FranklinCovey

Jobs To Be Done

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FranklinCovey's Industry Defining Approach to Creating Business Solutions.

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Turn Your Team Members Into Team Leaders
Don’t leave the success of your first-level leaders, and your organization, to chance—download our complimentary guide today.
DOWNLOAD GUIDE

We cover a variety of topics from building leadership, organizational change, creating a more productive workforce and many others. 

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Topics

 

Develop an outcome-oriented mindset in every activity they engage in—projects, meetings, presentations, contributions, etc.

Topics

 

Develop an outcome-oriented mindset in every activity they engage in—projects, meetings, presentations, contributions, etc.

Topics

 

Eliminate energy and time-wasting tendencies by focusing and executing on the team’s wildly important goals with a weekly planning cadence.

Topics

 

Lead teams that are motivated to perform superbly through a shared expectation and accountability process.

We cover a variety of topics from

building leadership, organizational change,

creating a more productive workforce and many others. 

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To Get Started

  • All new AEM Users will need to attend training for the tool either in person or in the virtual training through Adobe Training - Click Here To See the Training Schedule

Once Training is Complete

  • Contact our system admin to receive access to the staging environment for your country
  • Include email for system admin here

 

All New AEM instances will be in English only as we have wordpress templates availabe for countries needing to build their site in any language other than English - go here to view templates and to download. INCLUDE LINK

We cover a variety of topics from

building leadership, organizational change,

creating a more productive workforce and many others. 

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FC
Information overload is sabotaging our productivity.
Do you feel constantly busy, but the needle never seems to move?  Anxious and overwhelmed the minute you hit the start button? The barrage of information coming at us, coupled with the demands of our careers, is overwhelming. The sheer volume of information threatens our ability to think clearly and make wise decisions about what’s important. There are three key challenges we must address to stay productive.

Decision Overload

We used to make only a few high-value decisions each day, but with unlimited information and instant communication, we’re now forced to make decisions all day long. We don’t stop to consider the value of the decisions, we just react. And the most important decisions pass us by. 

 

 

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Attention is Under Attack

Decision Overload

The average office worker gets only three minutes of work time before being distracted. Our brains are wired for distraction, and the ability to think is overwritten by the need to react. We’ve moved from the age of physical labor to mental labor. And now, just as we need our minds the most, our ability to think is under attack. 

 

 

energy low
Low Energy Crisis

The pressure to make good decisions while our attention is under attack, is exhausting. We come to work burned out and disengaged. We’re not able to give our best, even though we want to. 

 

decision
Decision Overload

We used to make only a few high-value decisions each day, but with unlimited information and instant communication, we’re now forced to make decisions all day long. We don’t stop to consider the value of the decisions, we just react. And the most important decisions pass us by. 

 

 

clock icon
Attention is Under Attack

The average office worker gets only three minutes of work time before being distracted. Our brains are wired for distraction, and the ability to think is overwritten by the need to react. We’ve moved from the age of physical labor to mental labor. And now, just as we need our minds the most, our ability to think is under attack. 

 

 

energy low
Low Energy Crisis

The pressure to make good decisions while our attention is under attack, is exhausting. We come to work burned out and disengaged. We’re not able to give our best, even though we want to. 

 

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We cover a variety of topics from

building leadership, organizational change,

creating a more productive workforce and many others. 

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Make The Mental Leap to Leader
A SIX-STEP GUIDE FOR FIRST-LEVEL LEADERS
This free and impactful guide will walk your first-level leaders through proven solutions to some of the most common issues leaders face. Share it with your first-level leaders to help them build their confidence and skills, and to drive your organizational results.

We cover a variety of topics from building leadership, organizational change, creating a more productive workforce and many others. 

 

FranklinCovey is the world leader in helping organizations achieve results that require lasting changes in human behavior, often the most difficult challenge any organization faces. When accomplished, it is also the most durable competitive advantage. 

 

We provide content, tools, methodology, training and thought leadership, all based on a foundation of unshakeable principles and proven practices.

 

Our ultimate aim is to deliver not just incremental, but transformational results. Our expanding reach now extends to more than 150 countries, with over 2,000 associates working toward our common mission of enabling greatness in people and organizations everywhere. 

