Body: Committee of the Whole Type: Agenda Meeting: Committee of the Whole Date: January 28, 2014 Collection: Council Agendas Municipality: Frontenac County
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Committee of the Whole – Strategic Planning Session January 28, 2014 – 8:30 a.m. Sharbot Lake Legion, 1015 d Legion Road, Sharbot Lake, ON
AGENDA Page
- CALL TO ORDER
- ADOPTION OF AGENDA
- DISCLOSURES OF PECUNIARY INTEREST AND GENERAL NATURE THEREOF
- REPORTS 2-72
a)
Council Strategic Planning Session This session will be facilitated by Mr. Todd MacDonald, Performance Concepts, who has been retained by the County of Frontenac for the Council Strategic Planning exercise.
- RISE AND REPORT
- PUBLIC QUESTION PERIOD
- ADJOURNMENT
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Council Strategic Planning Session
Towards Wildly Important Goals for County of Frontenac
Strategy Session January 28th 2014
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Council Strategic Planning Session
Everyone has a Plan ‘till they get punched in the mouth Iron Mike Tyson
Planning cannot generate strategies. But given viable strategies, it can program them; it can make them operational. Henry Mintzberg Professor, Management Studies - McGill
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Council Strategic Planning Session
Relentless Focus Amidst Change… “The Main Thing is to Keep the Main Thing the Main Thing" Management Guru Stephen Covey
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“If you’re currently trying to execute five, ten, or even twenty important goals, the truth is that your team can’t focus. This lack of focus magnifies the intensity of the whirlwind, dilutes your efforts, and makes success almost impossible.” 4 Disciplines of Execution
Council Strategic Planning Session
My Commitment for Today 1.
Convince you that traditional strategic plans don’t actually set meaningful priorities or drive change, and that Frontenac needs to take a different, more powerful approach to developing actual STRATEGY based on real world challenges
Work with you to develop 1-3 strategies that address the actual root problems/challenges in Frontenac as seen by Council… this requires you to say NO to numerous “priorities” and YES to a small/limited number of Wildly
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Important Goals
Council Strategic Planning Session
My Commitment for Today 3. Use 4DX – the Covey Group’s highly regarded continuous improvement tool – to select 1-3 Wildly Important Goals (WIGs) that have a built in requirement to execute the actions necessary to achieve the WIGs
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Council Strategic Planning Session
¤ But the truth is that many companies, especially large complex companies, don’t really have strategies. At the core, strategy is about focus, and most complex organizations don’t focus their resources. Instead, they pursue multiple goals at once, not concentrating enough resources to achieve a breakthrough in any of them.
Richard Rumlet, Good Strategy/Bad Strategy & Why It Matters
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Council Strategic Planning Session
Setting Goals: The Law of Diminishing Returns
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The fundamental principle at work in Discipline 1 is that human beings are genetically hardwired to do one thing at a time with excellence.
Council Strategic Planning Session
4DX & Neurobiology “Improving our ability to multi-task actually hampers our ability to think deeply and creatively…the more you multi-task…the less deliberative you become; the less you’re able to think and reason out a problem.” Jordan Grafman, National Institute of Neurological Disorders & Stroke
Professor Clifford Nass, Stanford University
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“Habitual multi-taskers may be sacrificing performance on the primary task. They are suckers for irrelevancy.”
Council Strategic Planning Session
Apple Gets It ¤ CEO Tim Cook “We are the most focused company that I know of…we say No to good ideas every day. We say No to great ideas in order to keep the amount of things we focus on very small so that we can put enormous energy behind the ones we do choose. The table each of you is sitting at today, you could probably put every product on it that Apple makes, yet Apple’s revenue last year was $40 billion.”
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Council Strategic Planning Session
The Lesson We Need to Accept… ¤ Fewer “priorities” = focus = real progress & improved performance ¤ Saying No is just as important as saying Yes when it comes to selecting priorities… good ideas can and must remain nothing more than good ideas if we want to succeed
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Council Strategic Planning Session
¤ Business leaders know their organizations should have a strategy. Yet many express frustration with the whole process of strategic planning. The reason for this dissatisfaction is that most corporate strategic plans are simply three-year or five-year rolling budgets combined with market share projections. Calling a rolling budget of this type a “strategic plan” gives people false expectations that the exercise will somehow result in a coherent strategy.
