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Purpose then priorities

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Ed Curley
Ed Curley

1) The document discusses setting priorities and purpose for an organization or team. It emphasizes that purpose should come before priorities and that the most important things should not be at the mercy of less important things. 2) It provides exercises for participants to identify their organization or team's customers and purpose, their strengths, opportunities, and priorities. 3) The document stresses the importance of establishing measures that demonstrate value to customers and impact, not just activity levels, and outlines three tests that good performance measures should meet.

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Purpose then Priorities “Things which matter most must never be at the mercy of things which matter least” Johann Wolfgang von Goethe Ed Curley
Overview of the day
Setting the Scene Business Context SOAR Purpose & Success Important to/Important For Our Customers Important to /Important For Team What's Working/What’s Not Working Feedback & Discussion Priorities & Plans Measures Team Purpose Statement Why What When, How, Who Building from Purpose
Why we do what we do… Purpose Purpose - the reason for which something is done or created or for which something exists…
Purpose & Success Group Task: Clarity about our Purpose? • What are we here to do as an organisation? • Who are we here to do it for? In your groups make a list of customers on the flip chart • Think about external customers, • Inside and outside your department e.g. other teams • What do they want from your team? – do you know? do they know! have you asked them lately? • What would success look like for our customers? • Use the post-it notes to list what our customer want now and will want in the future
Our Customers Customer What they want/need now What they will want/need in the future ?? ?? ?? Example
Flipchart Page 3 What are our unique Strengths and Capabilities? SOAR Task: On 4 Flipchart Pages make a list of Flipchart Page1 What has changed in our PESTLE environment? Flipchart Page 2 What is changing? What will change? Flipchart Page 4 What are our Opportunities and Aspirations
People What new capabilities will we need to develop, what’s the best way of doing this…
Breakout Workshops In your groups complete templates 1-3
Important To/Important For Our Customers Important To our Customers Important For our Customers Is there anything we need to know more about? A. . B. . C. . D. . When do we need to know it? Who is responsible for finding out? A B C D Template 1
Important To /Important For Our Team Important To our Team Important For our Team Is there anything we need to know more about? A. . B. . C. . D. . When do we need to know it? Who is responsible for finding out? A B C D Template 2
What's Working/What’s Not Working Perspective What's working? What's not working as well as we would like? What do we need to know more about? Who is responsible for finding out, by when? What actions do we need to take and when? Template 3
Workshops Feedback
Put all flipchart templates up on the wall and provide an overview of your key findings…
Identifying the Priorities Developing the Plan
What are our Highest Priorities, what are the critical few things we Must do? Our BIG Rocks…. Priorities & Plans Develop Delivery Plans Put the big rocks in first! Execute against Priorities – Reprioritise if required!! Remember MoSCoW! • Must • Should • Could • Will not
Measure what Matters Inputs outputs  outcomes  impact/Result Good measures demonstrate your Value to the business and to your customers Develop key effectiveness (Value) measures rather than just activity (busyness) measures… REMEMBER you can be very efficiently doing and measuring the wrong thing!
• How will we know if we are making progress? • What are our ‘critical few’ measures linked to our priorities? • How will we measure? • Are they the right measures, how do/ will we know? • What will they tell our customers about us? • What will they tell us about us? • Who will be responsible for collecting? • How will they be collected? • How frequently? Measure what Matters
Measure what Matters Performance Indicators 3 Tests 1. Communication Power – does the indicator communicate to all of your stakeholders and customers; is it common sense and compelling? 2. Proxy Power – does the indicator say something of importance about the overall Impact or Result you are trying to have, is it a ‘lead Indictor’ in other words achieving it indicates a likelihood of achieving the Impact or Result. 3. Data Power – Can you get quality data on a regular basis, is the data reliable and consistent? Adapted from , Trying Hard is Not Good Enough –Mark Friedman
Measures that matter… Task – on the flip chart make a list of what you believe should be your MUST have measures and indictors… • How do these compare to what you currently measure and report? • Are you measuring activity – busyness or impact and results? • Are they LEAD or LAG measures, remember you can only act on LEAD measures? • How do your current measures and indictors compare to the 3 Tests? • How much control do you have over what is measured?
Team Purpose
Team Purpose… Task – to be completed at your next team meeting • What is the purpose of the unit or team you lead in relation to; • Your customers • The organisation • Other organisational units & teams
Purpose Purpose Statement (complete and make public)
Priorities & Plans Task - Learning reflection • What have we discussed? • What have we learned? • What are we concerned about? • Given what we know now, what next? • Who owns each action Monthly progress check-in
Further Reading These books were used in the development of this workshop • Start With Why – Simon Sinek • First Thing First – Stephen R Covey & A.Roger Merrill • Key Performance Indicators – David Parmenter • Execution – The Discipline of Getting Things Done – Larry Bossidy & Ram Charan • Trying Hard is Not Good Enough – Mark Friedman • Creating Person-Centred Organisations – Stephen Stirk & Helen Sanderson
Close Remember, what you do today… will determine your tomorrow… anon