 

 

The Challenge of Greatness

We cover a variety of topics from building leadership, organizational change, creating a more productive workforce and many others. 

 

"Good" may be good enough for some., but most of us want more than that. Something inside us makes us want to be better than good. We want to be part of a team whose members, even years later, will be remembered for what they accomplished. We want to go for greatness! At FranklinCovey, our passion and mission is to enable greatness in people and organizations everywhere. To that end, we have studied the topic of great performance at perhaps an unprecedented level.

 

We have been privileged to work with thousands of organizations striving to achieve greatness. We have gone deep inside the operations of more than 500 of these organizations, examined and synthesized the data from more than 225,000 survey respondents, and worked with and analyzed more than 2,000 teams. We wanted to understand what constitutes great performance, what gets in the way of it, what conditions are necessary for it, and what a leader's role is in achieving it.

 

As a result, we have learned a lot about the topic of organizational greatness and what does and doesn't matter in getting there. For example:

 

  • The "strategic hand" dealt to great performers was not materially different from that dealt to good performers. Great performers simply did more with the hand they were dealt.
  • There are pockets of great performance in every organization, and the great performers didn't typically have more basic know-how than good performers. Great performers were simply much more successful at institutionalizing what they did know. They were better at execution; better at reducing inconsistency and getting the middle 60 percent of their operations core performers to operate at levels much closer to that of their top performers.

 

WHAT IS GREATNESS

 

While absolute financial or operating performance is often the only "measure of greatness" people look at, our research shows that great organizations always produce four key outcomes. These four outcomes produced by great performers are:

 

  • Sustained superior performance. They succeed financially, or operationally, in both the short and long term and not just on an absolute basis, but relative to their market potential or the hand they're dealt.
  • Intensely loyal customers. They earn not only the satisfaction of their customers, but their true loyalty.
  • Highly engaged and loyal employees. The people who work at great organizations are more than satisfied they are energized and passionate about what they do.
  • Distinctive contribution. They do more than "business as usual" they fulfill a unique mission that sets them apart from the crowd.

These four outcomes are measurable, unmistakable, and attainable by any organization.

 

THE REWARDS OF GREATNESS

 

  • Are 50 percent more profitable than their peers.
  • Grow more than twice as fast as their peers.
  • Win the loyalty of all stakeholders, which makes it easier to continue to win in the future.

Beyond these rewards, there is something deeper and meaningful: the reward that comes only to those who have truly paid the price to excel.

 

 

Bob Whitman, 
Chairman and Chief Executive Officer, FranklinCovey

PLAN EVERY WEEK

 

1. Connect with mission, roles, and goals.

 

2. Schedule the Big Rocks.

 

3. Organize the rest. 

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FranklinCovey

Jobs To Be Done

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FranklinCovey's Industry Defining Approach to Creating Business Solutions.

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Choice 1 : Act on the Important; Don't React to the Urgent

How to discern the important from the less and not important. How to increase your ROM (Return on the Moment) in the midst of fierce distractions.

 

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Choice 2: Go For Extraordinary; Don't Settle for Ordinary

How to guide your decision making through a framework of what success looks like in your current most important roles. 

 

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Choice 3: Schedule the Big Rocks, Don't Sort Gravel

Tips and Tools to plan weekly and daily to execute with excellence on the most important things. 

 

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Choice 4: Rule Your Technology; Don't Let it Rule You

Need we say more? Make technology work for you, not against you. Turn your technology into a productivity engine.

 

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Choice 5: Fuel Your Fire, Don't Burn Out

Simple yet critical ways to increase energy so you can think clearly, make good decisions and feel more accomplished at the end of every day.

 

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Habit 6: Synergize®

Demonstrate innovative problem-solving skills by seeking out differences and new and better alternatives. 

 

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Contact

Get in Touch Today

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FranklinCovey's Industry Defining Approach to Creating Business Solutions.

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FranklinCovey

Jobs To Be Done

____

 

FranklinCovey's Industry Defining Approach to Creating Business Solutions.

test 01

Is your day bursting at the seams with everything you feel must be done? 

Do you have a methodology for discerning the important from the less and not important things?

 

 

The 5 choices
CONTACT US TODAY
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ATTEND AN EVENT
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