Details Unhealthy Organizational Situations That Will Derail A Leadership Team

What are the 10 Rockefeller Habits?
1. The executive team is healthy and aligned

2. Everyone is aligned with the #1 thing that needs to be accomplished this quarter to
move the company forward
3. Communication rhythm is established and information moves through the
organization quickly
4. Every facet of the organization has a person assigned with accountability for
ensuring goals are met
5. Ongoing employee input is collected to identify obstacles and opportunities
6. Reporting and analysis of customer feedback data is as frequent and accurate as
financial data
7. Core values and purpose are “alive” in the organization
8. Employees can articulate the key components of the company’s strategy accurately
9. All employees can answer quantitatively whether they had a good day or week
10. The company's plans and performance are visible to everyone
1. The executive team is healthy and aligned

 Team members understand each other‘s differences, priorities, and styles.
 The team meets frequently (weekly is best) for strategic thinking.
 The team participates in ongoing executive education (monthly recommended).
 The team is able to engage in constructive debates and all members feel comfortable
participating.
The very first habit that spotlights having a healthy executive team that is aligned with the
company’s main vision.
Details unhealthy organizational situations that will derail a leadership team:

 Absence of Trust
 Fear of Conflict
 Lack of Commitment
 Avoidance of Accountability
 Inattention to Results
1. Everyone is aligned with the #1 thing that needs to be accomplished

this quarter to move the company forward
 The Critical Number is identified to move the company ahead this quarter.
 3-5 Priorities (Rocks) that support the Critical Number are identified and ranked for
the quarter.
 A Quarterly Theme and Celebration/Reward are announced to all employees that
bring the Critical Number to life.
 Quarterly Theme/Critical Number posted throughout the company and employees
are aware of the progress each week.
2. Communication rhythm is established and information moves through

the organization quickly
 All employees are in a daily huddle that lasts less than 15 minutes.
 All teams have a weekly meeting.
 The executive and middle managers meet for a day of learning, resolving big issues,
and DNA transfer each month.
 Quarterly and annually, the executive and middle managers meet offsite to work on
the 4 Decisions (Strategy, Execution, People, and Cash).
However, it is believed that the daily, weekly, monthly, quarterly, and annual “Meeting
Rhythms” help to address the number one challenge that people face when working
together: communication.
Here is a breakdown on how long each meeting should run:

Daily Huddle: 5 - 15 minutes
Weekly Meeting: 60 - 90 minutes
Monthly Management Meeting: Half to full day
Quarterly and Annual Planning Meeting: One to three-day offsite meeting
3. Every facet of the organization has a person assigned with

accountability for ensuring goals are met
Getting accountabilities clear throughout the organization is crucial. There should be one
accountable person assigned to each cell within the organization and this needs to be clear
throughout the organization. Of course, this doesn’t mean this person is the boss or gets to
make all the decisions.
4. Ongoing employee input is collected to identify obstacles and

opportunities
 All executives (and middle managers) have a Start/Stop/Keep conversation with at
least one employee weekly.
 The insights from employee conversations are shared at the weekly executive team
meeting.
 Employee input about obstacles and opportunities is being collected weekly.
 A mid-management team is responsible for the process of closing the loop on all
obstacles and opportunities.
It is critical for senior leadership and middle managers to engage their employees in data
collection from within the company. In other words, roll up your sleeves and prepare to take
notes.
Here are some guidelines recommended:
 Collect data from all employees, especially the sales and operations channels and
those on the frontline as they are closest to the action.
 Senior leaders should talk to one employee a week. Here is the question they should
ask: “What should the company Start/Stop/Keep doing?”
 Pay attention to the “Stops” as this will give us an idea of the roadblocks that the
employees are facing and what to eliminate.
5. Reporting and analysis of customer feedback data is as frequent and

accurate as financial data
 All executives (and middle managers) have a 4Q conversation with at least one end
user weekly.
 The insights from customer conversations are shared at the weekly executive team
meeting.
 All employees are involved in collecting customer data.
 A mid-management team is responsible for the process of closing the loop on all
customer feedback.
Next we will look at the data that will come from customers. With our method of execution,
we advise all employees to talk to customers — as after employees, customers are the next
biggest source of data that we can use to guide the growth of your organization. In fact, I’d
suggest senior leaders formally talk to one customer a week to gather data about the
market and competitors.
6. Core values and purpose are “alive” in the organization
 Core Values are discovered, Purpose is articulated, and both are known by all
employees.
 All executives and middle managers refer back to the Core Values and Purpose when
giving praise or reprimands.
 HR processes and activities align with the Core Values and Purpose (hiring,
orientation, appraisal, recognition, etc.).
 Actions are identified and implemented each quarter to strengthen the Core Values
and Purpose in the organization.
This habit will give you a baseline for current and future decisions, including when making a
hire, sharing praise and when giving constructive criticism. I like to think of Core Values and
Purpose as “alive’ in an organization.
7. Employees can articulate the key components of the company’s

strategy accurately
 Core Customer(s) – Their profile in 25 words or less.

 3 Brand Promises – And the corresponding Brand Promise KPIs reported on weekly.
 Elevator Pitch – A compelling response to the question “What does your company
do?”
8. All employees can answer quantitatively whether they had a good day
or week
 1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each

role/person.
 Each employee has 1 Critical Number that aligns with the company’s Critical Number
for the quarter (clear line of sight).
 Each individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the
company.
 All executives and middle managers have a coach (or peer coach) holding them
accountable to behaviour changes.
Each member of your team (yourself included) should be able to answer the question,
“Did I have a great day or week?”
If they can’t, then it might mean that they are not clear on their priorities and their KPIs. In
order to move forward together, everyone must be aligned. Think of your organization as if
it were a machine. In order for the machine to work flawlessly, all parts must work well and
work together.
9. The company's plans and performance are visible to everyone
 A “situation room” is established for weekly meetings (physical or virtual).

 Core Values, Purpose and Priorities are posted throughout the company.
 Scoreboards are up everywhere displaying current progress on KPIs and Critical
Numbers.
 There is a system in place for tracking and managing the cascading Priorities and
KPIs.
This habit basically boils down to having scoreboards everywhere! We encourage you to
have your goals, metrics, and plans up around the company for everyone to see, keep track
of and remain engaged with. Similarly make sure your core values and purpose are also
posted throughout your firm so everyone has access to it.

Details Unhealthy Organizational Situations That Will Derail A Leadership Team

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What are the 10 Rockefeller Habits?

1. The executive team is healthy and aligned

1. The executive team is healthy and aligned

Details unhealthy organizational situations that will derail a leadership team:

1. Everyone is aligned with the #1 thing that needs to be accomplished

2. Communication rhythm is established and information moves through

Here is a breakdown on how long each meeting should run:

3. Every facet of the organization has a person assigned with

4. Ongoing employee input is collected to identify obstacles and

Here are some guidelines recommended:

5. Reporting and analysis of customer feedback data is as frequent and

6. Core values and purpose are “alive” in the organization

7. Employees can articulate the key components of the company’s

 Core Customer(s) – Their profile in 25 words or less.

 1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each

9. The company's plans and performance are visible to everyone

 A “situation room” is established for weekly meetings (physical or virtual).

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