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our guests today are Randy Street and
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Alan Foster uh and they have just
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written a book called power score we're
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going to talk to them about that today
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uh Randy Alan thank you so much for
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joining us today it's our pleasure it's
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great to be here great Randy I'd
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probably start with the first question
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with you uh you describe power score as
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a as a grand United theory of leadership
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boiled down to a single number what
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exactly does does that
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mean so we've been on a journey for the
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last 20 years as a firm and as
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individuals U thinking about
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leadership um boards and CEOs would call
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us and say hey we're we're about to make
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a big leadership change or decision of
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some sort and we need help to figure out
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how do we get the right people so our
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our day jobs have been interviewing CEO
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candidates and uh senior leaders for
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organizations of all different shapes
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and sizes uh and each interview has been
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a 5H hour interview or so and then 15
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hours of analysis around that uh and
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over the course of the last 20 years
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we've we've interviewed over 15,000
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people and it occurred to us there's
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there's probably something to learn from
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that in terms of what what do successful
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leaders really do uh and over the last
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five years we've been digging deep into
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that data to understand it and what we
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have found is there are in fact three
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factors that drive success in leadership
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and we called the Grand unified theory
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uh very much like uh the way scientists
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describe the universe so scientists have
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been looking to figure out you know what
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is the grand unified theory of how the
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universe universe works and we figured
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if they can describe the universe surely
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we can describe leadership and in fact
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we've got these three factors that
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describe what success looks like
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absolutely so I'll turn to Alan to ask
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exactly what the power score is and how
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it's calculated and how did you come up
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with a concept what kind of research did
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you put into it
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yes so power score power is really an
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acronym the the P stands for priorities
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the W stands for Who and the r stands
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for relationships and uh as part of the
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15,000 uh executive interviews that
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we've done over the last 20 years we we
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got a phone call about uh five years ago
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from Professor Steve Kaplan and a
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colleague of his at the University of
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Chicago he said aren't you sitting on
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what's probably the world's most
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valuable database of leadership I've got
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an Army of phds uh who I'd love to pour
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over it code it and analyze the heck out
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of it I bet we could learn something um
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are you up for that we said sure and uh
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and so we did and so they've been
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kicking the tires on on what really
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makes the difference and we actually had
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a whole different theory of leadership
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when we started writing the book but it
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the data the data didn't uh match it it
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didn't pan out so we we really had to
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say like what do leaders do differently
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and what we found is is they they all go
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about accomplishing three things they
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set the right priorities they get the
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right people in the right roles the
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right who the W and then they make the
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relationships work um the the the ARA
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relationships and so what we do with our
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with with the teams and the executives
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we work with is to say on a scale of 1
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to 10 uh to what extent you have the
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right priorities give yourself a score
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out of 10 to what extent do you have the
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right who the right people in the right
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roles score out of 10 and what extent do
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the relationships work again a score out
