Get it on paper. As we go through our brainstorming sessions and we’re challenging one another, we have a concept in the company called the ‘vital few.’ It’s a one-page set of metrics.
When we come out of the meeting, we decide, ‘OK, let’s prioritize these opportunities that are in front of us. How do we want to change the vital few for the year? Who is going to own these new metrics? How is it going to be tracked? What’s the plan? What’s the follow up, and what are we going to not do in order to be able to do these things?’
There is no walking out of the meeting and saying, ‘Well, that was nice, but that will never happen.’
We walk out of the meeting with a change set of objectives and a change set of metrics and ownership and accountability throughout the process.
