CMI is Introducing a new and exciting tool: The Five Behaviors of a Cohesive Team

The Five Behaviors of a Cohesive Team combines the power of Everything DiSC with the influential teamwork model introduced by Patrick Lencioni’s book, The Five Dysfunctions of a Team. This program can help team member learn to work together better to become more effective and engaged. It is appropriate for use with intact teams at all levels of the organization.

                                                      Check out Five Behaviors Program Overview Flyer

Tennis Ball Transfer

Have you ever been a customer of a business that claimed it was doing a really great job in supporting and you and in truth it was not? Recently I had dinner with some clients at a lodge in the wilds of Pennsylvania. I arrived to the dinner late, after the group had ordered. The enthusiastic and focused waitress came over to give me a menu and take my order. After glancing around, it appeared that I was ordering after most everyone in the restaurant had ordered. In fact most people at their tables had food. I waited for my food, waited and waited. It was as if the waitress took my order but the kitchen was not preparing my food. The waitress checked in several times to ask me what I wanted. I kept assuring her that I just wanted my food. At no point did she explain my lack of food; not even my trembling or frothing mouth made a difference. Lack of collaboration and coordination between the wait staff and the kitchen staff resulted in me becoming a complaining and unhappy customer.



The restaurant staff could have used a round of tennis ball transfer. Then they could see and experience the impact of lack of coordination and collaboration.



You’re probably thinking – what is he talking about? Tennis ball transfer is one of my new and old favorite team building game to use with clients. Each participant holds the end of string attached to a smallish steel ring on which a tennis ball sits. Business types at the end of the rope, now that is a cliché. The task: the group of said business people must take said tennis ball off one stanchion and leverage it down to balance it on another stanchion. Lack of collaboration and coordination results in the tennis ball crashing to the floor instead of being lifted. In this tennis ball game the facilitator, aka I the bald one, takes on the role of the customer. At the end of the game the group rates themselves as delivering poor, ok and extraordinary customer service. Then the customer, me, gives the group feedback. Most of the time the group rates themselves much higher than what I rate them. The rating gap illustrates how the group is disconnected from the truth.



So why do I, the balding bloodsucking coach, make my clients, business people, engage in this activity? Practice! We all can see the wisdom in the epithet of “practice makes perfect.” Even, Malcom Gladwell makes the case for practice in his book The Tipping Point. So are these business people practicing? Do they actually gain customers and increase revenue by playing this game? No. However, like running through tires on a football field, hitting padded stanchions and doing high knee drills this activity replicates a scenario in the game of business. More specifically, Tennis Ball Transfer teaches collaboration. In this game everyone needs to pull at the same time; a lesson that business people could use help in.



I recently worked with a business to improve the relationship and performance between the purchasing, receiving, production and accounting departments. There were myriad of issues confronting the groups. One of them was that parts would get delivered without a packing slip or purchase order. When that happened the receiving department would quarantine the part (put in a particular part of the floor). The theory was that once in quarantine it was not to be touched; however, in reality members of the production department would just go and take the parts because they were needed to complete the project. Oh and did I mention they would not tell anybody? Their action created havoc with the inventory control department and also with the purchasing department being able to track the order. I was brought in to meet with key members from each of the departments. During our meeting I had them play Tennis Ball Transfer. We used the game as a basis for discussion about the impact of different departments on each other and to create methods for improving coordination and support between departments. In this game when there was a disconnect we would dialogue about it, discuss the issues and most importantly learned from.



The most important feature of these stoopid games is that with a good facilitator they can be used as a practice field from which business people can practice get better and improve. All the while games create is a safe environment with no real customer in sight. God knows that business could use more practice sessions like this. Just ask any hapless customer.

Learn more about Stoopid Games >>

KeyneLink Case Study

Curran Contracting is one of the largest regional asphalt paving companies in Illinois. The company manages several plants in Northwest Illinois. The company employs over 250 staff members. Curran Contracting has been owned by the Curran Family for 4 generations with the 5th generation just starting to come on board.

