Skip to content

Leadership for Organizational Excellence

The road to organizational excellence starts here.

The Blind Spots Syndrome

Even one of these 13 blind spots can kill or seriously damage an otherwise healthy business!

Too many leaders don’t know what they don’t know and are not interested in finding out. However, there are predictable ways that blind spots develop and how they can be mitigated. Much like driving a car, you can’t be effective with large, dangerous blind spots all around you.

Take the Blind Spots Survey

A proven survey template designed to help you identify the professional blind spots that are keeping you from taking your company into the top tier!

Start Your Journey to Organizational Excellence by Removing Your Blind Spots

Sandler’s Leadership for Organizational Excellence is the antidote to blind spots, which sets your organization on the road with eyes wide open and keeps you moving forward toward success.

The key to overcoming these challenges is the proven leadership model of the six P’s.

Leadership for Organizational Excellence 6 Ps
Planning
  • What are your personal priorities?
  • Does your vision for the business support those priorities?
  • What are your top three Key Priorities for the business?
Processes
  • How should you document and formalize best practices into clear processes that people can and do follow?
  • What processes need to be updated?
  • What processes need to be created from scratch?
Positions
  • What is the ideal organizational chart?
  • What should the job descriptions say?
  • What attitudes and habits do you not want in the organization?
Performetrics
  • What kinds of tracking reports and dashboards should you use?
  • How should you build performance metrics into specific job descriptions?
  • How should you conduct performance appraisals?
People
  • Which current employees will fit in immediately with the strategic plan?
  • Which current employees might fit with some development?
  • How do you recruit, hire, and retain talented people to fill the gaps?
Passion
  • What will make the journey toward excellence a way of life -- not just a short-term project?
  • How do you sustain the energy and the drive needed to grow the business over time?
  • How can you share your passion for what you do … so that others in the organization are motivated too?
%

Invest in yourself and the future success of your organization!

Approximately 50% of the people promoted to C-level positions of leadership within an organization perform at less-than-expected levels. The cross-functional team that you enroll in Leadership for Organizational Excellence will emerge unified, collaborative, and single-minded in purpose. They will achieve organizational breakthroughs that boost strategy, process, and execution.

The Road to Excellence Book

The best-selling book by Dave Mattson helps you determine what, exactly, stands between your company and organizational excellence – and what you can do about it.

Leadership Training Curriculum

Leadership for Organizational Excellence covers the 6 P’s and 24 Steps to Success. This curriculum is designed to be an intensive workshop, leading you through the completion of each of the 24 steps on the road to excellence. Leveling up is a choice and a process that can be mastered.
STEP 1: Developing Your Personal Vision
STEP 1:
Developing Your Personal Vision

You create your picture of your life from this point forward.

David H. Mattson
STEP 2: Building the Organizational Vision, Mission, and Values
STEP 2:
Building the Organizational Vision, Mission, and Values

You identify what and where you want your organization to be in the future, who needs your organization, and how your values and beliefs will fulfill your mission and vision.

David H. Mattson
STEP 3: Analysis of External Environment
STEP 3:
Analysis of External Environment

You acknowledge that growth and success is impossible unless you look objectively at the forces affecting your current and future opportunities. You analyze the reality in which your organization operates.

David H. Mattson
STEP 4: SWOT Analysis
STEP 4:
SWOT Analysis

You further refine your analysis by assessing your Strengths, Weaknesses, Opportunities, and Threats. This is a way of internalizing the External Environment, which you can’t control, by identifying and minimizing the negative effects of adverse external realities.

David H. Mattson
STEP 5: Revisit Organizational Vision
STEP 5:
Revisit Organizational Vision

Based on what you learned in steps 3 and 4, decide whether you need to make any changes to your Organizational Vision. If you do, update accordingly.

David H. Mattson
STEP 6: Identify Key Priorities
STEP 6:
Identify Key Priorities

Several opportunities or threats will emerge from the work done thus far. Building on that work, you identify the three most critical Key Priorities.

David H. Mattson
STEP 7: Establish Expectations for Key Priorities
STEP 7:
Establish Expectations for Key Priorities

When you quantify expectations, you create a target to aim for and the motivation for achievement.

David H. Mattson
STEP 8: Action Items, Due Dates, and Assignment of Responsibility
STEP 8:
Action Items, Due Dates, and Assignment of Responsibility

You have a much better chance of achieving the expectations established in step 7 when people know what they need to do and by what date they need to achieve the goal.

David H. Mattson
STEP 9: Allocation of Resources to Accomplish Action Plans
STEP 9:
Allocation of Resources to Accomplish Action Plans

You ensure the accountable people have the resources available to be able to accomplish the Action Item(s). You create the appropriate budgets.