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Richard Rumlet, Good Strategy/Bad Strategy & Why It Matters
Council Strategic Planning Session
“You can call these exercises “strategic planning” if you like, but they are not strategy. They cannot deliver what senior managers want: a pathway to substantially higher performance. To obtain higher performance, leaders must identify the critical obstacles to forward progress and then develop a coherent approach to overcoming them. The leader’s responsibility is to decide which of these pathways will be the most fruitful and design a way to marshal the organization’s knowledge, resources and energy to that end.” Richard Rumlet, Good Strategy/Bad Strategy & Why It Matters
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Council Strategic Planning Session
Bad Strategy ¤ Bad strategy is long on goals and short on policy or action. It assumes that goals are all you need. It puts forward strategic objectives that are incoherent and, sometimes, totally impracticable. ¤ Bad Strategy characteristics
- Fluff
- Failure to Face the Problem
- Mistaking Goals for Strategy
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Richard Rumlet, Good Strategy/Bad Strategy & Why It Matters
Council Strategic Planning Session
Fluff Cornell University’s mission is to be a “learning community that seeks to serve society by educating the leaders of tomorrow and extending the frontiers of knowledge.” In other words, Cornell University is a university. This is hardly surprising and is certainly not informative. It provides absolutely no guidance. It is embarrassing for an intelligent adult to be associated with this sort of bloviating.
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Richard Rumlet, Good Strategy/Bad Strategy & Why It Matters
Council Strategic Planning Session
“ Having conflicting goals, dedicating resources to unconnected targets, and accommodating incompatible interests are the luxuries of the rich and powerful, but they make for bad strategy. Despite this, most organizations will not create focused strategies. Instead they will generate laundry lists of desirable outcomes and, at the same time, ignore the need for genuine competence in coordination and focusing their resources. Good strategy is al least as much about what an organization does not do as it is about what is does”
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Richard Rumlet, Good Strategy/Bad Strategy & Why It Matters
Council Strategic Planning Session
“Template” Strategic Planning ¤ The Mission Fill in a high-sounding politically correct statement of the purpose of the organization. ¤ The Values Fill in a statement describing the organization’s values. Make sure they are non-controversial. ¤ The Strategies Fill in some aspirations/goals but call them strategies.
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Scan through these documents and you will find pious statements of the obvious presented as if they were decisive insights.
Council Strategic Planning Session
“There is a large industry of consultants and book writers who are willing to provide instruction on the delicate differences between missions, visions, strategies, initiatives, and priorities. From small boutiques to the large IT-based firms trying to break into strategy work, consultants have found that template-style strategy frees them from the onerous work of analyzing the true challenges and opportunities faced by the client. Plus, by couching strategy in terms of positives – vision, mission, and values – no feelings are hurt.
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Richard Rumlet, Good Strategy/Bad Strategy & Why It Matters
Council Strategic Planning Session
The Good Strategy Kernel The Kernal… is the bare bones center of a strategy – the hard nut at the core of the concept. It leaves out visions, references to time span or scope, and ideas about adaptation and change. All of these are supporting players. A great deal of strategy work is trying to figure out what is going on. Not just deciding what to do, but the more fundamental problem of comprehending the situation.
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Council Strategic Planning Session
Strategy Kernel Has 3 Components
- A DIAGNOSIS that explains the nature of the challenge. It cuts through complexity and gets to the critical aspects of the situation.
- A GUIDING POLICY for dealing with the challenge. An overall approach to cope with or overcome the obstacles identified in the diagnosis.
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- A set of COHERENT ACTIONS that are designed to execute the guiding policy. These are steps that are coordinated with one another to work together in executing the guiding policy.