Prior to using KeyneLink, Curran Contracting’s strategic planning process yielded good ideas and intent but lacked a way to implement the strategic plan. Rick Noe, CEO of Curran Contracting, needed a way for the senior leadership to communicate to the rest of the staff about tying together responsibility and performance to insure development and implementation of the plan.

In 2008, Bruce Hodes, President of CMI, introduced Curran Contracting to KeyneLink. Curran Contracting decided to use Keynelink as a tool to insure that employee performance was tied to our strategic goals and objectives. Some employees were skeptical of the process in the beginning but became loyal users over the years. The younger employees loved the process from the start and now feel more connected to company performance.

KeyneLink helped Curran Contracting link the strategic plan to individual performance through proper goals setting and measurements along with more regular discussions of performance. When asked what the best feature of KeyneLink was, Rick Noe, CEO of Curran contracting responded “KeyneLink has helped me schedule more regular, meaningful conversations with people about their performance on the most key aspects of their role in the company.”

Over the past 4 years, CMI has worked closely with Curran Contracting to insure understanding and use of the system. Noe says, “Bruce and his staff help make it a reality and not just a concept.” From working with individuals on basic concepts such as defining primary job responsibilities to working with upper management on complex system reports, CMI has been there to develop, train and assist with the use of the process.

Read more case studies >>

Bridging the Gap Between Strategy and Execution

One of the most puzzling business quandaries facing today's leaders is turning the company's strategy into actions that create desired results. As a business leader striving for action ask yourself the following questions:

1. How do you ensure follow through and implementation of the strategic plan?
2. How do you find time to coach your direct reports?
3. How do you make core values relevant to daily employee behavior?
4. How can the annual appraisal process be meaningful and respected?

CMI advocates using the Keyne Method; a revolutionary strategy execution management system. Part process, part software, and part road map, the Keyne Method puts your company's strategic plan in action and bridge the gap between strategy and execution by:

1. Increasing the frequency of communication and performance feedback between employees and managers
2. Creating ownership and clarification of job responsibilities
3. Setting goals with measurement criteria that are linked to the strategic plan
4. Tracking progress towards goals, initiatives and strategic plans through graphic, customizable reports

Next week we will highlight a case study - stay tuned!

MBX Case Study Part 3

Time for a Change
The MBX family has had a positive reaction to Bruce and CMI. MBX’s Chief Operating Officer, Jill Bellak comments, “Sometimes everyone dreads the sessions because we all get so busy with what we’re doing that our schedules seem too full. However, once the meeting begins, we cover many issues and leave with a sense of accomplishment. Every time we meet with Bruce, we never fail to make a connection.” Formella adds, “Our Leadership Group reacts very positively. The huddles and planning sessions gets others engaged and fosters an ambiance of openness. Bruce has helped to boost morale and put together a structure.” Bruce challenges team members to talk to each other openly, directly and constructively. This type of work creates a connection between team members and causes them to improve their work relationships.

Since CMI began working with MBX in 1999, Crowley states that improvements have been made “everywhere” in the company. “There were things that were easier to fix in the beginning like goals and objectives. As we improved throughout the years, the struggles we faced were more difficult and complex.” MBX has made substantial changes in their planning process, discipline, goals, and overall focus. MBX has been pleased to recommend CMI to other companies. Crowley says, “I have recommended CMI to other companies many times…simply because it has worked for us!”

Today, MBX Systems meets with CMI 8-9 times a year to make continuous advancements. The company remains committed to operational excellence and superior customer service. While staying busy converting software, they persistently continue to convert themselves into being a high performance company.

Read more Case Studies >>

MBX Case Study Part 2

Crucial Issues at MBX

The three critical issues that hampered MBX’s progress were lack of goals, staffing and adequate communication. First, the company struggled to develop goals and objectives. The management style was based on experience and instinct. They operated without the aid of any useful instruments and had no real accountability and direction. Second, there were unsatisfactory staffing procedures. There were no values utilized in hiring and recruiting. This allowed for poor hiring practices, high rate of turnover and overall lack of teamwork. Lastly, the CEO lacked necessary leadership skills. This lack of leadership created challenges for the future and left the Leadership Team with an uncertainty about the direction the company was headed.

