Page 7 - Volume 40-Number 02 02-28-17

2. Right People, in the Right Seats, on the Bus: First Who, Then What? Get the wrong people
off the bus; management team consists of people who debate vigorously in search of best
answers, yet who then unify behind decisions. When in doubt, don’t hire; keep looking. When
you know you need to make a people change, act. Put your best people on your biggest
opportunities, not your biggest problems.

3. What is our 20 mile march, and are we hitting it? Too complicated to describe in the space
allotted, but the gist is that you set a reasonable goal for your theatre each year, and then you
reach it “no matter what” (20 mile march is NOT an average). The true signature of mediocrity
is chronic inconsistency.

4. What are the core values and core purpose on which we want to build the enterprise for 100
years? We should be “Building to Last.” Goal is to Preserve the Core of what you do while also
always Stimulating Progress. Two examples from US History: “We hold these truths to be self-
evident…” (this is “preserving the core”) AND “I have a dream” (this is “stimulating progress”).

5. What is our (15 to 25 year) Big Hairy Audacious Goal (BHAG)? Huge and daunting goal that
is so clear and compelling that people “get it” right away (great example was Kennedy’s
commitment to landing a man on the moon). Bad BHAG’s are set with bravado; good BHAGs
are set with understanding.

The last words here belong, appropriately, to Jim Collins: “The point is to realize that much of what
we’re doing is at best a waste of energy. If we organized the majority of our work time around
applying these principles, and pretty much ignored or stopped doing everything else, our lives would
be simpler and our results vastly improved.”

Winter 2017 INLEAGUE | PAGE 5