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of 10 and you've got three numbers out
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of 10 multiply them together and you've
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got yourself a score out of a thousand
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and that's the score we've been
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calculating with uh thousands of
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Executives to find out to what extent do
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they run at full power power being
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priorities who and relationships and
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what have you found so far of uh uh when
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you talk to Executives do you find that
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of all the three variables that make up
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the power acronym uh executives are good
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at all three or are they some that are
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they are better at than others so all
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three matter it's it's something like a
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triathlon if if you can't swim you're
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not going to win the triathlon and the
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same is true with the power score PW
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andr you have to be able to do all three
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and most leaders only do one or maybe
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two of those really well uh very few
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actually think to do all three much less
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are really good at all three but the
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stati statistics are amazing those who
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do all three well are easily twice as
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successful as the average leader and
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they're 20 times more successful than
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leaders who don't do any of those three
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things which of the three which is the
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easiest for most leaders to manage and
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which element of those three do they
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have the most trouble with so the
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easiest is definitely the r
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relationships so most leadership
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theories focus on behaviors and traits
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and how you should show up as a leader
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and that's all very important in
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leadership of course
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uh and so about half 47% of the leaders
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in our data set were reasonably good at
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building the the relationships that make
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a team function on the flip side uh the
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hardest one is the W the who which is
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hiring the right people uh removing
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people shifting people around on your
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team to make sure you've got the right
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people matched to the right priorities
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only 14% of leaders were excellent at
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that which means 86% of all leaders are
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completely ignoring one of the most
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important factors of being a successful
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leader which is getting that who
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question right it's funny and uh I was
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uh at a conference last week with about
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150 CEOs and we were going through do
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you have the right priorities the right
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who the right relationships and at the
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end I say Okay a show of hands if you
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think about your score in each of those
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Dimensions the score you've given
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yourself which is the lowest which is
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pulling your overall score down the most
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and show of hands about 80% of the
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audience put up their hand for The Who
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as in like they struggle the most with
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getting the right people in the right
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roles interesting I i' come back to the
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who but let's let's start with the with
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the
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priorities uhan is are priorities the
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same as
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goals uh what's the difference well uh
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it's funny we we we had one client and
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and I said I said to the uh Chief
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Operating Officer um to what extent do
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you have the right priorities he said
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absolutely we do we we we we set goals I
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said well how many do you have and he
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said well I have
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164 and and I said you know that that
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must keep you quite busy he goes yes
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we're a very inclusive culture we're
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very bottom up we like people to set
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their own goals I mean it was a it was a
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it was a high achieving environment but
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they had no focus at all and so we find
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the best leaders are very good at
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setting priorities which actually means
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saying no to things like it's looking at
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all your potential goals and saying
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which are the three four or five that
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really matter goals really are what