Getting Started
Bruce met with the Executive Management Team and Core Leadership Group to begin “Breakthrough Business Planning”, commonly referred to as “huddles.” The Leadership Team met to discuss every significant issue plaguing the company-goals, objectives, vision, values, hiring, management structure, employee development, team building and operational successes and failures. They also participated in what CMI calls, “stupid games.” These games are a simulation of the workplace and are designed to provide a learning experience. They show companies how things operate “back at the ranch” and guide employees on how to improve communication and teamwork. The Leadership Team took a firm grasp onto these issues. Justin Formella, Web & IT Director, certainly appreciated the intervention. “This approach has been instrumental in changing our thought process to everyday problems and issues. The collaboration helped to create a team atmosphere that was otherwise not present.”

In addition to the strategies, conversations and games, the deliberate and constant activities and follow up meetings all contributed to strengthening MBX. “These activities insure that we are paying attention and moving forward toward our strategic goals,” says Tom Crowley.

Read more case studies >>

MBX Case Study Part 1

In the Beginning
Once a small company, MBX Systems has come a long way. The company opened its doors in 1995 as “Drive Express.” The firm quickly expanded business, changed the name to “Drive and Motherboard Express,” then shortened it again a year later to “Motherboard Express.” After continued and steady growth, the company settled on the name MBX Systems. Located in Wauconda, Illinois, MBX Systems has established itself as the leader in software conversion for video on demand, firewall, spam filtering, network management and other applications to the appliance market.

Like many successful companies, MBX encountered roadblocks, mostly fueled by growth. The corporation had various issues including lack of teamwork, flat growth, little organizational structure, a lack of business values, and no formal planning process. These issues prompted the company to examine its condition. Thankfully, MBX was referred to CMI. Tom Crowley, the founder and CEO of MBX, learned about CMI through a friend and client of CMI. “My friend, Leo Sheridan and I were talking about our businesses and he asked me about my goals and objectives. When I gave him a blank stare, he gave me Bruce’s contact information and said that it was probably a good idea that I call him.” Tom accepted.

CMI stepped into the world of MBX in 1999. Tom spoke with Bruce Hodes, CEO and founder of CMI, and had an initial interview to determine needs. Tom recalls, “Bruce asked many hard questions to gauge where we were. As uncomfortable as it was, I knew that I needed this type of direction and coaching.” Though the early stages of the process were challenging, MBX was committed to their purpose, “to offer a buying experience for the customer and a work experience to employees that is engaging and fulfilling and to practice humility, generosity and service to others.” By working with Bruce Hodes and CMI, the team hoped to exhibit operational excellence, superior customer service and stand behind their name as a great company.

Read more case studies >>

CMI's Loyal Customers

CMI strives to create Raving Fan customers through excellent customer service, quick response time, and quality programs.  Over the next couple months we will highlight some of our client's testimonials and case studies.  Feel free to leave comments below; we look forward to hearing from you!

Seven Rules of Strategic Guessing

Rule Number Seven

Rule number siete is by far the coolest. This reglo says: It is critical that the team show discipline and do the work. Remember the saying, “Garbage in, garbage out.” It is important that the leadership team does complete work. In this endeavor, it is better to do less with better quality than to do a lot with mediocrity.

Some companies have a heck of a time getting out of the firefighting mode. Others never do get out of that stage.

Sometimes members of the leadership team are addicted to firefighting. They are addicted to the way things are and not to dreaming up ways the company could improve. To participate in a good breakthrough planning/guessing process, the planning team must commit time to this endeavor. Real thinking and dialogue must exist.

Once you have created the plan, you need to make sure it is acted upon. Monthly meetings of one to three hours and spending time on objectives and action plans will ensure focus. Then, once a quarter, the planning team should meet offsite, preferably with a coaching resource like yours truly. (Bonus points if the coach is bald-headed. It makes the coach smarter and buffer—really.) At the session, the group will look at what happened in the quarter and then focus on what needs to happen in the next quarter. This will keep everyone aligned on what needs to take place to push the company forward.

