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The Predictable Success Online Acceleration Program (No Drip)

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Course Content:

Introduction: How the Predictable Success Acceleration Program Works

READ ME FIRST: The (very) least you need to know about The Predictable Success Acceleration Program

From Aha to Ahh! Transforming Learning to Growth

How to get the most from your Predictable Success Acceleration Program

Download and print your Workbook

QuickRead: The Difference Between ‘Core’ and ‘Bonus’ Materials

Flight Plan: Complete your Pre-Course Checklist

BONUS: Achieving Predictable Success: Summary

Module 1: Identifying Where you Are, and Where You Want to Go

Introduction to Module 1

QuickRead: Your Two Overarching Goals for this Module

Session 1.1: Where the Predictable Success Model Comes From

Session 1.2: Introduction to the Predictable Success Lifecycle

Session 1.3: Stage 1: Early Struggle

Session 1.4: Introducing the Visionary

Session 1.5: Introducing the Operator

Session 1.6: Stage 2: Fun

Session 1.7: Stage 3: Whitewater

Session 1.8: Introducing the Processor

Session 1.9: The V-O-P Relationship

Session 1.10: Stage 4: Predictable Success

Session 1.11: Stage 5: Treadmill

Session 1.12: Stage 6: The Big Rut

Session 1.13: Stage 7: Death Rattle

Session 1.14: Introducing the Synergist

FAQ 1.1: What do the x and y axes on the Predictable Success Lifecycle represent?

FAQ 1.2: Is every part of an organization at the same stage in the Predictable Success Lifecycle?

FAQ 1.3: Do I have to go to Predictable Success? Can't I just stay in Fun?

FAQ 1.4: Why do some leaders manage the transition from Fun to Predictable Success while others get stuck in  Whitewater?

FAQ 1.5: What do I say to those who think our transition in to Predictable Success is robbing us of our unique culture?

FAQ 1.6: What effect does the industry I'm in have on my organization's place on the Predictable Success Lifecycle?

FAQ 1.7: I know we are in Whitewater, but a lot of my folks are complaining that they think we are in Treadmill. What's going on?

FAQ 1.8: Can you prevent falling in to Treadmill by acquiring younger organizations that are on the growth side of the Lifecycle?

BONUS 1.1: How to Get out of Early Struggle

BONUS 1.2: Optimizing Your Time in Fun

BONUS 1.3: Accelerating out of Whitewater

BONUS 1.4: Predictable Success for Solo, Micro & Small Businesses

BONUS 1.5: Predictable Success for NFPs & Cause-based Organizations

Module 2: Building the Team to Get You There

QuickRead: Your Four Overarching Goals for this Module

Session 2.1 How to obtain your personal VOPS Profile

Session 2.2: How to interpret your personal VOPS profile (short version - see Bonus 2.9 for long version)

Session 2.3: Interpreting Your Team’s VOPS Profile

Session 2.4 Matching Your Team’s VOPS Profile to your Entity’s Lifecycle Stage

Session 2.5 Five Steps to Building a Highly Effective Team

FAQ 2.1: How and where do Synergists show up in the organization?

FAQ 2.2: How do Visionaries, Processors and Operators respond to the emergence of the Synergist role?

FAQ 2.3: Why do strong Operators often react negatively when they see the organization is moving toward Predictable Success?

FAQ 2.4: What's the best role for people who are active in all 4 leadership styles?

FAQ 2.5: As a Visionary, how do I get the most from my Processors?

FAQ 2.6: Can you have more than one Visionary in an organization?

FAQ 2.7: As the founder, what's my role in getting my organization to Predictable Success?

FAQ 2.8: What is a CEO's most important role in Predictable Success?

FAQ 2.9: What does the VOPS profile look like for a COO role?

FAQ 2.10: You say the sales role is classically an Operator role, plus one of the other 3 styles. Can you expand on this?

FAQ 2.11: What role should someone with a Dominant Style play in my organization?

FAQ 2.12: To what extent can a Dominant Style be coached back to become either a Primary or Secondary Style?