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needs to happen and that's great but
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they don't really give you a sense for
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uh which ones actually tie back to your
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mission and why why they're important or
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how they relate to one another so you
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can have 164 goals no sense of priority
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a lot of diffused Focus through the
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organization so how do you think leaders
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can become better at setting priorities
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how did this leader go go about it so we
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uh you can obviously hire consultants
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for uh um millions of dollars and I'm
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sure they'll come up with a a great
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presentation we we have a slightly
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simpler way we we encourage leaders and
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Leadership teams to write what we call a
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scorecard which is to say given the
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mission and vision of what you're trying
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to do what are the five priorities and
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how do you talk about them in terms of
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like uh if you fast forward two or three
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years and you're thrilled with what
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you've got done what will you have
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delivered and it forces people to
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talking numbers it forces people to to
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have trade-offs and then we get a CEO if
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they've done that to share that with
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their leadership team and then we find
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everyone has a different point of view
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and then you just lock the door and you
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don't let them out until they've
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actually had some of these tough
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conversations about what are we not
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going to do versus just what we are
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going to
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do how how do you think priorities are
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linked with purpose and can you give any
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examples of leaders who are able to tie
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their priorities to the reason why the
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organization exist
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we've been working with a toga one day
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who uh is using a lot of his thinking
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around the checklist
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Manifesto uh to apply to um some of the
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most complex diseases and Health Care
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Health Care issues and uh when we very
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first spoke to him he said we said like
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why do you exist and he said I am trying
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to save harm or suffering from More Than
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A Million Lives over the next three
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years and and he's written about that
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and he has founded a laboratory an
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innovation lab called ariadne labs and
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what we find is it's like putting up a
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beacon into the sky like the bat signal
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and and and surgeons and Medics and
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professionals flock from all over the
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world um because his his mission uh just
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resonates with them um and then he then
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goes from that to say what are his three
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to five priorities but it all links back
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from that sense of purpose his his
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mission of what he's trying to do
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um how can you uh decide if your team's
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priorities are
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clear and and
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effective so it's one thing to think
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you've got the right priorities but then
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to make sure that you transmit them
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through the organization is another
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challenge I had a client recently share
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with me that he he had a senior team get
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together and think through priorities
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and they all padded each other on the
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back and said oh we've got our
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priorities we all agree and then they
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had a conversation with the next level
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down in the organization and there was a
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little more debate what really are our
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priorities I'm not sure are we aligned
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here and then they took the conversation
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to the next level down and that group of
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people basically said what
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priorities uh so there's definitely a
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challenge in organizations as you go
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through to create Clarity and the first
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thing that you need to do is limit
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yourself to that that three to five you
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know five really is the absolute limit
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of priorities that that we as humans can
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process and remember uh and the second
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piece is communication so just
