Donald Miller

We're going to accomplish these three things by January of 2024 because, and then you want to state the problem that your customer has and how you're going to solve it. That mission statement aligns your team. And first of all, it's memorable. Every single member of my team knows that mission statement where most people write a mission statement and nobody remembers their mission statement.

We're going to accomplish these three things by January of 2024 because, and then you want to state the problem that your customer has and how you're going to solve it. That mission statement aligns your team. And first of all, it's memorable. Every single member of my team knows that mission statement, where most people write a mission statement and nobody remembers their mission statement.

Even the person who wrote it can't remember it. You know, if you've forgotten the mission statement, you've forgotten the mission. So that mission statement is really, really key. And it's the first part of your leadership. Those would be the economic coordinates that you're entering into the flight computer.

That's right. And then you align your team around those objectives and people know whether or not they are winning or losing. When you actually state three economic objectives, your whole team knows in real time whether or not you're hitting them, whether you're behind them, whether you're ahead of them. And by the way, if you're behind them, it bothers everybody, which is exactly what you want.

You want this bothering everybody. So they're going to come to you and say, hey, can we either adjust the economic objectives or what's our plan to fix them? Or if you didn't have economic objectives, nobody would even know that there's anything wrong with the business.

And you wouldn't have the instrument data on your dashboard to be able to know that you're actually flying upside down and heading straight toward the ground. So those three economic objectives are important. You're not always doing well with them, but if you're not doing well, they still serve you because you know you're not doing well and you're not confused.

You want this bothering everybody. So they're going to come to you and say, hey, can we either adjust the economic objectives or what's our plan to fix them? Or if you didn't have economic objectives, nobody would even know that there's anything wrong with the business.

And you wouldn't have the instrument data on your dashboard to be able to know that you're actually flying upside down and heading straight toward the ground. So those three economic objectives are, you're not always doing well with them, but if you're not doing well, they still serve you because you know you're not doing well and you're not confused.

Well, one of the absolute hardest things to do is to get a team aligned around the economic objectives of the organization. And we have a framework. It's actually on chapter five of the book to help you do that. And the framework is five meetings that you want to have with your team. And some of the meetings will happen every week. Some of the meetings happen almost every day.

Some of the meetings happen once a quarter. But those five meetings are the all staff meeting, the department stand up, the personal priority stand up, the quarterly performance review, and then you will have an occasional revenue meeting also. The three economic objectives and the mission statement need to be talked about during every all-staff meeting.

You actually open up the all-staff meeting with those three economic objectives. That happens on Monday, once a week. Then the next meeting is your department standup. The three economic objectives get repeated at the department standup. So you are instilling these economic objectives in every single team member.

Then also at the department standup, the five priorities of that department, which have to serve the economic objectives, are also discussed. And the team in about 15 minutes discusses whether or not they're hitting their five priorities so that we can hit these economic objectives.

Not only that, but in the personal stand-up that every single employee has with their department leader for about 15 minutes, they discuss their five priorities that serve the department's five priorities that serve the three economic objectives. So you are constantly, constantly, constantly meeting, talking about

Then also at the department standup, the five priorities of that department, which have to serve the economic objectives, are also discussed. And the team in about 15 minutes discusses whether or not they're hitting their five priorities so that we can hit these economic objectives.

Not only that, but in the personal stand-up that every single employee has with their department leader for about 15 minutes, they discuss their five priorities that serve the department's five priorities that serve the three economic objectives. So you are constantly, constantly, constantly meeting, talking about

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