David H. Mattson
STEP 10: Regular Planning Review Process
STEP 10:
Regular Planning Review Process

Like an airplane pilot who constantly monitors his course, you must constantly monitor the progress of your plan. When the plan is documented and reviewed against a checklist regularly, the odds of success increase.

David H. Mattson
STEP 11: Determine the Structure Needed to Implement the Plan
STEP 11:
Determine the Structure Needed to Implement the Plan

You create an Organizational Chart that defines the major Functions and the roles and responsibilities for each in your organization.

David H. Mattson
STEP 12: Identify Skill Sets and Other Attributes Needed for Each Function
STEP 12:
Identify Skill Sets and Other Attributes Needed for Each Function

Without using any names of actual employees, you identify the Skills, Experience, Attitude, Results, Cognitive Skills, and Habits required for each Function.

David H. Mattson
STEP 13: Create/Update Job Descriptions for Each Function
STEP 13:
Create/Update Job Descriptions for Each Function

You define the specific requirements needed for the successful completion of the job Functions and responsibilities. Each employee should know and agree to the expectations of the role required in his or her Function.

David H. Mattson
STEP 14: Assess Current Employees to Determine Who Fits
STEP 14:
Assess Current Employees to Determine Who Fits

Without getting emotionally involved, you decide who, from your current team, is best able to fill the Functions required to achieve the Organizational Vision. Some current employees will fit well where they are; some will fit better in a different role from what they do now, and some will not fit at all into the new structure. Stay objective as you use the right tools to make these decisions.

David H. Mattson
STEP 15: Determine New Employees Needed and Recruit
STEP 15:
Determine New Employees Needed and Recruit

Once you have determined which of your employees provide the right fit for your company’s various Functions, you will find that some will remain vacant. This means recruiting from outside of your organization to fill these Functions.

David H. Mattson
STEP 16: Establish a Budget for Training and Development
STEP 16:
Establish a Budget for Training and Development

Excellence organizations set aside budgets every year for the development of their people. Setting aside the time and money to develop your people sends a strong, positive message to your employees that you care about them. Remember, you are developing more than just skills. Attitudes and behavior play a major role in the ultimate success of your people

David H. Mattson
STEP 17: Create Individual Development Plans
STEP 17:
Create Individual Development Plans for Each Employee

You continually assess what it takes for your employees to improve their performance. This is vitally important if you wish to develop and retain the right people. Communicate with your employees and agree to an active, collaborative plan for individual growth and development.

David H. Mattson
STEP 18: Evaluate and Revise Processes
STEP 18:
Evaluate and Revise Processes

You look back at your Vision and your Plan for the organization, evaluate the effectiveness of your current processes, and make any necessary improvements. You confirm that there is, in each Process, a series of steps that lead each Function to the desired outcome you determined in Planning. You then identify other areas of the organization that would benefit from good Processes … and create them.

David H. Mattson
STEP 19: Establish Individual Metrics for Each Employee (Accountability)
STEP 19:
Establish Individual Metrics for Each Employee (Accountability)

Establishing individual metrics for each employee is one of the most effective ways of introducing accountability into an organization. This must begin at the top level.

David H. Mattson
STEP 20: Conduct Regular Performance Appraisals/Evaluations
STEP 20:
Conduct Regular Performance Appraisals/Evaluations

Each job description should be up-to-date so that the manager and the employee know the current expectations for the position (Function). The evaluation then becomes a simple matter of confirming whether those expectations are being met.

David H. Mattson
STEP 21: Conduct Employee Surveys
STEP 21:
Conduct Employee Surveys

Employees will feel listened to and included when their input is sought and, when appropriate, acted upon.

David H. Mattson
STEP 22: Create Tracking Reports to Maintain Control of the Business
STEP 22:
Create Tracking Reports to Maintain Control of the Business

Identify a few key outcomes that you monitor on a regular basis. Use measures of past performance and reliable indicators of future performance when making business decisions. This helps you to control performance by making minor adjustments before they become major impediments to accomplishing your Vision.

David H. Mattson
STEP 23: Monitor Board/Advisory Group Performance
STEP 23:
Monitor Board/Advisory Group Performance

You make sure those who are advising you are providing valid and effective advice. You also confirm that you are coachable and listening to the insights of your advisors.

David H. Mattson
STEP 24: Acceleration
STEP 24:
Acceleration

You start all over again … and pick up speed. You realize that everything you do, every day, should be undertaken with the aim of sharing your organization's Vision and accelerating the process of achieving Excellence. You set the goal of returning to each of the six P’s on the path to Excellence with renewed vigor and energy … as a team.

David H. Mattson

Crash a Class

Learn how Sandler trainers go “beyond the book” and implement ground-level solutions for your sales team to improve processes, personal performance, and results.

Scroll To Top