In the pre-event brief doc, include the following (customizing it to your information):
Welcome to Shawn Rhodes’ Pivot Point Keynote!
Thank you for selecting Shawn Rhodes and Shoshin Consulting to be a part of your meeting. We look forward to making this a program that your team will be talking about for a very long time!
We work very hard to customize our program to your audience by studying your business, your people, your marketplace, and your competition. We need your help! We will conduct a conference call with you and your planning team prior to our Program. We request that you include your key people, usually individuals that can add important insights to your business and those individuals responsible for the administrative details (Program timeline, Audio Visual, meeting room specifics, etc.) on the call, but we suggest no more than 4 people from your team. The call usually lasts between 30 minutes and one hour.
In order to make our call efficient, we need you and your planning team to review and complete this entire document. This guide contains two sections: Administrative Items and Company/Organization Items. If your meeting is for an “Association” rather than a single organization, please answer the questions in the guide from the point of view of a typical member of your association and we will discuss further customizing details on the conference call. Please forward this guide to any member of your team that will be involved in our conference call.
Please enter your responses to all the questions by completing the “fill-in fields” contained in this guide and send the completed electronic document to us 48 hours before the scheduled Program Briefing Call.
The information in this document and your responses will be considered confidential material and the property of Shoshin Consulting. We will not disseminate any of your information. We are looking forward to an outstanding program with you and your team!
Shawn Rhodes, President
8761 N 56th St.
Temple Terrace, FL 33617
Section One: Administrative Items
High performers follow a disciplined, but simple process of planning, performing and processing their individual missions to ensure success every single time. This allows them to rapidly pivot even in challenging environments. When creating a Pivot Point, we know that the same process that makes these high-performing teams successful will make your audience successful as well.
We call this “Creating A Pivot Point.” Regardless of an individual’s role in a company, the ability to quickly pivot and deal with change will dramatically improve their performance. To learn more about your industry, please fill out the below form with no less than 6 sample members of the audience that will be present during our event:
PLEASE LIST THE CONFERENCE CALL PARTICIPANTS/INTERVIEWEES FROM YOUR TEAM/AUDIENCE:
AN EXAMPLE OF OUR INTERVIEWEE TEMPLATE FOR OUR KEYNOTE (TO BE USED OVER THE PHONE, NEVER SENT THROUGH EMAIL):
Section ONE: Organization/Company Items
INTERVIEWEE OCCUPATION / JOB DESCRIPTION:
YOUR TEAM’S CURRENT ENVIRONMENT
Please provide a few examples of significant changes in your industry that have occurred in the last 12-18 months. (Example: Mergers/ Acquisitions, new products, new policies, technological improvements, etc.) How does your company view these changes?
PLEASE NAME FOUR COMPETITORS/CHANGING COMPETITION/THREAT
What are the ‘dirty words’, the competitor that everyone in your association is concerned about? How has your competition changed in the last few years? (Example: Mergers / acquisitions/ consolidations, new products, entered your marketplace in a certain city or region, targeting your customers, great profit / growth, etc. Please list specific company names with specific facts.
PLANNING: Please score your companies/association members’ planning effectiveness from 1 (poor) to 10 (excellent):
UNCERTAIN FUTURE: How do your divisions communicate their goals with other divisions? Do they?
HOW MUCH TRAINING HAVE YOUR FOLKS RECEIVED ON HOW TO EFFECTIVELY PLAN TO REACH THEIR OBJECTIVES?
If so, what would be an example of that? Classroom? Webinar? Informal?
How often does training occur?
When people don’t get training in time or use it, what does that is cost your organization?
If you were going to put a dollar figure on that, what would it be?
How often are existing employees made aware of a change in processes via training?
When someone solves a problem in the field/while with a client, do they share their discovery with their team? With sister teams? With their leadership?
What’s an example of a challenge in your industry that we assume is just ‘the cost of doing business’?
How often does it occur/what do you think it costs the organization in time/revenue?
What is an example of a big change that wrecked results in the past?
HOW WELL DOES YOUR TEAM PROCESS THE GOAL THEY ATTEMPTED TO ACHEIVE/CONDUCT AN AFTER-ACTION REPORT?
Please score your effectiveness at processing your results after pursuing your business objectives from 1 (poor) to 10 (excellent) and give specific examples of how your team would conduct an after-action report after your project’s completion.
DOES YOUR COMPANY SYSTEMATICALLY REVIEW DAY-TO-DAY OPERATIONS AND PROJECTS TO LEARN FROM SUCCESSES AND MISTAKES? HOW IS THIS INFORMATION SHARED WITH OTHERS IN THE ORGANIZATION? WHAT IS INTERFERING WITH YOUR ABILITY TO CONDUCT AFTER-ACTION REPORTS?
Please give me the name of some of your meetings where you could possibly benefit from an after-action reporting process.
AFTER ACTION MEETINGS?
Ex: District Managers at your monthly sales meetings, Executive VPs at the staff meeting, etc.
As you gather best-practices/lessons learned, in what way do you gather actionable items for future teams to use?
What might one of those actionable best-practices look like?
Thank you very much for completing this document.
We look forward to our upcoming call and an outstanding Program!
For questions about this document or your program, please call 813-833-5059 or email email@example.com
AFTER THE EVENT:
Our debriefing template we use during the call (enter metrics from speech recording into this doc on the plane ride home:)
To be gathered before the call:
Scan the DMs Linkedin profile for top folks you want to be introduced to
Have metrics from the recording ready to review:
Use of ‘I’s’
Business/military story time ratio
Numbers of attendees opted in:
Prior to the call
Export event MOBIT info for DMs’ internal use
On the Call:
Outline agenda of after action call:
1. Go over our objective
2. My areas for improvement
3. Your feedback
4. Go over data gathered (metrics/attendee input)
5. Ensure we fulfilled the terms of the proposal
6. Ask for a testimonial if we delivered on your objective
1. You stated in your pre-event brief you wanted us to ……. From your perspective, did we achieve that?
2. Things I noticed I could have done better:
3. I value your feedback, were there things I could have done better or even ‘would be even better if …?’
4. I believe we were successful because your people invested their time in the event with those interviews. Reviewing my notes from the recording, I see that we engaged them in …. Interaction exercises and we included …. Customization references. I’d also like to share with you what your own members said they’d begint o do to begin pivoting. Did you receive the email I sent with the spreadsheet attached?
Just to make sure we wrap everything up, looking at the proposal I see we agreed to chat about who in your network would make a good referral for the kinds of talks I offer. Does anyone come to mind who runs events or chooses speakers?
(Include the Linkedin connections previously researched)
6. Looking at your next event, do you know what location you’ll be at/dates? Happy to recommend other speakers for that. Theme/challenges you’ll be addressing?
7. Great. If we’ve met yoru objective, I can craft a testimonial on LinkedIn and send it over for your edit/approval, and we’ll be in touch by (DATE) concerning those industry contacts you mentioned. Thanks!