Council Strategic Planning Session
Strategy = Coherent Action Strategy is about action, about doing something. The kernel of a strategy must contain action. It does not need to point to all the actions that will be taken as events unfold, but there must be enough clarity about action to bring concepts down to earth. To have punch, actions should coordinate and build upon one another, focusing organizational energy. In many situations, the main impediment to action is the forlorn hope that certain painful choices or actions can be avoided – that the whole long list of hoped-for “priorities” can all be achieved. It s the hard craft of action be taken.
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strategy to decide which priority shall take precedence. Only then can
Council Strategic Planning Session
Frontenac’s Challenges/Problems ¤ Let’s DIAGNOSE them ¤ I have a few ideas/examples to get the ball rolling ¤ What really matters is Council’s identification of challenges/problems and their relative priority
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Council Strategic Planning Session
Frontenac Challenge? ¤ The lack of local government economies of scale & duplicated overheads
5 local government administrations chasing 26,000 residents Is a LOT of local government
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Council Strategic Planning Session
Frontenac Challenge? ¤ A county government in search of services because it does not deliver roads & social services like almost all other counties in Ontario
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Council Strategic Planning Session
Frontenac Challenge? ¤ The core county services (EMS & LTC) are both healthcare services that are going to be pounded by the unavoidable demographic Aging Tsunami that is gathering steam as the baby boomers start to become senior citizens… service demand growth is going to outstrip property assessment growth AgendaItem#4
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Council Strategic Planning Session
Frontenac Challenge? ¤ Seniors housing & transportation demands are going to escalate under the pressure of the demographic Aging Tsunami that is gathering steam… the issues exceed the capacity of the local municipalities, yet the County has no developed capacity yet re. these issues.
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Council Strategic Planning Session
Frontenac Challenge? ¤ Waste management solutions (e.g. energy from waste) are going to require economies of scale that extend beyond the borders of the County, yet the County has not consolidated its thinking, resources, service delivery or expertise at the upper tier.
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Council Strategic Planning Session
Frontenac Challenge? ¤ County-wide official planning is isolated from transportation operations that are controlled at the local level.
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Council Strategic Planning Session
Frontenac Challenge? ¤ County $ reserves are not assigned to specific capital or operating priorities at either level of government. How can we re-balance the $ pressures among local governments with the available $ revenues until we know what the core challenges are at both levels of government? Don’t we need the strategy worked out first? AgendaItem#4
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Council Strategic Planning Session
Meeting Frontenac Challenges with Focused Priority Setting & Actions ¤ Let’s take the Challenges & Problems identified by Council (top 3) & translate them into action oriented top Priorities These top 3 priorities MUST be achieved if Council is to be successful in leading the County towards higher performance/progress 4DX is the tool we will use to do so!!!
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Council Strategic Planning Session
4DX & Real Priority Setting
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Council Strategic Planning Session
Factors Contributing to Execution Failure (Covey Research) ü Lack of Clarity re. Goals Ø Only 1 in 7 employees can name even one of their organization’s key goals
ü Lack of Commitment re. Goals Ø Half of employees admit they are not passionate about team goals
ü Lack of Accountability re. Goals
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Ø 8 in 10 employees said they are not held accountable for progress against organizational goals
Council Strategic Planning Session
Fish Discover Water Last… The GREATEST Enemy of Execution Is Your Day Job! Whirlwind (The Day Job)
IMPORTANT You Act On It
It Acts on You
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URGENT
Council Strategic Planning Session
…Focusing on the Wildly Important ¤ Watch the 4DX Overview video
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Council Strategic Planning Session
2 Kinds of Change Stroke of the Pen
Behavior Change
¤ Capital investment
¤ Higher quality
¤ Budget/Staff expansion
¤ Faster responsiveness
¤ Business rule change
¤ Operational consistency
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Bain & Company study on organization change: About 65% of initiatives required significant behavioral change on the part of front-line employees – something that managers often fail to consider or plan for in advance.
Council Strategic Planning Session
“4 Disciplines” on the Whirlwind ¤ The Whirlwind…It’s the massive amount of energy that’s necessary just to keep your operation going on a day-to-day basis; and ironically, it’s also the thing that makes it so hard to execute anything new. The whirlwind robs from you the focus required to move your team forward.
