Two-Day
Program
QUARTERLY PLANNING FOR HIGH GROWTH COMPANIES
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TWO-DAY PLANNING MEETING TO SET YOUR 90-DAY PRIORITIES
SPRINT90 is a two-day program to help your team review progress, get to the root cause of critical issues, and identify your key priorities and objectives for the next quarter.
SPRINT90 PROGRAM BENEFITS
STRATEGIC SITUATIONAL ASSESSMENT
We start with a review of what's happening in the market, identify what moves our competition is making, assess evolving changes in customer needs, and uncover the trends that will impact our near and long-term success.
ROOT CAUSE ANALYSIS OF CRITICAL BOTTLENECKS
By carefully searching for the limiting constraints in the key business processes we can target our efforts and priorities to elevate the performance of the business faster.
WEEKLY PLAN WITH CLEAR METRICS AND MILESTONES
Once we have priorities for the quarter, we break down the plan into weekly metrics and milestones along with clear owners so we can measure progress and drive accountability.
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Want to learn more about the Sprint90 program? Book a call and we can discuss the program in more detail, your situation and needs, and how we can create the future you and your team desire.
PROGRAM AGENDA
DAY 1
Assess and Reflect
RETROSPECTIVE: Review the highs and lows from the last quarter and identify issues
ISSUE PROCESSING: Discuss and diagnose key issues and create an action plan
SITUATION ASSESSMENT: Review changes in the market, competitive moves, and shifting needs of your core customer
STRATEGIC REVIEW: Review and update strategic framework and positioning
DAY 2
Prioritize and Commit
UPDATE ROADMAP: Adjust key milestones and metrics on the roadmap.
DETERMINE PRIORITIES: Identify the key focus areas that will drive strategy execution
SET COMMITMENTS: Assign ownership of top company and departmental priorities to key executives
PLAN EXECUTION: Create a 13-week plan for execution with metrics and milestones
FREE GROWTH READINESS ASSESSMENT
Take this 15-minute assessment to learn how ready you and your team are to start the growth process.
PROGRAM OUTCOMES
ISSUE LIST WITH CLEAR ACTION ITEMS
At the end of every meeting we generate a clear list of action items and commitments with a specified who, what, and by when (www) articulated for each item.
TOP ORGANIZATIONAL PRIORITIES AND OBJECTIVES
The team is aligned on the top handful of priorities and objectives for the quarter which they can clearly communicate and cascade down the organization.
CLEAR SUCCESS METRICS AND OUTCOMES
Each priority/objective comes with a well-defined definition of done and set of success criteria eliminating ambiguity around what needs to be accomplished.
WEEKLY EXECUTION PLAN
The weekly plan provides a clear set of objective metrics and milestones so the team can keep things on track and course correct quickly
P U B L I S H E D
INTEGRITY IS KEY TO EXECUTIVE SUCCESS, BUT THAT MAY NOT MEAN WHAT YOU THINK
Keeping your word is a helpful trait in many areas of life. But for an executive, it's critical to your performance.
As an executive strategic coach, I've worked with hundreds of CEOs and senior executives, focusing on strategy and building high-performance executive teams. My job is to help teams find a way to differentiate themselves in their market and then build the talent model and operational plan to execute successfully. The process requires some smart thinking and a lot of hard work.
Regardless of how smart and hardworking we are, however, we won't get very far without strong and effective leadership. As a company grows and scales, leadership challenges become greater and more complicated. Executives who were successful in the early stages of the company often struggle as the game changes and the stakes get higher. Leveling up leadership is just as important as a good strategy and lots of elbow grease.
One of the key values that quickly becomes important is integrity. While this word gets thrown around a lot in many circles, I use it here very specifically and intentionally. I don't mean morality or even ethics. I'm not judging if someone is good or bad or right or wrong. When I say integrity is important to being a high-performing executive, I mean that your words must match your actions.
This means doing what you say you're going to do. It also means that you shouldn't say you're going to do something that you really can't or won't do. People need to trust that you'll deliver and they can rely upon you. Get this right, and you'll gain significant power and respect. Fail, and you'll quickly struggle for advancement and could lose your seat at the leadership table.
Here are a few things to consider when making commitments and taking action when your professional reputation is on the line.
WHAT PEOPLE SAY. . .
Ameen Nassiri
Founder/CEO
Bruce is a unique and highly-effective coach. His first-hand experience as a Founder/CEO means he really knows what it’s like to be in the driver’s seat, and his expert knowledge of the Scaling Up and 3HAG frameworks allows him to give leadership teams the tools they need to get clear on their priorities, make better decisions, and to drive accountability.
Vince Wadhwani
President
My leadership team and I have worked together for over a year now and Bruce has enabled us to set a clear strategy and dramatically increase accountability. His approach is well thought out and supported by simple yet effective tools and exercises. Bruce is a master facilitator. If you’re looking to work with one of the best strategic coaches in the business, Bruce is your guy.
Paul Smith
Founder/CEO
've run my company as CEO for several years. Generating new business through sales, marketing, and networking has always been one of my challenges. Bruce's programs have helped me improve my business in each of these areas. His advice is always succinct, helpful, and often simpler than I had expected. A definite win for CEO's wanting to grow their businesses!
At the top of the list is a lack of trust in leadership. This can show up as apathy toward objectives, a lack of commitments or accountability, politics, and personal agendas, or even outright hostility and conflict. Left unaddressed, these will undermine team performance and create animosity.
