsibility
            12. Communicate Effectively
         8. Shift attitude to reflect new culture
            1. Passion
            2. Know Your People
            3. Be a Follower.
            4. Great Listener
            5. Be Brave and Honest
         9. 360 Assessment
      7. Recruiting, Hiring, Training and Retaining the Right People
         1. Key Points:
            1. 1. Recruiting - You will discover the key sources for finding prospects for new employees.
            2. Possible sources
            3. Friends of staff — set up a referral program
            4. Schools — intern placement
            5. Certification programs
            6. Associations — targeted listings or mailing
            7. Newspaper ads
            8. (.Online: Craigslist, Indeed, etc...
            9. Recruiting and staffing firms
            10. Where you encounter great customer service
            11. Always have a business card on hand as you shop. When you find someone who might be a good fit, say something like “If you know of someone who is as good as you are, have them call me.” It’s an indirect way of recruiting either the person that just took care of you or someone
            12. 2. Hiring - You will have a procedure to screen prospects to ensure a good fit with your company and the specific job opportunity.
            13. New Hire Process Instructions.pdf
            14. Interview Questions.pdf
            15. Interview Questions-Reference.pdf
            16. Phone Interview-Printable Form.pdf
            17. What testing will you do?
            18. 3. Training - You will have a process to fully integrate the new hire into your company and to make an integrated member of your team.
            19. Important areas to cover
            20. Who they report to
            21. Skill development
            22. Knowledge development
            23. Meeting company & position standards
            24. Embracing the team culture
            25. Weekly progress reports
            26. Determine who is responsible for managing the new hire and overseeing their training. Meet with them weekly for progress updates.
            27. PDS has created a number of programs to support training your team new hires and staff.
            28. Technician Training Program
            29. How to Be a Customer Service Guru
            30. Business Etiquette
            31. Flashcards
            32. 4. Retaining - You will have a process to support team development and employee retention so that you can further build upon the asset that your team has become.
            33. Motivating Factors
            34. Interesting work •
            35. Good wages •
            36. Full appreciation of work done •
            37. Job security •
            38. Good working conditions •
            39. Promotions and growth in the organization •
            40. Feeling of being ‘in’ on things •
            41. Personal loyalty to employees •
            42. Sympathetic help with personal problems •
            43. Support Strategies
            44. Regular communication structure — weekly huddles, team meetings•
            45. Management structure is clear 1 understand who to report to•
            46. Regular feedback on how they are doing •
            47. Critical drivers/performance bonus •
            48. Corrective Action Form •
            49. Quarterly & Annual reviews •
            50. Position Contract — clearly understand expectations and know how they are doing relative to standards•
            51. Understands over all company goals and opportunity for growth•
            52. Compensation program to reinforce and acknowledge team members for performance and contribution•
         2. Compelling Questions
            1. 1. What is the very first employee development action that you will undertake?
            2. 2. How much will your time be freed up by having a better functioning team? How will you use that time?
            3. 3. If your team is functioning at a higher level, what impact do you think that will make on your customers?
         3. Strong, productive cultures are built over time
            1. Leader Work
            2. Development
            3. Relationships
            4. Edge
         4. Action Items and Considerations
            1. 1. Do you know someone who has impressed you in the past that you would like to offer your “recruiting card”?
            2. 2. How much easier will it be for you to hire someone when you have standard procedures in place that you use repeatedly rather than starting from scratch each time?
            3. 3. What is the first job you will focus upon to upgrade your training program?
            4. 4. What excites you about having Position Agreements (Position Contracts)?
