Rhythm Blog | Rockefeller Habits One-Page Strategic Plan

by Patrick Thean and the Rhythm Team

4 Tips to Mastering the Rockefeller Habits and Your One-Page Strategic Plan

Patrick Thean Sat, Apr 15, 2017 @ 09:00 AM

If you are a Mastering the Rockefeller Habits fan, here are four tips to make your One-Page Strategic Plan work for you. Used correctly, it can accelerate your progress. Used incorrectly, it can quickly become a bureaucratic anchor around your neck.

1. Use your strategic foundation - Your core strategy to drive execution:

Your core strategy is made up of your core purpose, core values, and BHAG (Big Hairy Audacious Goal). Don't allow your core values to be merely a poster on the wall. Use them purposefully every day. Don't be tempted to hire that great resource who does not demonstrate your core values. Allow your core values to be your veto tool. Hire and fire by your core values. Here's a tip to live your core values: Choose words that you use daily. Don't switch into "corporate speak" when you bring up your core values. To make it stick, it's got to be the way you talk with each other. Do people in your company understand how their daily work helps to achieve the company’s overall mission or purpose? Are they on an exciting journey towards the promised land? Your BHAG is a 10+ year goal that can create excitement and inspiration for the entire team. Too often, I see BHAGs and purpose statements just being cute posters decorating corporate walls with people not understanding how they are part of the exciting journey to achieve the BHAG and purpose.

A Better Way to Implement Your One-Page Strategic Plan

Tiffany Chepul Fri, Jul 22, 2016 @ 09:00 AM

Planning Sessions are exciting - the possibilities are endless, the team is optimistic and ready to conquer the world! You spend countless hours discussing, debating and agreeing on your Core Values & Purpose, BHAG, Brand Promise, Key Initiatives and Quarterly Rocks. Decisions are made. Targets are set. Your One-Page Strategic Plan is beautiful! The work gets put into a Word doc and filed away for everyone to access. "Let's really do it this year," everyone says...

Celebrate Good Times, Come On!!! (Let’s Celebrate)

Alan Gehringer Fri, Oct 3, 2014 @ 09:00 AM

This is one of those songs that sticks in your head and you can’t get rid of it, right?  However, you have to admit, it really sets the tone for a celebration, which brings me to the topic of this blog.  How much time do you spend celebrating the good times and accomplishments in your company?  Part of the Rockefeller Habits methodology is to develop a theme each quarter and plan a celebration and reward when your team hits their targets.

This is an area where I see a lot of room for improvement.  Verne uses the analogy of celebrating the last class on the last day of school.  I have often used quarterly rewards to boost morale and encourage performance. Celebrating only once a year is just too long for most people to relate to.

So, let me tell you about a recent celebration we had at Rhythm Systems.  We just recently re-branded the company from Gazelles Systems to Rhythm Systems.  This was a natural evolution as the software we use is called Rhythm and Patrick Thean’s recent book is titled Rhythm.  There has been a lot of work behind the scenes the past few months to accomplish this, particularly from a content and marketing standpoint.  The good news is, our customers are very happy with the transition, and we have heard nothing but positive feedback.  So, after the heavy lifting was done, a celebration was planned.

Incorporate Department Level Planning Into Your One-Page Plan

Tiffany Chepul Fri, Feb 21, 2014 @ 09:30 AM

Those of you who are familiar with and use the One Page Strategic Plan know that Columns 5 and 6 are for your Company’s Quarterly Plan and Column 7 is for Individual Quarterly Priorities.  So where does Quarterly Planning for the Departments fit in?

One-Page Strategy Implementation - Do You REALLY Got It?

Barry Pruitt Mon, Jan 20, 2014 @ 09:30 AM

One of the critical, even primary, tasks of a leader is directing the energy and attention of your team. I don’t mean to discount your need to create a strategy, but it never works unless you execute it throughout the ranks of your organization. As a coach of fast-growing businesses, I often hear executives talk about moving fast with phrases like, “I got it. I got it, let’s move to the next thing.” They tout their organization as one that moves more quickly than others – sort of a high-speed rail of business development. The underlying truth is that in order to really “got it” you must slow down. That’s right, slow down to move faster. 

Slow down and think more about implications, direction, investment of time, energy, resources, you know … strategy. And then you should move fast on what is determined. Don’t let urgency or a rush to check off items on a list mislead you to think that your company is moving fast. This is actually doing fast, but often doing the wrong things. Let’s examine some ways to answer the question, “Have you really got it?” when it comes to strategy implementation.

Do You Have 2-3 Winning Moves on Your Rockefeller Habits One-Page Strategic Plan?

Patrick Thean Fri, Oct 4, 2013 @ 08:50 AM

I was facilitating a Rockefeller Habits mid-year planning session. As part of their regular Think Rhythm, the executive team was working on developing Winning Moves to ensure continued growth for the next 3 years. These Winning Moves would be top line revenue generating strategies to drive revenue growth over the next 3 years. Every company needs a couple of Winning Moves to drive growth. Two to 3 would be best to focus the company. You don't want too many, otherwise the team will not be able to focus as resources get allocated across too many projects, causing teams to inadvertently compete for some of the same resources. Competition for resources can cause negative stress and reduce team effectiveness.

Practice the Rockefeller Habits to Drive Accountability and Response-Ability

Barry Pruitt Mon, Sep 16, 2013 @ 09:22 AM

Are you fostering an accountability-based team, department, or organization? Accountability takes a step beyond responsibility. Responsibility is a felt obligation to act within an organization's values, whereas accountability adds that you can be called to answer for your own actions.

Build a Healthy Foundation by Mastering the Rockefeller Habits: 4 Key Decisions

Chris Cosper Tue, Sep 3, 2013 @ 10:10 AM

By now, most of us are familiar with Verne Harnish’s book, Mastering the Rockefeller Habits: What You Must Do To Increase the Value of Your Growing Firm.  And, synonymous with the book is Verne’s One Page Strategic Plan.  There are so many great concepts and solid theory captured in this material, all boiled down to simple, actionable steps that each of us can apply in our businesses.  But it’s all so good, you may be wondering where in the world to start.  

Have Holes in your Rockefeller Habits Implementation & One-Page Strategic Plan?

Alan Gehringer Mon, Aug 12, 2013 @ 01:12 PM
If you are like a lot of companies that adopt a new methodology, you want to do it all at once.  The problem is that it's just not feasible, especially if you want to do things well.  Patrick Thean often says, “Sometimes you have to slow down to speed up.” The typical approach is to begin working on the One-Page Strategic Plan left to right filling in what you have or working through each piece as part of your Annual Planning Session.  There are elements of the plan that you cannot push aside like your targets, goals and annual and quarterly priorities.  But there may be areas of the plan that require more thought, research and time to develop effectively for the long run.   Spending more time on these areas will help you as you develop your Quarterly Plan and Annual Plan each year.  Some companies are in business for years, but have not documented their Core Values, Core Purpose, Brand Promise or BHAG.  These may be alive and well, but not written down on paper or communicated throughout the organization.

Tips for Building and Using Your KPI Dashboard

Alan Gehringer Tue, Jul 30, 2013 @ 02:31 PM

“Today’s managers recognize the impact that measures have on performance.  But rarely think of measurement as an essential part of their strategy” - Kaplan and Norton