Terry Starbucker

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Goldilocks, The Three Bears, And Effective Goal Setting

Terry Starbucker

Once upon a time, there was a little girl called Goldilocks…… I’ve done a lot of budgeting, planning, and goal setting over the course of my career. This was a goal typically tied to an operating metric, like the Net Promoter Score, or the company’s “fault rate&# (i.e.

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Dream Adjusters: Why Company Leaders Also Have To Be Chief Calibration Officers

Terry Starbucker

Setting the right targets and goals over the short and long terms is a fine art that requires a delicate blend of unbridled optimism and cold-eyed realism, sometimes bordering on schizophrenia. (I’ve 3) Dream and Goal set realistically in a 12-24 month window, and, this is very important: If you hit them, raise the bar quickly.

BHAG 391
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Paradise By The Green Dashboard Light – A Leadership Short Story

Terry Starbucker

I’m the SVP of Operations of a Cable TV Company that operates in 4 states and has 22 operating divisions. In the fall of 2008 our team had leveraged its past lessons well, and our operating statistics were all pointed in a positive direction. If the number was green, it was ahead of the goal.

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The Keys To Managing Millennials, Part 2: The Progress Bar Effect

Terry Starbucker

As I complete my monthly, quarterly and yearly strategic planning for my retail operations, I break down each larger strategy to tactics and then actions. Following the completion of each step, I celebrate the success of the individual who accomplished it, and then introduce a new goal. 2) Create the Progress Bar Effect.

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Failure, or Progress?: Making Mountains into Milestones

Terry Starbucker

Adam is currently right in the middle of his leadership journey, overseeing a large staff at a very successful retail operation. Pressing toward the goal that is the peak, progress is initially quick, but the law of diminishing returns enters here. The journey up a mountain begins on familiar, comfortable terrain.

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The Number One, Got To Get it Done Job of Leadership

Terry Starbucker

I call it “checking all the boxes” – moving the machine hour by hour, day by day, and year by year, towards its ultimate goal. Because it’s obviously important to do this, it often can overwhelm our brains and put us in a position where we operate as if our “job” is: Get Stuff Done.

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15 Steps To Great Leadership (The More Human Way)

Terry Starbucker

We had just finished a review of one of our operating centers in Cheyenne, Wyoming. After all, this was a telecommunications and cable TV operation, and they were used to observing a far different situation. “How did you do this? I mean, to get from where you started to where you ended up must have been a hell of a story.”.

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