STEP 1- Main Thing: What is it? - The Leaders Responsibility

The starting point is making sure the leader has established and articulated a “Main Thing” and everyone knows about It. A Main Thing might also be coined, as what “an amazing win” looks like for that leader. Usually it’s about profitability, growth or meeting customers 100% satisfaction levels. It might be linked to building organic growth, profitability, or defining the essence of where you hope to be in the next year or two.

Most strategists have a way of connecting the strategy to customers, their buying habits, satisfaction, or even creation of the passionate, loyal customer. The research cited in The Human Sigma, defines and argues for a new level of customer connection far beyond meeting customer expectations.

Usually all strategic action and mission statement have a direct correlation to satisfying a customers need so they buy from you, buy more from you and as often as they can. Some might describe it as the mission statement, a vision, or goal setting, but the “Main Thing” can be much more.

Take for example the B14, a tool for a bank leader.

The B14 (there are 14 critical measures) targets all of the internal competencies needed by the workforce to achieve the goals of organic growth in the banking business. Start with the universal conclusion that a bank leader who has a clearly articulated, targeted focus of their “Main Thing” (goal, challenge, or purpose), successfully executed throughout the workforce by and through committed and competent local managers, will outperform their market by every possible measure.

Banking, like all other customer focused industries, requires a leadership AND workforce focused on creating a service culture that is aligned with their “Main Thing" and a strategy of creating a passionate, loyal customer. The challenge is how! B14 is a unique "tool" application just for the banking industry. This "tool" was conceptualized by a Regional President of a multibillion dollar bank, with over 30 years of banking experience.



This new, intrinsic application spotlights the 14 critical success factors which are the requisite workforce competencies needed for the growth and alignment of the banking business. This banking tool, "B14", provides a bank leader with the cost effective means of executing a tightly focused growth strategy with established criteria unique to banking. A leader can expect to heighten workforce performance, while eliminating variability, by addressing and improving these 14 validated factors.

This seasoned bank president has “cracked the code”, paving a rapid means to bring the bank's organization into alignment with their "Main Thing"- rapid growth in the retail and commercial lending sector of the banking business.

However the “Main Thing” is defined , we repeat, it must be clear, articulated and communicated and MUST be interwoven into the fabric of the culture of the organization, especially in each departmental level. This is the sole obligation and responsibility of the leader to make sure this essential step is fully complied with.




NEXT- STEP 2: Critical Success Factors