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¤ The whirlwind is urgent and it acts on you and everyone working for you every minute of every day. The goals you’ve set for moving forward are important, but when urgency and importance clash, urgency will win every time. Once you become aware of this struggle, you will see it playing out everywhere, in any team that is trying to execute anything new.
Council Strategic Planning Session
4DX is an Operating System to Achieve WIGs WIG (Lag Measure)
Weekly WIG Session Commitments Lead Measures
Discipline 4 Discipline 2
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Discipline 1
Council Strategic Planning Session
“4 Disciplines” on the Whirlwind ¤ Important goals that require you to do new and different things often conflict with the “whirlwind” of the day job, made up of urgencies that consume your time and energy. ¤ If you and your team operate solely from within the whirlwind, you won’t progress – all your energy is spent just trying to stay upright in the wind. The challenge is executing your most important goals in the midst of the urgent!
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Council Strategic Planning Session
“4 Disciplines” on the Whirlwind ¤ The Whirlwind…It’s the massive amount of energy that’s necessary just to keep your operation going on a day-to-day basis; and ironically, it’s also the thing that makes it so hard to execute anything new. The whirlwind robs from you the focus required to move your team forward.
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¤ The whirlwind is urgent and it acts on you and everyone working for you every minute of every day. The goals you’ve set for moving forward are important, but when urgency and importance clash, urgency will win every time. Once you become aware of this struggle, you will see it playing out everywhere, in any team that is trying to execute anything new.
Council Strategic Planning Session
“4 Disciplines” on the Whirlwind ¤ Important goals that require you to do new and different things often conflict with the “whirlwind” of the day job, made up of urgencies that consume your time and energy. ¤ If you and your team operate solely from within the whirlwind, you won’t progress – all your energy is spent just trying to stay upright in the wind. The challenge is executing your most important goals in the midst of the urgent!
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Council Strategic Planning Session
The 4 Disciplines of Execution Discipline 3 Keep a Compelling Scorecard Discipline 1
Discipline 4
Discipline 2
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Council Strategic Planning Session
¤ Discipline 1 – The discipline of focus. Extraordinary results can only be achieved when you are clear about what matters most. As simple as this principle may sound, few leaders ever master it. The first discipline is to narrow the number of goals to only one to two per team.
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Council Strategic Planning Session
¤ Discipline 2 – The discipline of leverage. With unlimited time and resources, you could accomplish anything. Unfortunately, your challenge is usually the opposite: accomplish more with less. The second discipline, is to put energy against lead measures that are predictive of goal achievement
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Council Strategic Planning Session
¤ Discipline 3 – The discipline of engagement. You have the authority to make things happen, but you want more than that – you want the performance that only passion and engagement can produce. The third discipline is to create a compelling (players) scoreboard.
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Council Strategic Planning Session
¤ Discipline 4 – The discipline of accountability. No matter how brilliant your plan or how important your goal, nothing will happen until you follow through with consistent action. The fourth discipline is to drive weekly accountability and follow through, despite a whirlwind of competing priorities.
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Council Strategic Planning Session
WIG Rules
- No team focuses on more than 2 WIGS at the same time
- The battles you choose must win the war
- Senior leaders can veto but not dictate
- All WIGS must have a finish line in the form of from X to Y by when WAR
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BATTLES
Council Strategic Planning Session
The Ultimate WIG…From X to Y by when “I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth” President Kennedy 1961
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When a team moves from having a dozen we-really-hope goals to one or two no-matter-what goals, the effect on morale is dramatic. It’s as though a switch exists in every team member’s head called “Game on!” If you can throw that switch, you have laid the foundation for extraordinary execution. When President Kennedy said to the moon and back by the end of the decade, he threw that switch.
