ENTREPRENEURS
Step 4: Execution and Management
Session 5, 6, and 7
These sessions start to move participants from planning into execution.
Materials you will find here include:
Lesson curriculum, recordings and Powerpoint presentations
Executing Battle Rhythms (Session 5)
6 Steps to Writing Great Position Agreements (Session 6)
Creating Your Organization Chart (Third party resource) (Session 6)
Position Agreement Guide (Third party resource) (Session 6)
10 Strategies to Run Effective, Gender-Smart Team Meetings (Session 7)
Third Party Resources and Templates
Session 5: INTRODUCTION TO EXECUTION
The program describes the five elements of an execution system: 1) the planning system; 2) the organized company (org. structure); 3) accountability system or position agreements; 4) standard operating procedures (SOPs); and 5) the meeting battle rhythm. Boiled down, these elements make up good execution and are the fundamentals of project management. We emphasize how important project management is and how a successful company is simply a series of successfully executed projects.
Session 6: EXECUTION 2.0 AND MANAGEMENT TEAMS
In this session, the focus is helping the CEO shift from “doing” to managing and leading. To do this, the participants are taught about the importance of having a well-organized team that knows whom they report to and what they are accountable and responsible for (e.g., key performance indicators or “KPIs”), which are all found in gender-smart position agreement (PAs).
Session 7: RUNNING EFFECTIVE, GENDER-SMART MEETINGS
In this session, we train participants how to effectively plan for, run and follow-up from gender-smart meetings. We explain why meetings are a critical element for effective execution of plans, for sales and for informing shareholders; so, they cannot simply be avoided – they must be mastered. The conversation highlights the value of running gender-smart meetings, recognizing both the value of diverse perspectives and the reality that gender may impact engagement due to power dynamics and cultural norms. We go into further detail on the types of meetings that executives should run, the frequency of various meeting types, and provide generic outlines for key recurring meetings. Critical to these outlines is having a purpose, outcomes and agenda for every meeting. It explains what effective team members should be doing during a meeting, and how to accurately follow up from meetings to ensure that there is follow through for next steps and action items.
Resources