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constantly communicating these are the
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five things whenever something comes up
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that's outside of those
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priorities calling it out saying you
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know what that's interesting that might
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even be important we should look at that
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but not now it's not part of our
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priorities I had a client say another
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client say whenever someone comes to her
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with something that's off the list she
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says make me care if you can show me how
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that connects to and supports one of our
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five priorities then we should think
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about doing it but if you can't we're
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not going to do it we're not going to
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put resources behind it so it's a
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combination of shortening the list from
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164 down to five and then communicating
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it constantly throughout the
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organization got it so now let's come to
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the really difficult part of the the
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power equation which is the who part how
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how can a leader select the right people
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for her or his team and make sure that
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they focused on the right
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priorities well you've actually begun to
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answer the question right there with
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that second piece which is make sure
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they're focused on the right priorities
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so uh the first mistake leaders make
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when it comes to hiring and thinking
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about their team is they're haven't even
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thought about their priorities in the
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first place assuming you actually have
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thought about your priorities the next
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question should not be how do we
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accomplish these priorities but rather
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who should accomplish these priorities
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which is where the the next big mistake
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comes most leaders don't think that they
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think about about the what questions and
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the how questions what do we need to do
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how do we need to do it rather than who
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do we need on the team to do it uh so
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question two is all about that who once
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you understand the priority who do we
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need on the team to accomplish it from
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there it's about following a structured
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process uh most leaders don't because
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they're not asking the right question in
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the first place uh and because they're
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distracted with all of the noise and you
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know the meetings and the conference
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calls and the 200 emails a day and all
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the other things coming along they don't
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put the actual energy into hiring the
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right people thinking about mapping
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their team to the right priorities and
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one of the things I found very
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interesting is you write in your book
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that this is
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the aspect of management that gives
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leaders the most
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heartburn uh how how can leaders become
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better at selecting the right
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people so it probably Begins by
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acknowledging what are all the mistakes
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that they typically make and on average
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uh nearly all the research proves that
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leaders are making mistakes about 50% of
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the time so half the time toss of a coin
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they're getting it wrong uh and they're
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using just a lot of um ill-informed
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techniques we call them uh uh Voodoo
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hiring uh uh tricks and uh for example
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uh should I be interviewing someone who
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is British and baling and has a slightly
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quirky sense of humor I'll probably
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think you know what they're pretty smart
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yeah I really like I can't put my finger
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on it but I really like that guy and we
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we tend to project ourselves onto the
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people that we see and yet we don't
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realize we have all these unconscious
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biases so the the very first part before
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you even get to like asking the correct
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questions is to acknowledge what are the
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mistakes that you're making right now
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but how do you go about removing
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underperformers and getting a players on
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your team how how how would you do that