More Related Content

Purpose then priorities

  • 1. Purpose then Priorities “Things which matter most must never be at the mercy of things which matter least” Johann Wolfgang von Goethe Ed Curley
  • 3. Setting the Scene Business Context SOAR Purpose & Success Important to/Important For Our Customers Important to /Important For Team What's Working/What’s Not Working Feedback & Discussion Priorities & Plans Measures Team Purpose Statement Why What When, How, Who Building from Purpose
  • 4. Why we do what we do… Purpose Purpose - the reason for which something is done or created or for which something exists…
  • 5. Purpose & Success Group Task: Clarity about our Purpose? • What are we here to do as an organisation? • Who are we here to do it for? In your groups make a list of customers on the flip chart • Think about external customers, • Inside and outside your department e.g. other teams • What do they want from your team? – do you know? do they know! have you asked them lately? • What would success look like for our customers? • Use the post-it notes to list what our customer want now and will want in the future
  • 6. Our Customers Customer What they want/need now What they will want/need in the future ?? ?? ?? Example
  • 7. Flipchart Page 3 What are our unique Strengths and Capabilities? SOAR Task: On 4 Flipchart Pages make a list of Flipchart Page1 What has changed in our PESTLE environment? Flipchart Page 2 What is changing? What will change? Flipchart Page 4 What are our Opportunities and Aspirations
  • 8. People What new capabilities will we need to develop, what’s the best way of doing this…
  • 9. Breakout Workshops In your groups complete templates 1-3
  • 10. Important To/Important For Our Customers Important To our Customers Important For our Customers Is there anything we need to know more about? A. . B. . C. . D. . When do we need to know it? Who is responsible for finding out? A B C D Template 1
  • 11. Important To /Important For Our Team Important To our Team Important For our Team Is there anything we need to know more about? A. . B. . C. . D. . When do we need to know it? Who is responsible for finding out? A B C D Template 2
  • 12. What's Working/What’s Not Working Perspective What's working? What's not working as well as we would like? What do we need to know more about? Who is responsible for finding out, by when? What actions do we need to take and when? Template 3
  • 14. Put all flipchart templates up on the wall and provide an overview of your key findings…
  • 16. What are our Highest Priorities, what are the critical few things we Must do? Our BIG Rocks…. Priorities & Plans Develop Delivery Plans Put the big rocks in first! Execute against Priorities – Reprioritise if required!! Remember MoSCoW! • Must • Should • Could • Will not
  • 17. Measure what Matters Inputs outputs  outcomes  impact/Result Good measures demonstrate your Value to the business and to your customers Develop key effectiveness (Value) measures rather than just activity (busyness) measures… REMEMBER you can be very efficiently doing and measuring the wrong thing!
  • 18. • How will we know if we are making progress? • What are our ‘critical few’ measures linked to our priorities? • How will we measure? • Are they the right measures, how do/ will we know? • What will they tell our customers about us? • What will they tell us about us? • Who will be responsible for collecting? • How will they be collected? • How frequently? Measure what Matters
  • 19. Measure what Matters Performance Indicators 3 Tests 1. Communication Power – does the indicator communicate to all of your stakeholders and customers; is it common sense and compelling? 2. Proxy Power – does the indicator say something of importance about the overall Impact or Result you are trying to have, is it a ‘lead Indictor’ in other words achieving it indicates a likelihood of achieving the Impact or Result. 3. Data Power – Can you get quality data on a regular basis, is the data reliable and consistent? Adapted from , Trying Hard is Not Good Enough –Mark Friedman
  • 20. Measures that matter… Task – on the flip chart make a list of what you believe should be your MUST have measures and indictors… • How do these compare to what you currently measure and report? • Are you measuring activity – busyness or impact and results? • Are they LEAD or LAG measures, remember you can only act on LEAD measures? • How do your current measures and indictors compare to the 3 Tests? • How much control do you have over what is measured?
  • 22. Team Purpose… Task – to be completed at your next team meeting • What is the purpose of the unit or team you lead in relation to; • Your customers • The organisation • Other organisational units & teams
  • 24. Priorities & Plans Task - Learning reflection • What have we discussed? • What have we learned? • What are we concerned about? • Given what we know now, what next? • Who owns each action Monthly progress check-in
  • 25. Further Reading These books were used in the development of this workshop • Start With Why – Simon Sinek • First Thing First – Stephen R Covey & A.Roger Merrill • Key Performance Indicators – David Parmenter • Execution – The Discipline of Getting Things Done – Larry Bossidy & Ram Charan • Trying Hard is Not Good Enough – Mark Friedman • Creating Person-Centred Organisations – Stephen Stirk & Helen Sanderson
  • 26. Close Remember, what you do today… will determine your tomorrow… anon