      8. Development
         1. For Your Career
            1. Assignments and experience I need
            2. My strengths that I can build on
            3. Knowledge and skills I need to move forward
            4. Behaviors that might be holding me back
            5. Attitudes that might be holding me back
         2. For Your Organization or Area of Responsibility
            1. Assessment tools to identify likely high performers
            2. Frequent informal performance reviews
            3. Challenging high-potentials through new assignments and projects
            4. Training programs
            5. Clear career paths
            6. Coaching
            7. Compensation and reward systems
            8. Designing roles to include autonomy and opportunities to grow
            9. Development planning
            10. Dialog with employees about the company’s direction, vision, and strategy
            11. Formal succession planning for key roles
            12. Fostering collaboration up, down, and across the organization
            13. Identifying flight risks and engaging them before they leave
            14. Internal leadership development academy
            15. Mentoring
            16. More flexible options to retain top talent
            17. Recruiting leaders from outside who can shake things up
            18. Management by walking around
            19. Recruiting that targets potential leaders
            20. Rewards and recognition
            21. Setting a tone for and modeling high performance
            22. Teachable moments – providing real-time feedback
      9. Relationships
         1. For Your Career
            1. Peers/colleagues
            2. Mentors
            3. Customers
            4. Managers
            5. Direct reports
            6. Investors
            7. Outside advisors
            8. Other key people
            9. Other key people
         2. For Your Organization or Area of Responsibility
            1. Peers/colleagues
            2. Customers
            3. Managers
            4. Direct reports
            5. Mentors
            6. Investors
            7. Outside advisors
            8. Other key people
            9. Other key people
      10. Edge
          1. For Your Career
             1. What are the top 3 talents that set you apart?
             2. 1
             3. 2
             4. 3
          2. For Your Organization or Area of Responsibility
             1. What are the top three things your organization or area of responsibility does best and that sets it apart?
             2. 1
             3. 2
             4. 3
      11. Motivating Your Team for Greater Results
          1. Benefits to the company
             1. • Creating a fun and productive work environment
             2. • Increasing employee morale
             3. • Your employees enjoy (and look forward to) coming into work
             4. • Increased efficiency and workflow
             5. • Increased employee retention
             6. • Creates a strong reputation in your community that your company is a desired place to work – increasing the pool of prospective employees
             7. • Better experience for your customers (if your employees want to be there so will your customers!)
             8. • Fewer staffing and disciplinary issues
             9. • Easier for you as the owner to positively reinforce the behavior you want to see, and to correct the behavior you don’t.
             10. • Your employees willingness to problem solve, improve processes, and help each other
             11. • Your team and culture are aligned with business growth
          2. Benefits for your customers
             1. • Customers immediately benefit from your team being engaged and enjoying their work environment
             2. • Patients notice when their needs are being met by a team that is attentive and positive
             3. • The environment becomes inviting and welcoming to all
          3. Team Games
             1. Step 1: Set quarterly team goals
             2. Step 2: Identify criteria to use in game
             3. Step 3: Design your game
          4. Key points
             1. Reviewing financial statements on a monthly basis allows you to ask key questions about what is happening in the business on a real time basis.
             2. Once you know what is happening on a real-time basis, you can make adjustments or improvements on a real-time basis.
             3. You can create a performance culture using critical drivers.
             4. Critical drivers tell your team:
             5. WHAT you want done
             6. WHY you want it done
             7. HOW you want it done
             8. 3.2 Performance bonuses based upon actions taken to accomplish critical drivers allow employees to see and be compensated for what they contribute to the business.
          5. Strong, productive cultures are built over time
             1. WIGs
             2. Development
             3. Relationships
             4. Edge
          6. Compelling questions to drive conversation.
             1. Why is it important to measure the key performance indicators of your business on a real-time basis?
             2. How does successfully performing your critical activities lead to success in your critical drivers?
             3. In general, how many critical drivers should there be for each position in your business?
             4. Why is it important to pay your staff well and to base their pay upon what they are doing to generate results for your company?
             5. Action Items and Resources -- what should the company owner do to turn the learning into action and results?
             6. Resources:
             7. Next Actions: Determine what key performance numbers you want to change in your company.
          7. Action Items & Considerations
             1. Samples of critical drivers
             2. Sample of a form to periodically review the performance of each employee on critical drivers
             3. Sample Corrective Action Form
             4. Performance Analysis Flow Sheet
      12. Performance, your WIGs
          1. For Your Career
             1. 1
             2. What?
             3. By When?
             4. How will I Know?
             5. 2
             6. What?
             7. By When?
             8. How will I Know?
             9. 3
             10. What?
             11. By When?
             12. How will I Know?
          2. For Your Organization or Area of Responsibility
             1. 1
             2. What?
             3. By When?
             4. How will I Know?
             5. 2
             6. What?
             7. By When?
             8. How will I Know?
             9. 3
             10. What?
             11. By When?
             12. How will I Know?
      13. Coaching-Based Leadership with Critical Conversations
          1. Key points
             1. 1.0 Prepare for the conversation.
             2. • Who are you meeting with and why?
             3. • What is the issue?
             4. • What do you want to accomplish?
             5. • What is the ideal outcome?
             6. • What assumptions are you making about this person’s intentions?
             7. • What “buttons” of yours are being pushed?
             8. • How is your attitude toward the conversation influencing your perception of it? If you think this is going to be horribly difficult, it probably will be.
             9. • What might your team member be thinking about this situation? Are they aware of the problem?
             10. • How have you contributed to the problem? How have they?
             11. 2.0 Identify and describe the problem and impact.
             12. 3.0 Ask for the employee’s view.
