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A simple system to help your team execute better and faster.
All growing companies encounter ceilings of complexity, usually when they hit certain employee or revenue milestones. In order to burst through ceiling after ceiling and innovate with growth, a company must develop a reliable system that prompts leaders to be proactive and pivot when the need arises.
Drawing on his experience as a successful serial entrepreneurial and speaker, author Patrick Thean demonstrates how to identify the signs of setbacks before they occur, track those signs and make adjustments to keep your plan on track and accelerate growth. Thean introduces a simple system to empower everyone in your company to be focused, aligned, and accountable ⎯a three-rhythm process for effective execution:
*Think Rhythm: A rhythm of strategic thinking to keep your teams focused and working on the future of your business.
*Plan Rhythm: A rhythm of planning that will allow you to choose the right priorities and get your departments or divisions aligned with those priorities.
*Do Rhythm: A rhythm of executing your plan and making effective and timely adjustments every week.
Thean's process applies to any growing business and ensures that your organization gets into the habit of achieving success, week after week, quarter after quarter, year after year.
- Sales Rank: #524691 in Books
- Published on: 2016-08-08
- Original language: English
- Dimensions: 8.50" h x .62" w x 5.50" l,
- Binding: Paperback
- 272 pages
Review
''No enterprise can be sustained without growth. I believe that a flourishing business should double in size every five years. If you want to execute well to reach your full potential, read this book.''
-Robert Bloom, former US chairman and CEO of Publicis Worldwide and author of The New Experts and The Inside Advantage
''Rhythm changed our entire business. In the first year, we had a $3.5M turnaround that was the direct result of becoming more focused and aligning our resources. This is only our second year and the process continues to have an exponential impact on our company. Rhythm has been the single most important investment we've made in the last twenty-three years.''
-Randy Carr, president and CEO of World Emblem International, Inc.
''Complexity is a byproduct of growth, and without proper attention to the right priorities, future growth will likely stall. Patrick helped us define those priorities that are truly driving our business forward making energy and resource allocation simple.''
-Mike Rans, vice president and general manager of Kinkelder USA
''Rhythm is a very readable, practical guide for what entrepreneurs and CEOs can do to meet growth challenges and grow successfully. I'm particularly pleased that Thean recognizes the importance of strengthening teams as they grow and finding other jobs in the company for people who have maxed out. I'd recommend this book to every entrepreneur, CEO, and senior manager in a company with growth potential.''
-Brad Smart, bestselling author of Topgrading
''Growth is an imperative for high-potential ventures, and the acceleration of growth comes from excellence in execution. Thean has an acute understanding of this paradigm but he advances that thinking by introducing rhythm as a conceptual imperative for a growing company. Rhythm leverages thought, planning, and execution competencies to increase value. If you think you have a good company, read this book and you might make a lot more money than you ever conceived possible.''
-Stephen Spinelli, Jr., PhD, cofounder of Jiffy Lube; president of Philadelphia University; former vice provost of entrepreneurship and global management at Babson College, and author of seven business books
''Rhythm introduced me to a new system to enhance harmony and balance in our companies. It s about hitting that sweet spot between the tense times and the safe times in the growth cycle for every company.''
-Jack Stack, CEO of SRC Holdings Corp and author of The Great Game of Business
''The rhythm of business is accelerating and the nature of strategy is transforming. Thean offers a tested, proven process for winning in a fast-paced world.''
-Kaihan Krippendorff, CEO of Outthinker LLC and author of Outthink the Competition
''If you want to lead a great company, Patrick Thean has written the how-to on achieving greatness. The system he has designed works! Design the future, put the plan together to realize your future, then implement with impeccable discipline. This is the framework for the ultimate success story. The process works--Arbill is living proof.''
---Julie Copeland, president and CEO of Arbill, and chair of the Women s Business Enterprise National Council Forum (2014 2015)
About the Author
Patrick Thean is a successful serial entrepreneur who has started and exited multiple companies. As founder and CEO of Metasys, Inc., he grew Metasys to a ranking of 151 on the Inc 500. An international speaker, he has spoken to thousands of businesses in the Americas, Asia, Australia and Europe. As the CEO, Co-founder of Rhythm Systems and creator of Rhythm Software, Patrick is an authority on helping businesses develop their strategic and execution plans, facilitate the right discussions, get to the right outcomes and hold CEOs accountable to do what they say they are going to do. Patrick received his M.Eng and B.Sc in electrical engineering from Cornell University. For 7 years, Patrick co-chaired the world-renowned EO Entrepreneurs Master's Program. He was named an Ernst and Young Entrepreneur of the Year for North Carolina in 1996. Happily married for over twenty years, he is the proud father of two daughters: one who loves dance and the other gymnastics. Patrick supports Samaritans Feet, a Christian charity focused on putting 10 million pairs of shoes on the feet of 10 million children around the world.
Most helpful customer reviews
10 of 10 people found the following review helpful.
The time you spend on strategy is not a luxury, its a necessity
By Ian Mann
Rhythm, Patrick Theam
There are two serious problems one faces when formulated a strategy for an organization. The first is difficulty of taking a view on the future and the most appropriate place for the organization in that future. The second is executing the strategy.
The first problem is unsurprising; the future is unknowable. There are far too many interconnected factors determining the future for any thoughtful person to be confident.
The second problem is that executing strategy is not a priority to most people. This is evident by the scant attention it receives. It is as if once the executives return from the strategy retreat, their conclusions will be executed inevitably, on time, in budget and on message.
This rarely happens.
