With Tati out of the picture the focus immediately went to Walt and why he was acting out. Tati had enough of Walt pressing her and totally flips out leaving everyone baffled. Understandably so cause she was there to celebrate as well and not really work that hard. He focused again on his favorite target Tati asking her how much sneakers did they sell that night but she couldn’t give him a straight answer. Walt had a few cups of his favorite libation Hennessy so that may have definitely played a part in this blow-up. This helped me and my team understand what motivates our customers.Things all came to a head at the launch party for Ted’s Ewing Athletics sneaker ( Ewing Athletics sure does love reality stars) that he hopes will help him raise money to help get his brother out of jail. “We used this as an analysis tool rather than an interview template. This is number one on my What Really Matters column on my Priorities Map.”įurthermore, Walter’s company uses the Stakeholder Canvas to understand their customers. So you have the possibility to reorder, re-prioritize and make a better guess next time.”įor Walter, the most important thing is to “finish every week with satisfaction and to start each week with confidence. Even if what you did was the wrong thing, you can learn quickly, and the damage from one misstep step is limited. The next step is to learn, that is to inspect and adapt. Then you do something, you probe and sense to see what happened. So the system helped me make educated guesses about what to do next. The trick is to do the right thing, but you don’t know in the forefront what the right thing is. Walter explains, “In a challenging situation, there are so many things you could do. The Personal Agility System helps to prioritize and focus. His company also used Scrum to organize and coordinate the work of the leadership team. The Personal Agility tools that Walter used included the 6 Questions of PAS, the concept of What Really Matters (WRM), the PAS Priorities Map and Breadcrumb Trail, and the PAS Stakeholder Canvas. The second year was about bringing actual value to the customer, which improved our profitability.”
The first year was for people to feel secure that they bring value to the customer. “Without Personal Agility, I wouldn’t have done this.” We were able to address this in the second year. Previously, we thought we knew what the customer valued, but the customer didn’t always agree. In the second year, we were able to fix the problem of delivering value. No one is talking badly about the company.” Since then, we have had 2 exits per year, and even these were ‘good’ separations. We had lost 41 people in two years and had hired as many. “People know why they come to work every morning. I kept the bad news to myself, so people could focus on the right things and not act like ‘a deer in front of the headlights.’ I considered profitability to be my challenge, not the company’s. We did have a loss in the first year, but it was a loss that we could afford, and the following year, we were profitable. People now know why they come to work, we produce value for our customers, and we are profitable. Obviously, we also wanted to be profitable again, but profitability is a result, an outcome, not the goal of what we do.” Everything they do should produce value for the customer.
People should know why they come to work every morning. Our Vision was that we are a company focused on bringing value to our customers. “The timeframe I gave the team was a year, but we needed to make the turnaround in 6 months.
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