CEO Drill
"It has been a stroke
of genius on my part to select the Corporate Drill. Our company
has been revitalised and we have a 31% increase in profits
to go with it."
President, Manufacturing
“I counted $5MM in profits in the
first year alone the we would not have without the program.”
"Of all the improvement
programs I have experienced over the last 20 years, this is
the only one that first generates within management a deep,
visceral commitment to its success. Which, of course, is why
it works."
Director, Human Resources
“Sales increased by 25%; profits grew by 30% over the
first 12 months.”
"The information
was overwhelming. We could not ignore it."
Charles Foster, CEO
Insurance
We discovered a strategic potential that had
been there but not really seen beforel; two years later that
strategy was delivering 20% of ours revenues and 30% of our
profits."
"It was a mirror
and we saw clearly what the issues really were, where the
disconnects and missconceptions were."
Douglas Schultz, CFO
Commercial Credit |
Ceo Drill
is directed specifically to improving the overall performance
of organizations through their management teams. Naturally,
in business, the bottom line is the most important measure
of success and the program has delivered this time after time.
However, the program also delivers some very specific benefits
directly to senior executives and especially to the CEO. We
asked our client senior executives what they felt were the
benefits they received. The following are among the most frequently
quoted:
Insight into to Organization
Because of the program's unique diagnostic module, the senior
executive can look into every unit of his organization, through
the eyes and business judgment of its people, and see, not
just the measures of performance, as generated by the usual
reporting systems but the culture and motivations (organizational
drivers) underlying and governing that performance.
Not all middle managers, of course, are so confident or altruistic
as to want to look this closely into their units. But having
sone so, they share the same benefits with the senior executive.
The ability of managers and supervisors, to identufy the drivers
of corporate behavior that needs changing and then commit
to doing so, is one of the key benefits of the program.
The process of course causes the issues to be not just seen
and understood but actually dealt with, viscerally. Knowledge
is important only if it is understood. Understanding is important
only if it is accepted. And acceptance is important only if
it is transformed into motivation and action.
Organizational Agility
The most difficult task any manager must undertake is changing
his organization. Organizations have immense resistance to
change and inertia to continue to do that which has become
its pattern. Led by the senior executive, the program dissolves
this resistance and reforms the organization around new directions
and new vision.
The clearing of organizational blocks which occurs during
the process, especially during the first four days, permits
the senior executive to shift corporate direction very rapidly
when needed. The momentum built up by the rapid implementation
of plans provides the steerage-way for this change of direction.
And, the on-line action plan, permits the senior executive
to direct change where it is needed, to impel change where
that is necessary and to control its place, with considerable
ease.
Management Teams
As a by-product of undertaking the program, the managers
of the organization weld themselves quite naturally into proactive
management team that is centered on the senior executive who
leads the program. As subordinate units undergo the program,
their managers and supervisors also form themselves into teams
centered on their leaders.
Introduction of New
Managers
The program is particularly powerful in bringing on new managers.
It gives them a platform from which to commit to the their
boss. It enables them to really get on the team, to see quickly
the business vision for the company, in detail, and contribute
to it and embrace it. The program also enables their subordinates
to imprint on them, form a team with them and make common
commitment with them to the future of the company.
Sales and Entrepreneurship
The program owes its origins in part to our work in not-for-profit
companies where sales, marketing and entrepreneurial orientations
have been lacking and needed. In the depository industry,
having all staff understand, emotionally, the company's need
for sales and customer relationships is of great importance.
Having them commit personally to actually selling is more
important. Efficiency, as a major instrument of entrepreneurship,
is also given prominent play.
Executives who want to can use the program to enhance or
introduce these orientationsin their staffs.
Empowerment
The process gives the senior executive the vehicle for empowering
his people, for publicly ordaining them, before their peers
and subordinates, with the authority to do and achieve. Each
manager and supervisor becomes empowered to become the CEO
of their section, taking responsability and accountability
for its success. They can also learn how to do the same for
their people.
Interestingly, it also gives middle managers the mechanism
to support, encourage and empower the senior executive. By
the time the program for the senior team is done, management's
power to effect the future of the orgranizationhas grown very
significantly.
Commitments of Managers
The program gives managers, especially middle managers and
supervisors who are the true implementers of all change, a
safe place in which to commit to the future of the organization,
not just intellectually but emotionally; a very difficult
thing to do in the ordinary course of the business. These
commitments are made to the senior executive who leads the
process, and are witnessed by their peers, and most importantly,
their subordinates. In the final analysis, the achievements
that are triggered by the program are driven by this commitment.
Business Creativity
and Innovation
Using the techniques and the technology of the program, the
senior executive can tap into the creativity of his managers.
They in turn will be able to engage the creative talents of
their people.
Management Development
During the program, middle managers and supervisors witness
scores, sometimes hundreds of business decisions being made
in full context of the financials, the economy, the competition,
the membership, politics and the profusion of other factors
that effect the operation of a company. Of particular importance
to them is witnessing the senior executive's decisions. In
the space of a few days they are exposed to as much as might
take them as many years of ordinary work. To paraphrase Drucker,
no better way of developing managers can be found than having
them actively participate in, and witness the process of management.
Leadership
Of all the benefits that our clients
have reported, the satisfaction, perhaps even the joy, of
leading a winning team is probably ranked the most important.
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