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so first thing is understanding where
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you've got a B and C players if you want
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to use a sort of a classification system
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of your team and that goes back to the
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priorities Allan mentioned a little
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earlier a tool that we call a scorecard
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which basically just documents your
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priorities your mission and then the key
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priorities that you're pursuing uh and
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the best leaders actually take some time
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maybe once a quarter sit down look at
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the priorities map the team against them
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and ask the question how comfortable am
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I that these people are going to
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accomplish these things and if you have
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any doubt in your mind if there's a if
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you think well maybe it's 5050 that's
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not very good you're looking for a much
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higher degree of confidence 90% or even
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100% degree of confidence that those
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people will accomplish those priorities
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I'm I'm thinking of uh the our client um
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Panos who uh who who took ry's advice
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and did exactly that and and he uh he
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emailed us about a year and a half ago
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and said uh you know what I've been
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following your advice we like well what
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advice would that be we can't remember
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and he said well every quarter I sit
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down and I map out who's my team if I
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was only allowed to have 50% of my
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people who's on my boat and then he goes
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okay now if I was allowed 75% of people
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who would I add to the team then he goes
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to 85% and then at 85% he goes who have
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I not who's not on this team who's not
00:15:28
on this boat and he guys at that point I
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need to look in the mirror and ask
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myself some pretty tough questions about
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whether or not these are the right
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people moving forward and to make some
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tough decisions do you have any examples
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of leaders who do a really good job of
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managing The Who and I would love to
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know what they do differently than other
00:15:47
leaders so from a a process
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perspective uh the best leaders that we
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work with start by thinking about their
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team against the priorities uh the
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second thing is they do remove the
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weaker people and in some cases that
00:16:02
means moving them to a different place
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in the company or the organization uh
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and then third they get very aggressive
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about hiring um Kristen Russell comes to
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mind she is the uh former uh head of it
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in the state of Colorado and she had
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some big jobs at Oracle I believe and a
00:16:18
couple of big uh big it shops she
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considers herself a chief recruiting
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officer she says you know I may be a CIO
00:16:27
but my real job is cro chief Chief
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recruiting officer and she's constantly
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on the hunt for great talent constantly
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sourcing interesting people that she may
00:16:37
be able to bring into her organization
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or maybe refer to other people uh within
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the organization or other organizations
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for that matter um and then she follows
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a structured process to actually hire
00:16:48
those people as well which is the other
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piece of the magic so it's it's
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understanding that you need to have
00:16:54
these people it's putting that Chief
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recruiter Hat on at all times then
00:16:57
following a structured process to to
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hire them against the
00:17:02
priorities it's funny when we did the
00:17:04
analysis of if you look at every single
00:17:08
executive we've ever interviewed and met
00:17:11
and we look at what's the number one
00:17:14
risk or regret of that of that executive
00:17:17
the thing they wish they' done
00:17:19
differently W by far the number one is I
00:17:22
wish I had moved faster on the people I
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deep down knew weren't the right people
00:17:27
on the team but we feel conflicted we
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feel like well maybe it's my fault
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they're not performing maybe I should
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give them one more chance maybe it will
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look bad it will look bad on me and so
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they we we're very good at justifying
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why tomorrow we'll probably be a
00:17:43
different person we'll take action but
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just for the just for the moment let's
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just keep the team as it
00:17:48
is um I wonder if you could since you
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talk about
00:17:53
recruiting uh uh discuss a little bit
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about the interview process and what are
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some of the most common errors you find