             13. 4.0 Get agreement that a problem exists.
             14. 5.0 Mutually explore causes and solutions.
             15. 6.0 Create an action plan.
             16. 7.0 Set a follow up time.
          2. Compelling questions to drive conversation.
             1. Why are owners and managers so often uncomfortable about the prospect of having critical conversations with their staff?
             2. What information do you need to set yourself and your employee up for success as you prepare for a critical conversation?
             3. Why is it important to get agreement that a problem exists?
             4. Why is it important to establish in advance a follow up once you create an action plan?
          3. Strong, productive cultures are built over time
             1. Communications
             2. Leader Work
             3. Reading List
             4. ALP
          4. Action Items & Considerations
             1. Think of critical conversations as a key component for setting up your team to win.
             2. Other key components include the things that you have set up to define your expectations for your team: organizational charts and position agreements.
             3. Rather than being fearful and/or reckless in having conversations, recognize that the missing ingredient is the ability to deal with conflict and problems with confidence and clarity.
             4. Practice...practice...practice.
             5. Always set a follow up date to review the plan of action.
      14. BE THE MESSAGE
      15. Communicate authentically
      16. Take responsibility for impact
      17. Stop tolerating poor performance
      18. Set expectations
      19. 10 new routines/metrics/habits
      20. Change own behavior
          1. Delegate
             1. Successfully Delegating Work in 6 Steps
             2. 1. Know What You Want
             3. 2. Express What You Want Clearly
             4. 3. Set Expectations
             5. 4. Trust
             6. 5. Let Them Do It Their Way
             7. 6. Communicate and Follow-Up
          2. Be Organized
          3. Lead By Example
          4. Take Ownership and Responsibility
          5. Communicate Effectively
      21. Shift attitude to reflect new culture
          1. Passion
          2. Know Your People
          3. Be a Follower.
          4. Great Listener
          5. Be Brave and Honest
      22. 360 Assessment
5. Marketing & Sales
   1. The primary elements of ALL good marketing plans
      1. Values
      2. Mission
      3. Past Performance
      4. Target Audience
      5. Products & Services
      6. Edge
      7. Branding
      8. Future Performance
      9. Future Pacing
      10. Development
      11. 3 WIGs
   2. Step-by-Step Tooling
      1. Values
      2. Mission
      3. Past Performance
      4. Target Audience
      5. Targeting and Retaining Your Best Customers
         1. 1 - identify your current target audience
            1. Your growth is always on the shoulders of what you have done in the past — always.
            2. Start with looking at your existing customer base.
            3. Who do you enjoy working with?
            4. Who values what you provide?
            5. Who is willing to pay you for that?
            6. Do they have buying patterns?
            7. Looking at your existing numbers, what do they tell you about your business?
            8. Who are the best revenue-producing customers?
            9. Who are the most profitable customers?
            10. What are your key profit centers and who are the best customers for these profit centers?
            11. Either identify your overall best customers or best customers for key profit centers.
         2. 2 - identify your value proposition
            1. Operational excellence
            2. Providing customers with reliable products and services at competitive prices, delivered with minimal inconvenience
            3. Stripping out operational costs wherever possible
            4. Eliminating production steps
            5. Reducing transaction costs
            6. Optimizing business processes
            7. Examples
            8. Product leadership
            9. Product innovation
            10. Early adoption
            11. New, edgy, fresh
            12. Customer intimacy
            13. Segmenting and targeting markets precisely and then tailoring offerings to match exactly the demands of those niches
            14. Investments in customer knowledge, customer service and the ability to customize
            15. Willing to spend now to build customer loyalty later
            16. Examples
         3. 3 - identify your dream target audience
            1. Your growth is still on the shoulders of what you have done in the past.
            2. Who do you enjoy working with?
            3. Who values what you provide?
            4. Who is willing to pay you for that?
            5. Who are your best revenue-producing customers?
            6. Who are the most profitable customers?
            7. Do your value proposition and target audience currently match up?
            8. If not, how will you make that happen?
            9. If so, how will you enhance it?
         4. Targeted products and services
            1. From the exploration above, it is now clear what your best products are and why.
            2. How can you better fill the needs of your existing customers who fit your target audience parameters?
            3. How can you attract and keep new customers who fit your target audience parameters?
         5. New Customer Process
            1. Pharmacy
            2. Retail
            3. Restaurant
      6. WOM Marketing & CS Loyalty
         1. It's easier to keep a customer than to to find a new one.