RESOURCE 2.1: The Enterprise Commitment Flashcards (Download)

BONUS 2.1: How to be an Exceptional Visionary Leader

BONUS 2.2: How to be an Exceptional Operator Leader

BONUS 2.3: How to be an Exceptional Processor Leader

BONUS 2.4: How to be an Exceptional Synergist Leader

BONUS 2.5: Working with (or for) a Visionary

BONUS 2.6: Working with (or for) an Operator

BONUS 2.7: Working with (or for) a Processor

BONUS 2.8: Working with (or for) a Synergist

BONUS 2.9: How to interpret your personal VOPS profile (longer version)

Module 3: Introduction: Understanding HQTBDM - The Lynchpin of Scalability

Introduction to Module 3

Session 3.1: HQTBDM: The Fundamental Transition from Fun to Predictable Success

Session 3.2: Decision-Making in Fun Compared to Decision-Making in Whitewater

Session 3.3: The Two Key Components of High Quality Team Based Decision-Making

BONUS 3.1: High Quality Team Based Decision-Making

BONUS 3.2: Break Through the Barriers to Execution

BONUS 3.3: Execution Checklist

BONUS 3.4: Checklist: 10 Steps to Better Decisions

Module 4: Toolkit: Using the Predictable Success Scalability Matrix to Build Your Roadmap to Growth

Introduction to Module 4

Session 4.1: The Predictable Success Scalability Matrix

Session 4.2: Directionality and Dependance of the Imperatives

Session 4.3:  The Special Role of Ownership & Self-Accountability

Session 4.4: How the Diagnostic Process Works

Session 4.5: Imperative 1: Org Chart+

Session 4.6: Imperative 2: Lateral Management

Session 4.7: Imperative 3: Cross-functionality

Session 4.8: Imperative 4: Alignment

Session 4.9: Imperative 5: Empowerment

Session 4.10: Imperative 6: Ownership & Self-Accountability

FAQ 4.1: What is the purpose of the Innovation and Key Transitions Imperatives?

FAQ 4.2: So I shouldn't focus at all on the Recovery Imperatives while moving from Whitewater to Predictable Success?

FAQ 4.3: What is the correct sequence for working on the Growth, Recovery, and 'Lock' Imperatives?

FAQ 4.4: Doesn't setting up a wiki or other codificiation / collaboration software simply add to existing email overload?

FAQ 4.5: How would a Chief of Staff role fit in a Predictable Success Org Chart?

FAQ 4.6: How can we tweak our compensation plans and KPI's to encourage Lateral Management?

FAQ  4.7: Does building Lateral Management and Cross-functionality mean that we have to achieve unanimity or consensus on every issue?

FAQ 4.8: How do we know we've got the 'right people in the room' to make a High Quality Team Based Decision?

FAQ 4.9: What time frame should each of Mission Vision & Values, Goals, Strategies, Tactics and Actions span?

FAQ 4.10: What's the best meeting structure to ensure we stay appropriately focussed on each of Mission Vision & Values, Goals, Strategies, Tactics and Actions span?

BONUS 4.1: Webinar: Turning Your Org Chart into a Machine for Decision-Making

BONUS 4.2: Simplifying Complexity Through Cross-Functional Teams

BONUS 4.3: Alignment: Tying Strategies to Action

BONUS 4.4: Why Org Chart, Lateral Management and  Cross-functionality Come First

BONUS 4.5: Scalability Matrix Checklists / Conversation Starters

Module 5: Pulling it all Together: Your Growth Action Plan

Intro to Module 5

Session 5.1: Completing Your Action Plan Overview

Session 5.2: Completing  Your Action Plan Overview (Screencast)

Session 5.3: Building the Imperatives Action Plan

Session 5.4 Selecting Your Imperatives and Key Factors (Screencast)

Session 5.5 Action Plan Worked Example (Screencast)

Session 5.6: How to Execute your Action Plan

Resource 5.1: Your Team's VOPS Styles Assessment

Module 6: BONUS MODULE: Developing Your Personal Leadership Using the Predictable Success Model

BONUS 6.1: Using the Synergist Model in All Walks of Life

BONUS 6.2: What it Means to Lead & How You Can Do It

BONUS 6.3: Do Lead Invitation-Only Webinar

BONUS 6.4: The Predictable Success Competency Model

BONUS 6.5: Transcendent Leadership: How to Lead Anyone, Anywhere, Anytime.

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