Council Strategic Planning Session
Weight Loss WIG: Decrease Total Body Weight from 200 lbs to 180 lbs in 3 months Lag Measure
Lead Measures
¤ Body weight lost per month according to the bathroom scale
¤ Diet - decreased calories consumed per day ¤ Exercise – increased calories burned per day ¤ These are predictive and influence-able …the bathroom scale WILL move
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Council Strategic Planning Session
From Strategy to WIGs ¤ Lets use our Strategy kernel thinking about Challenges/ Problems to select WILDLY IMPORTANT GOALS that will address those problems with a single-minded focus!
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Council Strategic Planning Session
Ideas for Potential WIGs
Current Result (From X)
Desired Result (From Y)
Deadline (By When)
Rank
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Council Strategic Planning Session
4DX Appendix
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Council Strategic Planning Session
Measurement in 4DX ¤ Lead & LAG indicators can be developed subsequent to our work today… ¤ The following slides set out the key lessons in indicator selection and scoreboard design…provided for staff to consider/absorb
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Council Strategic Planning Session
4DX Measurement LAG MEASURE
LEAD MEASURE
¤ Tells you IF you have achieved the goal
¤ Tells you if you are LIKELY to achieve the goal (predictive)
¤ Hard to do anything about ¤ Example: Frequency of car breaking down
¤ Within your control (influence-able) ¤ Example: Frequency of routine maintenance on your car
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Council Strategic Planning Session
4DX Measurement CONVENTIONAL THINKING
4DX PRINCIPLE
¤ Keep your eye on the LAG measures: the quarterly results, the sales numbers, pounds lost. Stress out. Bite your nails while you wait.
¤ Focus on moving the LEAD measures. These are the high-leverage actions you can take to get the lag measures to move.
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Council Strategic Planning Session
Key Principle Behind Lead Measures: Leverage!
Predictive
Influence-able
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Council Strategic Planning Session
WIG Session Components
ACCOUNT
PLAN
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Council Strategic Planning Session
Insights for Selecting LEAD Measures ¤ Identify 80/20 activities… what 20% of what you do has as much or more leverage on the WIG than 80% of what you do? ¤ Managers…manage to the Lead measure data…are your staff focused on executing the “leverage” activities to move the Rock (LAG)
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“Coming up with the right lead measures is really about helping everyone see themselves as strategic business partners and engaging them in dialogue about what can be done better or differently in order to achieve the WIGS.”
Council Strategic Planning Session
LEAD & LAG Measures Must Be Posted On a Compelling Scoreboard! Coach’s Scoreboard
Player’s Scoreboard
¤ The big spreadsheet
¤ Just a few simple graphs ..LEAD + LAG
¤ Reams of data…tries to manage the Whirlwind
¤ Tool for the whole team
¤ Lag measure trends etc. ¤ Probably not predictive, nor influence-able
¤ Here is where we need to be ¤ Anybody can see in 5 seconds whether we are winning or losing… the score at a glance! ¤ Is it prominent/visible in the work place?
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¤ A Manager’s tool
¤ Here is where we are right now
Council Strategic Planning Session
Frontline Employees as Scorekeepers ¤ People play differently when THEY are keeping score. This creates a very different feeling than when you keep score for them. When team members themselves are keeping score, they truly understand the connection between their performance and reaching their goal, and this changes the level at which they play.
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¤ Once the team sees that the LAG measure is moving because of the efforts they have made on the LEAD, it has a dramatic effect on engagement because they know they are having a direct impact on the results.
Council Strategic Planning Session
Create a WINNABLE Game! ¤ The secret to a winnable game is the relationship between the LEAD & LAG measures that plays out on the SCOREBOARD every day.
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¤ Data is like the light – the best growth agent known. When winners are given data that shows that they are losing, they figure out a way to win.