         2. It's cheaper to keep a customer than to to find a new one.
         3. The most effective way to keep a customer is to MAKE THEM FEEL HEARD!
         4. Customer communications can be delivered using the following methods:
            1. Comments
            2. Compliments
            3. Appreciation or thank you notes
            4. Questions
            5. Ideas or suggestions
            6. Requests or wishes
            7. Complaints
            8. Upsets and mistakes
         5. Customer complaints
            1. 1. Say 'thank you'
            2. 2. Explain why you appreciate the complaint
            3. 3. Apologize for the mistake
            4. 4. Promise to do something about the problem immediately
            5. 5. Ask for necessary information, like product or employee names
            6. 6. Correct the mistake promptly
            7. 7. Check customer satisfaction
            8. 8. Prevent future mistakes by creating or updating system
         6. Service Recovery Process
            1. 1. Apologize:
            2. It doesn’t matter who is at fault. Customers want someone to acknowledge that a problem or difficulty exists or occurred and to show concern over their dissatisfaction.
            3. 2. Listen and Empathize:
            4. This is essential. Treating a customer in a way that shows you care about them as well as their problem will go a long way to fixing the problem and diffusing any anger.
            5. 3. Acknowledge the Customer's Feelings:
            6. Customers have feelings and emotions. It’s important to acknowledge these as well as the facts of the situation. Listen to what they say and then repeat it back to them in your own words so they know you were listening.
            7. 4. Fix the Problem Quickly and Fairly:
            8. Involve the customer in the solution. Find out how they would like the situation resolved and if at all possible, accept their solution. If not, explain what you can do instead.
            9. 5. Express Thanks:
            10. Thank the customer for bringing the problem or issue to your attention. Remember that the customer who voices their dissatisfaction is in the minority. Most dissatisfied customers simply walk away. This customer is giving you the opportunity to correct the problem.
            11. 6. Follow Up:
            12. You can add extra care by following up after the customer leaves with a call or note to make sure things were resolved to their satisfaction. Don’t assume you’ve fixed the problem. Check in with them to be certain.
         7. Involving your team
            1. How will we track customer input?
            2. Journal at registers?
            3. Journal at exit?
            4. Note box for staff?
            5. Verbal statement to MOD?
            6. Active listening
            7. Capturing customer communication
            8. Discussing the messages received
            9. Discussing how to make improvements
            10. Discuss common mistakes that happen in your store or areas of your store that generate complaints. Discuss ways of minimizing them, and also how to deal with them so you and your team can handle the improvement; the customers perception of value.
         8. Analysis Tool
            1. Comment 1
            2. Subtopic 1
            3. Subtopic 2
            4. Subtopic 3
            5. Subtopic 4
            6. Comment 2
      7. Products & Services
      8. Edge
      9. Personal Branding
      10. Branding
          1. Distinctive
          2. Relevant
          3. Consistent
          4. Authentic
          5. Positioning
             1. Create a story
             2. Be specific
             3. Give clear solutions and valuable benefits
             4. Make an easy yes
          6. Problem Statement
             1. Gain emotional access
             2. State solutions
             3. Explain edge-USP
             4. Unlike others...
      11. Developing Marketing Campaigns
      12. Progressive Planning
          1. Utilize the Rule of 3
          2. Plan your marketing for year
             1. Monthly , Bi-monthly, Quarterly Cycles
          3. Develop templates for each form of distribution
          4. Ideas for planning
             1. National health calendars: Pain Awareness Month
             2. Sports/Social calendars: Professional Football season
             3. Spring = Outdoor, Fun in the Sun activities
             4. New line(s) of products you want to highlight
          5. Will your plan be program, product or topic based
      13. Future Performance
      14. Future Pacing
      15. Development
      16. 3 WIGs
6. Finance & Decision Making
   1. The primary elements of ALL healthy financial awareness and planning
      1. Data and Information
      2. Systems for easily gathering and disseminating said data
      3. Systems for gamifying
      4. Focus on just a few select things
   2. Step-by-Step Tooling
      1. Getting Your House In Order
         1. Do you know your CoGs?
            1. Is it sky view information or do you actually know something?
         2. Is the cost of YOU carved out of your business?
         3. How much does it cost your company to acquire a new client?
         4. What is your sales cycle timing?
         5. What else do you need to know to be a better business model?
      2. Metrics for Momentum
         1. Step 1: Choose Your Focus
         2. Step 2: Decide what to Measure
         3. Step 3: Use What You Learn
      3. Using Financial Statements to Grow Your Business
         1. Balance Sheet
         2. Income Statement
         3. Cash Flow Statement
      4. Using Ratios & Analysis to Guide Business Growth
      5. Profit vs. Cash Flow
         1. Cash flow
         2. Profit
      6. Getting Free of Your Business