Blogs Archive - Get Predictable Success

How Interworks is using the Predictable Success Leadership Styles to scale

I first met Behfar Jahanshahi when I keynoted the Inc 5000 conference (in 2015 I think - I've keynoted there 4 times and I have a truly awful memory for dates :-).

Behfar's company, Interworks, have now made it on to that prestigious list 10 years in a row. So they've got something very special going on.

intewrworks

Last November, Behfar and his team asked me to keynote their annual all-staff conference in their Oklahoma-based home city, which of course I was delighted to do.

As always, I spoke about the Predictable Success Growth Lifecycle, and the four key Predictable Success Leadership Styles.

And, as often happens, Behfar and his 200+ team grabbed hold of the VOPS (Visionary, Operator, Processor, Synergist) Leadership Styles model and ran with it, not just by having their folks take the Predictable Success Leadership Styles Assessment, but also by using their own core skills (Interworks crunch data to help organizations grow) to build a visually engaging, highly impactful tool which enables them to construct teams that deliver what here in Predictable Success we call HQTBDM (High Quality Team Based Decision-Making).

READ ABOUT how Interworks do this here 

Want to build world class teams that deliver High Quality Team Based Decisions that take your organization to Predictable Success? Find your own Predictable Success guide here.

WEBINAR: How to Lead Your Organization Through (and Out Of) This Crisis

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These are strange, disquieting times...

For me, it's a continuance of what I found myself amidst in the very first day of my adult work life.

Check out what 7 recessions (and two extended sessions in the foetal position) taught me about leading through a crisis:

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2020-03-18 UPDATE: "The 2008 downturn was the absolute best thing that ever happened to us."


Yesterday I was on a call with a long-standing client.

We were discussing the COVID-19 crisis and comparing it to previous crises we'd been through together (John and his company have been a client for along time :-), and he said this:

"The 2008 downturn was the absolute best thing that ever happened to us.

Really. We went down from 111 people to 43 - but they were the 43 best. We hunkered down, we made money every year during the downturn because we were so disciplined.

When we came out of it, we came out like a slingshot - we had eight years of double digit growth."

(By the way, lest you think this is one of those made-up stories, my client's name is John Estabrook and he's the Owner and President of Pella by Horne. I have John's permission to share this with you). 

Just read John's comment again, one more time...

The 2008 Great Recession was 'the absolute best thing that ever happened to us'.

John's company had 8 straight years of double-digit growth from 2008 on...

That's a pretty impressive response to a crisis.

Now, I know that there's a lot more at risk in this current crisis than just money. Profit and top-line growth isn't everything - but as a leader, you can't secure the health and wellness of you, your family, and that of your employees, partners, members, congregation or any other stakeholders without first securing the structural and financial well-being of your organization.

John was kind enough to also say this when discussing the reasons behind his company's remarkable response to the 2008 crisis:

"To your credit, you know, Predictable Success really did change this company."

I share that with you not to brag. This isn't a time to brag.

But it also isn't time for false modesty. I know the power of the Predictable Success model.

I've seen what it has done to transform organizations of all sizes, in all industries, for-profit and not-for-profit.

I've seen how it has fundamentally altered businesses and organizations just like yours - helping them grow and succeed in good times, and even more powerfully, helping them react and respond in crises like this one.

Next Tuesday (24th) at Noon Eastern, I'm holding a webinar during which I'll teach the Predictable Success principles for leading your organization through (and out of) this crisis.

I hope you'll join me and learn how you can one day look back and say "The 2020 crisis was the best thing that ever happened to us":

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2020-03-20 UPDATE: "I feel a little embarrassed to say this, but I feel really good about the medium and long term."


​That's a straight quote from a coaching call I had today with one of my long-time clients, the CEO of an Inc 5000 company based in the mid-west.

Brandon (not his real name - there are sensitivities at play here that I want to respect, but yes, he does exist and these quotes are his) has a payroll of hundreds of people, a product portfolio that is complex, and is working in a tight-knit local community that feels like a fishbowl at the best of times.

And he is confident about his company's future, even in this, the most devastating of crises any of us have ever faced.

If you knew Brandon, you'd know two things: (1) that his embarrassment is real - he is, like all of us, devastated by the events of these last couple of weeks, and (2) that with his mid-western adherence to fact-based reality, to say something so positive is based on hard-nosed calculation - not some pollyanna-ish hopefulness.

How can Brandon be so upbeat when so many of us are distraught, lost - casting about for a sense of direction in the most devastating crisis of our times?

Well, the main reason of course is that Brandon is a great leader, with a great team, and a rock-solid product offering.

But so are you. As are so many others - leaders of best-in-class manufacturing and service companies, world-changing cause- or faith-based not-for-profits, churches, charities and NGO's - all struggling to envisage a future, let alone feeling confident about the medium and long term.

So what makes the difference? Where does Brandon's confidence come from? Well, one component element is something Brandon said in an email he sent later, after our call.