Council Strategic Planning Session
Cadence of Accountability ¤ Weekly WIG meeting…30 minutes max…farm out WIG achievement problems to separate meetings ¤ NEVER allow the Whirlwind into a WIG meeting ¤ WIG meeting components ü Account…report on commitments from last meeting ü Review the Scoreboard…learn from success and failure ü Plan… clear the path and make new commitments
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Council Strategic Planning Session
Sample Narrative from Manager Attending a Weekly WIG Meeting “As promised, this past week I did a quick check on the morning maintenance schedule for Team #3 in the West District. I noticed that reactive maintenance work was creeping into the morning schedule again. I assume there was more pressure from that pain in the backside assistant from X’s office. I rescheduled the reactive work into the afternoons for later this week. I reminded Team #3 that Committee & Council have endorsed our WIG, our sub-WIG, and our Lag/Lead measures. The politicians are supporting us in the West District now that they understand the plan and the $ payoff we will deliver longer term.” “This coming week I am going to check out West District’s Team #2 scheduling for similar “morning creep” of reactive maintenance work. This week I am also going to do a quick and dirty benchmark of the # of scheduled reactive work orders getting done in the 1pm to 4pm reactive slot across all my West
results”
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teams. I will let you guys know next week how it goes with Team #2, and I will share the benchmarking
Council Strategic Planning Session
Half of what alert participants learn in a strategy exercise is to consider the competition even when no one tells you to do it in advance. Looking just at the actions of a winning firm, you see only part of the picture. Whenever an organization succeeds greatly, there is also, at the same time, either blocked or failed competition.
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Richard Rumlet, Good Strategy/Bad Strategy & Why It Matters
Council Strategic Planning Session
Characteristics of Bad Strategy ¤ Failure to face the challenge. When you cannot define the challenge, you cannot evaluate a strategy or improve it. ¤ Mistaking goals for strategy. Many bad strategies are just statements of desire rather than plans for overcoming obstacles.
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¤ Bad strategic objectives. A strategic objective is set by a leader as a means to an end. Strategic objectives are “bad” when they fail to address critical issues or when they are impracticable.
Council Strategic Planning Session
LEAD & LAG Measures Must Be Posted On a Compelling Scoreboard! Coach’s Scoreboard
Player’s Scoreboard
¤ The big spreadsheet
¤ Just a few simple graphs
¤ Reams of data…tries to manage the Whirlwind
¤ Tool for the whole team
¤ Probably not predictive, nor easily influence-able
¤ Here is where we need to be
¤ A Manager’s tool
¤ Here is where we are right now
¤ Anybody can see in 5 seconds whether we are winning or losing…the score at a glance!
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¤ Is it prominent/visible in the work place?
Council Strategic Planning Session
Frontline Employees as Scorekeepers ¤ People play differently when THEY are keeping score. This creates a very different feeling than when you keep score for them. When team members themselves are keeping score, they truly understand the connection between their performance and reaching their goal, and this changes the level at which they play.
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Council Strategic Planning Session
Create a WINNABLE Game! ¤ The secret to a winnable game are KEY measures that play out on the SCOREBOARD every day. ¤ Data is like the light – the best growth agent known. When winners are given data that shows that they are losing, they figure out a way to win. AgendaItem#4
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Council Strategic Planning Session
Sub-WIG - Lag & Lead Indicators Lead Indicator
¤ Total # of RTOM maintenance hours consumed by reactive maintenance requests/ activities will be reduced by Y within Z months
¤ For the next 90 business days, frontline RTOM maintenance teams across all City districts will schedule reactive maintenance activities (exemption for activities directly related to public safety) ONLY after 1 pm each day.
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Lag Indicator
Council Strategic Planning Session
Create a WINNABLE “Strategic Change” Game with Scoreboard! ¤ The secret to a winnable change game are KEY measures that play out on the strategic plan SCOREBOARD every day. ¤ Data is like the light – the best growth agent known. When winners are given data that shows that they are losing, they figure out a way to win.
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People play differently when THEY are keeping score. This creates a very different feeling than when you keep score for them. When team members themselves are keeping score, they truly understand the connection between their performance and reaching their goal, and this changes the level at which they play.
Council Strategic Planning Session
Lag versus Lead Measures
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Council Strategic Planning Session
Lead Measure Builder Ideas for Lead Measures
How to Measure?
Rank Re. Impact on WIG
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Council Strategic Planning Session
Scoreboard Builder Team WIG
LAG Measure
Lead Measure 1
Graph
Lead Measure 2
Graph
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