Well, there you have it: seven rules that will support you in establishing a successful planning process. Put another way, it is the plan to producing and implementing good strategic planning/guessing. Using these rules will help you create a bright business future—and when you get there, let everyone know that the Brucie sent you.

This series of blog posts are excerpts from the chapter “Seven Rules of Strategic Guessing” from Bruce Hodes first book Front Line Heroes: Battling the Business Tsunami While Developing Performance Oriented Cultures.

Seven Rules of Strategic Guessing

Rule Number Four

By far, my favorite rule is el grandote numero quatro: start big by creating a vision of the future of the company. It is important that the breakthrough guessing/planning process allows for dreaming and looking at what is the organization needs for a bright future. This is critical. When you have a vision, you are creating a future for the company that employees can then fulfill.

Typically, I do this by asking the group to envision three to five years into the future and record their thoughts on a flip chart. I ask the following questions to arrive at a future vision. If you were already standing three to five years in the future, what would the world look like? What are the important trends affecting your industry at that point?

Once a futuristic scenario is developed, the group should look at what it would like the organization’s image to be in this future. What are customers saying about the organization? Why are customers loyal four years from today? What goods, services, and new products have been brought forth? How much revenue will the organization bring in, and how many employees will it have?

This part of planning can be used to run growth scenarios. Have at least one for aggressive, medium, sluggish, and no growth. Play with the numbers and have some fun with what could be. The planning team should get familiar with the possible territories and futures that could be facing the organization.

For more information about creating a company vision click here.

Seven Rules of Strategic Guessing

Rule Number Three

For the third amazing rule, it is important that you complete the previous year. A powerful completion process will allow you to put that year behind you as you welcome a new one. It’s important for the organization to distinguish the previous year and discuss what occurred during that time, good and bad.

At the very first session of the planning process, the past goes into the past. When I coach these sessions, the group lists the previous year’s information on flip charts. The past is broken down into a number of categories, such as BREAKDOWNS FOR THE YEAR, BREAKTHROUGHS, FIASCOS, DISAPPOINTMENTS, ACCOMPLISHMENTS, and the like.

One of the great aspects of this exercise is that the executives and key employees of the organization get to review all the work that was accomplished during the past 12 months. What aspects of this year are we taking into the next? What aspects are we leaving behind? It’s all included in the meeting minutes and brings completion to the year. One season completes and the next opens up. Excuse me while I get a little weepy. This exercise is worthwhile and useful; everyone is now ready to invent the organization’s future.

For more information about CMI's strategic planning process click here

Seven Rules of Strategic Guessing

Rule Number Two

The second golden rule of planning is to make sure the design of the planning is one that will yield a good result. I am not a believer in leadership teams locking themselves in a room at a resort for two or three days. This type of planning may be sprinkled with some golfing, gambling, or other “fun stuff.” From this design, a strategic plan is supposedly born and created.

The problem with this design is that it curtails critical thinking. This process begins to smell of Plan-In-Binder Syndrome, which is exactly what it sounds like: the leadership group ends up developing a “plan” that then ends up securely contained in a nice plastic binder that is then lost and forgotten. These binders tend to become nestled in the executive bookcases. After the year begins and the fires start raging, no one looks at the plan. Poke me in the eye with a hot stick; Plan-In-Binder Syndrome is such a waste of time and resources. In addition, if you do all your planning during one session, you risk just doing more of what you are currently doing. There is no opportunity for research or involving other employees within the organization who are not at the planning session. I find that these plans run the risk of superficiality and being UN-implementable. Is that a word?

Here is what to do. The process should take place over two to three months and take three to four days. It is predicated on white papers and dialogue. Listening and understanding are critical. Better research ensures better debate and thinking. “What is a white paper?” you ask hysterically. “Hang tough,” I say. That is covered in rule five.

For more information on designing your strategic planning process click here.