During our call Brandon had mentioned that one of his re-sellers was experiencing growth problems, and that he'd like to connect the two of us. Here's part of what Brandon said in his introductory email to the two of us:

"[Predictable Success] directly played a significant role in our ability to navigate our way through Whitewater. Les was and remains a significant asset and mentor for me and [my company]".

As I've said before, I share that with you not to brag. This isn't a time to brag.

But it also isn't time for false modesty. I know the power of the Predictable Success model.

I've seen what it has done to transform organizations of all sizes, in all industries, for-profit and not-for-profit.

I've seen how it has fundamentally altered businesses and organizations just like yours - helping them grow and succeed in good times, and even more powerfully, helping them react and respond in crises like this one.

Next Tuesday (24th) at Noon Eastern, I'm holding a webinar during which I'll teach the Predictable Success principles for leading your organization through (and out of) this crisis.

I hope you'll join me and learn how you say "I feel a little embarrassed to say this, but I feel really good about the medium and long term":

This Webinar is now completed 
How to Lead Your Organization Through (and Out Of) this Crisis
PURCHASE replay

Watch at your convenience 

$

47

  • Watch the entire webinar at any time, as often as you wish
  • Download the slides
  • Access additional resources

Read The Transcript

How to Think About the Unthinkable

Sometimes things change so much it's hard to know how to get your head around it. 

This is certainly one of those times. Where does one even start to make sense of all of this  - let alone begin to build a coherent strategic response?

As leaders, hard as it seems, we must find a way to think ourselves out of where we are now. Here's a template to get you started:

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How Much Buy-In Is Too Much?

How much time and energy should you put in to achieving buy-in? 

Is it vital - or even important to get everyone's buy-in to everything? Or is it ok to sometimes just press on regardless?

In today's video I share how to identify the need for buy-in on a case-by-case basis - and how to achieve it:

[If you missed the previous video in this series you can view it here.]

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How to Get Any Initiative or Project Unstuck

Very few projects or initiatives fail because the underlying idea is flawed. 

More than 80% of projects and initiatives stall because one (or more) of three key implementation elements are out of balance and can be 'unstuck' simply by rebalancing those three key elements.

In today's video I share what the three key implementation elements are, and how you can use a simple model to identify where your stalled projects and initiatives need rebalanced to get back on track:

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The Single Biggest Growth Decision You Can Make Right Now

Most organizations fail to scale for one simple reason. 

It's not because of poor strategic decisions, or a bad economy, or mediocre leadership - or any one of the hundred factors you might think.

It's because growth leaders fail to make the one growth decision that's truly in their control. 

In today's video I share what that decision is, and how you can make it today :

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Getting Out of the Echo Chamber

As a growth leader the one thing your organization can't afford for you to do is to get inside an echo chamber. 

Sure, you're working hard to develop as a leader - reading and listening to books and podcasts, going to workshops and conferences, meeting regularly with others and soliciting their advice - but sometimes we get into a bubble where even all of that activity becomes self-referential, merely underscoring what we already know and believe, rather than truly challenging us.

And that, eventually, will kill our growth as leaders, and that of our organization. 

In today's video, I share the tools, tips and techniques I use to stay outside of the echo chamber:

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Watch the previous video in this series

The Leadership Distinction that Changes Things Most

When I was writing 'Do Lead' and 'Do Scale', I found clarity on a vital leadership question that I'd been wrestling with for decades:

"What separates those who implement and successfully execute to completion, from those who implement, then consistently second-guess themselves and change track?"

It's a vital distinction, because leaders in the former group achieve way more than those in the latter - and build stronger teams along the way.

The answer turns out not to be genius, or self-discipline, or consistency - or  any of the things I thought it would be

I explain what the surprising answer is in this week's video (with apologies for the background wind noise - I couldn't find my furry wind jammer :-):

mastermind group

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How to Connect Actions to Goals

There's a massive difference between 'doing' and achieving.

Think of all the actions you - and your team -  took this year... (typically an executive will take between 5,000-10,000 non-trivial actions in a year.)

What percentage of all those thousands of actions directly contributed to achieving the goals you set for the year, and what percentage were either make-work, ineffective, or effective, but not directed toward the right goals?

In today's video I show you how to make sure that next year, every single action you and your team takes gets you closer to your 2020 goals:

Want Your Very Own OMG?

In the Predictable Success 45-Day Sprint for Success Program I'll teach you in week 1 how to set your own OMG, how to measure it, and how to communicate it throughout your organization

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Finish Well – to Start Spectacularly (part 2 of 2)

Starting next year spectacularly means first ending this year really well.

In this video I detail the 5 specific steps you need to take as a leader, to give yourself a fighting chance of starting next year with a bang.

45-Day Sprint To Success

Are you interested in joining me on a 45-day Sprint to Success, starting Friday Jan 3 until February 14? Drop your email below and we'll send  you the info!

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