Gino Wickman Quotes

Review all to-dos from last week’s meeting. To-dos are seven-day action items. From a weekly review comes accountability. By incorporating this agenda item, you will accomplish more as a team. To distinguish a Rock from a to-do, remember that a Rock is a 90-day priority while a to-do is a seven-day action item. To-dos consist of the commitments people make throughout the week that typically don’t get captured. For example, “I’ll call the printers tomorrow,” “It will be shipped tonight,” or “I will have every prospect on the list contacted by Friday.

An Integrator is a person who has the Unique Ability® to harmoniously integrate the major functions of the business, run the organization, and manage the day-to-day issues that arise. The Integrator is the glue that holds the people, processes, systems, priorities, and strategy of the company together.

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.

Luftmensch is a Yiddish word made from two others; luft means “air” and mensch means “person.” A luftmensch is an “air-person,” someone who has his or her head in the clouds. I don’t mean this as an insult. Ideas come from having your head in the clouds. Most visionaries would agree with me. That is their gift, their strength, and their value. Nothing exists without visionaries. Yet once the vision is clear, you need to go from luftmensch to action.

Numbers create accountability. When you set a number, everyone knows what the expectation is.

When you have successfully created a 90-Day World by setting and completing Rocks every 90 days, you will become more focused, get more accomplished, and have a higher level of accountability.

Entrepreneurs must get their vision out of their heads and down onto paper. From there, they must share it with their organization so that everyone can see where the company is going and determine if they want to go there with you.

Clarify your vision and you will make better decisions about people, processes, finances, strategies, and customers.

Successful business owners not only have compelling visions for their organizations, but also know how to communicate those visions to the people around them. They get everyone in the organization seeing the same clear image of where the business is going and how it’s going to get there. It sounds easy, but it’s not.

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.

Assign who owns each Rock. This is vital for clear accountability. Each of the three to seven company Rocks must be owned by one and only one person on the leadership team. When more than one person is accountable for a Rock, no one is accountable. The owner is the person who drives the Rock to completion during the quarter by putting together a timeline, calling meetings, and pushing people. At the end of the quarter, the owner is the one that everyone looks at to assure the Rock was completed.

What gets measured gets done.

It is less important what you decide than it is that you decide.