00:18:01
the voodoo hiring the voodoo hiring that
00:18:03
people make and and and how can you
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eliminate those errors from the from the
00:18:07
interview process sure so I we can maybe
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banter back and forth on this because
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this is this isent of them Rich
00:18:14
territory one that comes to mind uh that
00:18:17
I think is very very common is the
00:18:19
hypothetical question we call it the
00:18:21
fortune teller mol what would you do if
00:18:24
you joined our team which right now is a
00:18:26
little dysfunctional how would you fix
00:18:28
it it's it's a forward-looking question
00:18:31
and the problem is you get hypothetical
00:18:33
answers so if you were to ask me you
00:18:35
know Randy um I understand that you you
00:18:39
followed the uh the space shuttle and
00:18:41
the Apollo program when you were a kid
00:18:43
how would you get to the moon I could
00:18:45
actually answer that question I know how
00:18:47
to get to the Moon how to get to the
00:18:49
moon but I couldn't get you to the
00:18:52
Moon uh and the same is true here you
00:18:55
could based on your education based on
00:18:57
examples you've seen you could make
00:18:59
things up and unfortunately that's not
00:19:01
really a predictor of how somebody will
00:19:03
behave their past performance is a
00:19:05
predictor but not some projection of the
00:19:07
future so don't ask hypothetical
00:19:10
questions what's another good one
00:19:12
Alan another another voodo technique
00:19:15
that we see is um what we call the the
00:19:18
Sutter and this is when you know you've
00:19:20
got a good candidate in front of you and
00:19:22
you feel immense pressure to try and
00:19:24
impress them and to somehow make them
00:19:27
join your company so you talk and you
00:19:30
tell them how great it is and why you
00:19:32
joined and you you're just trying to
00:19:34
sell them and then you get to the end of
00:19:36
40 minutes and you've forgotten to ask
00:19:38
them any questions any difficult and
00:19:40
you're like well I I quite liked them
00:19:43
but I probably should have got a bit
00:19:45
deeper um and and and we find that all
00:19:47
too often happens again we're trying to
00:19:48
get the data to understand what's this
00:19:50
person really about and does that mean
00:19:52
they're going to be able to accomplish
00:19:53
my priorities or not one last one to
00:19:55
mention it's what Allan mentioned about
00:19:57
that strange attraction he has to the
00:20:00
balding men when he's like balding
00:20:01
British men I think they're going to be
00:20:03
really good in the job we tend to be art
00:20:05
critics you know you you see the
00:20:07
painting on the wall you like it for
00:20:09
some reason you can't really tell why
00:20:12
it's just something you like and so you
00:20:15
end up hiring that person uh it could be
00:20:17
a common interest or common background
00:20:20
or something and you end up hiring
00:20:21
people not based on what they're able to
00:20:23
do for you and with your team but based
00:20:26
on some gut feel that's not
00:20:28
substantiated by any real data I had a
00:20:30
client last week and and I said well why
00:20:32
did you give the offer to the
00:20:34
CFO and and the CEO said to me say he
00:20:37
was reassuringly
00:20:41
tall that may be true but that's not the
00:20:44
same person who can close the books on
00:20:47
time execute on the m&a or the things
00:20:49
you actually need them to get done so
00:20:52
let let's turn now to the r part of the
00:20:54
of of of the power uh score uh how how
00:20:58
can leaders develop
00:21:01
relationships that actually deliver
00:21:03
results as you write in your book yeah
00:21:06
that's right um we we we find that uh um
00:21:10
I don't know about your calendar but
00:21:12
mine is full of meetings and it always
00:21:15
has been and they seem to be getting
00:21:16
more frequent and longer and um we find
00:21:20
that this is true across across uh
00:21:23
America and around the world people are
00:21:25
just putting stuff into my calendar and
00:21:28
what we're finding is often the wrong
00:21:30
people are coming together at the wrong
00:21:33
time to talk about the wrong things in
00:21:35
an unstructured way and you know
00:21:37
meetings lack healthy conflict they lack
00:21:40
any sense of coordination and forward
00:21:42
progress and so one of the number one
00:21:44
things we do is um having good
00:21:46
relationships isn't about just liking
00:21:48
one another it's about how do we get
00:21:51
coordinated here how do we bring the
00:21:53
right people together at the right time
00:21:55
and probably half your meetings should
00:21:57
be uh 30 minutes shorter and some of
00:22:00
them should be much longer um and most
00:22:03
of us our calendars uh look the same as
00:22:05
they kind of did two years ago and we
00:22:07
don't update like who are we talking to
00:22:10
and when and why so getting coordinated
00:22:13
is one of the the key thrust the other
00:22:15
two big ones are uh building commitment
00:22:18
with your team and challenging your team
00:22:21
uh and this is where most leadership
00:22:22
theories and leadership books and uh
00:22:24
programs really focus their energy on
00:22:26
these two things building commitment is
00:22:28
all about building commitment uh Mutual
00:22:31
commitment with one another uh
00:22:33
commitment to the organization and the
00:22:35
cause commitment to the leader uh and
00:22:37
there's obviously a wide range of things
00:22:39
that you as a leader can and should do
00:22:42
chief among those is how you show up as
00:22:43
a leader so this is where role modeling
00:22:45
comes in and following through on
00:22:47
commitments and getting things done as a
00:22:49
leader uh comes in and how you how you
00:22:52
set the stage to enable that team to
00:22:54
create Mutual commitment and then the
00:22:56
challenging piece is how do you
00:22:57
challenge the team to be their very best
00:22:59
this is where motivation and inspiration
00:23:01
comes in this is where uh you begin to
00:23:04
push people beyond what they think they
00:23:06
can do on their own and to see what's
00:23:09
possible to do when you bring the
00:23:11
collective talents together into a group
00:23:13
so getting coordinated as Allan shared
00:23:15
and then working to help the team commit
00:23:18
and challenging them those three levers
00:23:20
really seem to uh be the big ones that
00:23:22
that form the relationships where 1 plus
00:23:25
1 equals 5 and you get that multiplier
00:23:27
effect in terms of results so I mean
00:23:31
there are so many meetings that I have
00:23:33
attended and I'm sure that you may have
00:23:36
attended uh simply are about status
00:23:39
updates uh C can you suggest some ways
00:23:42
that meetings can become more meaningful
00:23:45
MH yeah so we
00:23:48
uh we believe in healthy conflict we
00:23:51
think that there needs to be if you're
00:23:53
not feeling slightly awkward or you know
00:23:56
if you can't feel uh you you you leaning
00:23:58
forward um then then you're probably
00:24:01
talking about the wrong things like this
00:24:03
is not about process updates and and uh
00:24:07
and scheduling and the rest of it this
00:24:09
is about how do we cut to the thing
00:24:11
where we fundamentally disagree where
00:24:14
reasonably smart people disagree let's
00:24:17
talk about that and you want to see
00:24:19
drama and and if it's not memorable then
00:24:23
then then you should probably shift the
00:24:25
agenda so what a tool gnd who we spoke
00:24:27
about earlier did actually threw he blew
00:24:30
up the status meeting completely threw
00:24:31
it out and and basically said to
00:24:33
everyone you have to submit a problem
00:24:35
that we're going to solve and this is
00:24:37
going to be a problemsolving meeting
00:24:39
rather than a status update and at first
00:24:42
you know people were very uncomfortable
00:24:43
with that over time it has become
00:24:46