The cause of this failure to execute stems in large part, from the long-term nature of the task. If the decision is strategic, it will not show results in the near-term. Years might be required before the value of the strategic decisions is evident. That being the case, if you do not get started on the strategy this week, the delay will not be evident for years, if at all. So strategic implementation is delayed until it fades from memory.
There is a large body of literature focusing on the problem of strategic execution, from the popular to the academic. Patrick Theam’s book is yet another contribution to this body of work.
I have chosen to bring this book to your attention, and not many of the others, because he has a unique view of the problem.
Rhythm is “a strong, regular repeated pattern of movement or sound.” His view of strategic implementation requires a strong, regularly, repeated, attention to the strategy, hence the title.
Theam talks of three rhythms being necessary to execute well. A “Think Rhythm,” that relates to the strategy for the future of your business. A “Plan Rhythm,” articulates the execution required of every team and every individual, and a “Do Rhythm” keeps the actions on track.
Most of the examples used in the book are taken from companies serviced by Theam’s consulting firm, but he uses a personal experience to introduce a key component of the Think Rhythm.
One night he had what he called “an epiphany” that his fast growing transport logistics software company could be heading for disaster. This was despite being an Inc. 500 company growing by 100% a year. The problem was that the company’s data and metrics was only addressing the past, and not looking out for potential dangers ahead. What was required was a set of future-focused questions to “identify train wrecks in the making and how to track those signs and make adjustments to avoid being blindsided.”
Aside from the annual or bi-annual strategy retreat, most companies never give structured and regular thought to the future and the constantly changing threats and opportunities it holds.
The “Think Rhythm” starts with the two-day annual strategy retreat, and is bolstered by a quarterly, two-day session to review and consolidate the strategy. This augmented by a weekly “talk and think time.” This is the “strong, regular repeated pattern of movement or sound” to which “rhythm” refers.
“Most executives I ask,” Theam reports, “would agree that it is important to spend time thinking strategically about the future of their businesses. Yet most leadership teams fail to do so.” The cleverness of scheduled, non-negotiable, annual, quarterly, and weekly “think time” is that the strategy is never neglected.
You could, at this point be asking, what company has the time to do this?!
There is a two-part answer to this question. The first part relates to the centrality of good strategy to the success of a business. It is not possible to thrive or even to survive in changing and challenging business environment without clear strategy. When you remind yourself that even large, once successful companies, fail, and that failure is more the rule than the exception with small companies, time spent on strategy seems less of a luxury and more of an investment.
The second part of the answer to “Who has the time?!” question is that strategy evolves and mutates. Rarely are creative, shape-shifting, strategic initiatives uncovered at a retreat, complete in all detail and perspective. Rather, the general direction, the theme of the strategy is what emerges, and time, ongoing debate, and revisiting the discussions, is what it takes to refine the strategic direction.
When the executives set aside time to think strategically about their company over lunch once a week, the chances of being caught unaware by a damaging event are substantially reduced. Executives put aside time every week to think about where the company is going, and could go, what could go wrong and how to mitigate this, are unlikely to be surprised. They are, similarly, less likely to miss strategically valuable opportunities.
The other two “Rhythms” the planning and doing rhythms are far more common. Most well-run businesses have regular meetings at which they monitor plans and actions. Without input from the Thinking Rhythm, the regular planning and doing could well be off course.
Every week, you spend time on strategic thinking. Every week, you are planning your execution for the coming week. Every week, you are doing the work and making adjustments.
The value of Theam’s book lies in the techniques and practical suggestions that are scattered throughout.
Readability Light --+-- Serious
Insights High ----+ Low
Practical High +---- Low
1 of 1 people found the following review helpful.
Examine Your Busines Processes for Efficiency and Progress
By Serafina Mezzanotte
This books help you look at the internal structures of your business…where the information is coming from and who is using it. Is the team confident about their ability to make decisions on their own? Are you monitoring the right things at the right times? In other words, are you a future-focused company and can you allow your team to have that same mindset?
The “rhythm” comes into play in the strategies of Think, Plan and Do Rhythms. That means a rhythm of keeping their team focused on working for the future, a rhythm of planning to align everyone’s efforts, and a rhythm of execution to make implement that plan. These rhythms may happen every week if that’s what it takes. These rhythms help you keep pace and also deal with change.
This is the perfect book for someone who has an established business that is underperforming. This book will help business owners or managers realize what is keeping them stuck and fix it. This is geared towards large corporations, at least larger business are what is used in most of the examples, but I think anyone who is willing to be critical of their choices and think creatively would benefit from it no matter what type of business they had.
1 of 1 people found the following review helpful.
Looking to improve results? This book is for you.
By Florence Chavez
This book is full of practical advice on how to achieve the results you want in business. Many of them involve improving communication, regular evaluations of your business approaches and strategies, and doing the work. Chapter 9, Nothing Happens Until You Do the Work, was by far my favorite. I found the motto: "You can plan all you want. Nothing happens until you do the work!" applicable in almost any aspect of my life. I remember working for an organization that was having meetings ALL THE TIME, but seemingly didn't seem to be accomplishing much. I wasn't in a position to be able to control this, but still found it frustrating to watch. I liked the idea of a weekly self meeting to review the week's priorities and accomplishments; a weekly team meeting to "adjust and realign" and a meeting with specific team members to discuss specific problems. Thean emphasizes viewing your time in 13 week increments throughout the year to focus on long term and short term goals. I really loved this, as it helps everyone from getting overwhelmed. This book would be great for any new manager or seasoned professional looking to improve results. It will definitely stay on my bookshelf!
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