Gino Wickman Quotes

Demasiadas organizaciones topan porque están acostumbradas a su forma de hacer las cosas y no están dispuestas a cambiar para adecuarse a su expansión.

The visionary and the integrator couldn’t be more different. In a small to mid-size company, the visionary is typically the owner, co-owner, or founder. In a partnership, most of the time, one partner is the visionary and the other is the integrator. It’s a dynamic that has elevated them to where they are. The visionary typically has 10 new ideas a week. Nine of them might not be so great, but one usually is, and it’s that one idea each week that keeps the organization growing. For this reason, visionaries are invaluable. They’re typically very creative. They’re great solvers of big ugly problems (not the little practical ones), and fantastic with important clients, vendors, suppliers, and banking relationships. The culture of the organization is very important to them, because they usually operate more on emotion and therefore have a better barometer of how people are feeling. If you’re one, know thyself and be free.

This is where the magic happens. It’s time to tackle your Issues List. Great meetings are created by solving problems. You should have 60 minutes for solving issues. This part should always take up most of your meeting.

With the vision clear, people in place, and data being managed through a Scorecard, you’re creating a transparent organization where there is nowhere to hide. Your company is open and honest. Any obstacles that stand in the way of achieving your vision will be apparent. Your job is to now remove these barriers and solve the issues holding you back.

Annual Planning is an opportunity to build team health, reset the vision, and create a clear plan for the next year.

when you have finished setting your Rocks and all the dust has settled, you should all be united on what objectives take precedence in the coming quarter. The focus of the Rocks is what makes this process so productive. Most organizations enter the next quarter battling on all fronts. They make everything a priority and accomplish very little. By setting Rocks every quarter as a team, you gain considerably more traction and finally reach your goals.

The Right People are the ones who just fit. You know them when you see them; you feel it.

Decide and fill in what the expected goal is for the week in each category.

Your guarantee has a secondary benefit. It forces all the people in your organization to deliver on it. That in turn forces you to look inward and make sure you’ve got all the right people, processes, and systems in place to do so. If not, you’ll be forced to improve upon it. Your client will never need to make good on that guarantee if you’re at your absolute best.

It’s common for a company to have a visionary but no integrator. This causes a real struggle, because the visionary is constantly frustrated with his or her lack of traction. In addition, he or she has to keep acting as the integrator and get pulled into the day-to-day management of the business.

1. Be careful what you wish for because you’ll get it. If you want to grow, you have to understand that not everyone is going to be able to keep up and remain in the same seat forever. 2. Keeping people around just because you like them is destructive. You’re doing a disservice to the company, to everyone in it, and to the person. People must add value. I realize this may sound cold, but to the degree people are in the right seats, everyone is happier, especially them.

Si crees en tus Tres Cualidades Únicas, y crees que a tu cliente ideal le importan, nunca deberías disculparte por ellas.

To take structure a step further, these three functions cannot operate independently of each other. That’s why all great organizations have another major function, a role that I like to call the integrator.

The right seat means that each of your employees is operating within his or her area of greatest skill and passion inside your organization and that the roles and responsibilities expected of each employee fit with his or her Unique Ability®.

Simplifying your organization is key. This entails streamlining the rules you operate under as well as how they’re communicated. The same goes for your processes, systems, messages, and vision. Most organizations are too complex when they begin.