electrifying for the team I think
00:24:48
because now they're coming together to
00:24:49
actually tackle real issues solve real
00:24:51
problems not give each other status
00:24:54
updates which could be read on an email
00:24:56
or shared in another format
00:24:59
how how important is commitment to a
00:25:01
team success and do you think it's
00:25:04
inborn or can lead us
00:25:08
created go ahead Alan yeah yeah so we
00:25:13
um let me think
00:25:16
um we we believe commitments really
00:25:20
important uh if you uh if you don't feel
00:25:22
like your colleagues have your back then
00:25:26
you're you're really going to be um FL
00:25:28
foundering um you know we we see the
00:25:31
most committed teams have actually
00:25:32
really gone through some pretty tough
00:25:35
times so they haven't just been out on a
00:25:37
Sunday drive with the sun shining
00:25:39
they've actually you know been to Helen
00:25:41
Back um and as like as Winston Churchill
00:25:43
said like If You're Going Through Hell
00:25:45
keep going and and so um we find the
00:25:50
most committed teams have either had
00:25:52
this incredible like Crucible moment
00:25:54
where they've leared to work together
00:25:56
but we also find other leaders they try
00:25:58
and accelerate that process and that
00:26:00
discussion and some of the best leaders
00:26:02
we know they say at some point this
00:26:05
project this team it's going to suck
00:26:07
it's going to be terrible like it's
00:26:08
going to be a we don't know what it's
00:26:10
going to be now when that happens upon
00:26:13
what can we rely on in each other and
00:26:16
and having that conversation ahead of
00:26:18
time almost like rehearsing for the bad
00:26:20
times uh can really make the difference
00:26:23
two two leaders coming to mind one is
00:26:25
caperton flood who is actually a former
00:26:27
colleague of ours at uh banan company
00:26:30
and he actually has that conversation
00:26:31
upfront when the case team comes
00:26:33
together what Mutual commitments are we
00:26:35
willing to make to each other as we do
00:26:37
this project uh and this is when people
00:26:39
will say well you know what I I prefer
00:26:41
not to work past 8:00 pm because I've
00:26:43
got children and I want to be putting
00:26:44
them to bed well what happens if the
00:26:47
client calls and there's an urgent
00:26:48
matter so they actually problem solve
00:26:50
that before they even get into the real
00:26:53
life scenario so that's the rehearsing
00:26:55
uh that Allen was sharing and they they
00:26:56
drafted up and signed this document this
00:26:59
is what we're committing to so that's
00:27:01
one version another coming to mind is
00:27:03
John zilmer uh John zilmer uh uh at one
00:27:07
point was in in charge of a division of
00:27:10
Aramark and when he inherited it his
00:27:13
boss said hey you know John is taking
00:27:15
this on he's going to be the caretaker
00:27:17
of this business and John thought
00:27:20
caretaker I don't want to be a caretaker
00:27:22
and it was a poorly performing business
00:27:25
and he didn't want to caretake this
00:27:26
poorly performing business so he took
00:27:28
his team his new team offsite and
00:27:31
basically shared all of the results from
00:27:34
the past year which weren't particularly
00:27:36
good and they said all right I want you
00:27:37
to come back tomorrow at 8:00 a.m. and
00:27:39
we're going to do something and wear
00:27:40
your gym shorts and the leaders were
00:27:43
thinking gym shorts uh oh they show up
00:27:46
the next day in their gym shorts a van
00:27:48
takes them out to a skip Barber
00:27:50
racetrack so this is kind of that
00:27:51
classic team building and they have a
00:27:54
wonderful day racing cars together and
00:27:56
when they come back John all right looks
00:27:59
like you can learn new tricks so what I
00:28:01
want to know is what are you willing to
00:28:03
do as a team what's possible here and
00:28:06
over the next few hours this group of
00:28:08
people actually began to challenge one
00:28:10
another and they came up with goals that
00:28:12
were actually greater than what John had
00:28:14
envisioned and over the course of the
00:28:16
year he fostered it so he said all right
00:28:18
here's the deal if we can accomplish
00:28:19
these goals we're going to come back
00:28:21
next year we're do the we'll do the
00:28:23
three-day racing
00:28:24
course so first quarter they were making
00:28:27
their numbers John sent them racing
00:28:30
gloves and a note that said
00:28:32
congratulations second quarter they're
00:28:34
still making their numbers he sends them
00:28:35
the racing suit with their their names
00:28:37
on it third quarter they're making their
00:28:40
numbers he sends them the the helmet and
00:28:43
sure enough they make it they they show
00:28:45
up the next year and they did this this
00:28:46
wonderful three-day program and it was a
00:28:48
just a wonderful Testament of how a
00:28:50
leader almost manufactured commitment in
00:28:54
a team that didn't have it by creating a
00:28:56
shared experience
00:28:58
and building on that shared experience
00:29:00
that they took ownership of and
00:29:02
ultimately delivered the results
00:29:04
against so let's as a last question try
00:29:08
to put it all together because I think
00:29:10
we could keep talking about this for a
00:29:12
long time uh if you look at all the
00:29:15
three elements that youve talked about
00:29:17
the P the W and the r how can leaders
00:29:21
improve the power score of their
00:29:24
teams so what we're finding with our a
00:29:28
lot of our clients is they sit down and
00:29:32
they have a conversation with their team
00:29:34
and they said what's our power score to
00:29:36
which the team said what on Earth are
00:29:38
you talking about H and and then he
00:29:40
explains it said okay everyone get out a
00:29:42
piece of paper uh get out of pen and now
00:29:45
write down a number between 1 and 10 as
00:29:47
the answer to these questions to what
00:29:50
extent do we have the right priorities
00:29:51
do we have the right who the right
00:29:53
people in the right roles and do the
00:29:55
relationships work and then they all
00:29:57
held up their scores
00:29:59
multiply them together multiply your
00:30:01
three numbers together all the scores
00:30:02
are different and it's and and it
00:30:04
Fosters a lot of curiosity and
00:30:06
puzzlement and like really you scored it
00:30:09
a four I scored it of nine that's and
00:30:12
then and then it leads to the right
00:30:13
discussion and what our best clients do
00:30:16
is they don't just have that as a
00:30:17
one-off conversation it becomes
00:30:19
something they actually begin to track
00:30:20
monthly or on a quarterly
00:30:22
basis once you identify what's what's so
00:30:25
the beauty of the power score going back
00:30:27
to the Grand UniFi theory is it does
00:30:28
highlight where you have an issue so if
00:30:30
your overall power score is
00:30:33
432 uh what are you going to do about it
00:30:37
where are you weaker is it the
00:30:38
priorities aren't clear is it that the
00:30:40
who aren't right is it the relationships
00:30:42
aren't working it very quickly allows
00:30:45
you as a leader and as a team this is by
00:30:47
the way a leader with his or her team
00:30:49
exercise not something you do in a
00:30:51
vacuum so the whole team can look at
00:30:53
that and say what do we need to do how
00:30:54
do we go from 432 to 500 to 600 to 700
00:30:58
and up uh it becomes an enormously
00:31:01
clarifying vehicle for identifying the
00:31:03
issues and focusing in on those those
00:31:06
issues that will drive the results and
00:31:08
the beauty of it is the research shows
00:31:09
if you can drive the P the W and the r
00:31:11
you will get results you'll be more
00:31:13
successful than the average leader and
00:31:15
the average team by orders of magnitude
00:31:17
and that's where the fund starts great
00:31:20
well that's a great note to end on So
00:31:22
Randy Allan thank you so much for
00:31:24
speaking with knowledge at Wharton our
00:31:26
pleasure thank you
00:31:34
[Music]
