Most business owners are gifted at one half of their job and exposed at the other. The half they are gifted at is usually what got them here. The half they are exposed at is usually what stops them going further — and very few can tell you, on a quiet Monday morning, which half is which.
In a small organisation, leadership and management bounce around like a pinball with a single contributor: the founder. One person sets the vision and runs the execution, leads the team and balances the cash, builds the plan and chases the invoices. It is all happening, all the time, and most of it is happening in one head.
Leaders manage. Managers lead.
There is a myth that leadership lives in the C-suite and management lives in the middle. Tidy story. Not true.
Leadership and management are different skill sets, but they are not different people. The CEO has to manage. The team lead has to lead. The individual contributor running their own work does both inside a single afternoon.
Lead people; manage things.
Leadership guides people from where they are to where they need to be. Management ensures the right things get done, in the right way, at the right time, to achieve the goals leadership has set. Everyone exercises both — the question is never which one, it is how well.
The mainsail and the jib
A basic yacht has two sails.
The mainsail sets direction and provides the impetus — the power and purpose of the journey. That is leadership: the big sheet that catches the wind of the future and pulls the boat toward it.
The jib sits ahead of the mast and acts as an airfoil. It has to be trimmed continually for wind, swell, current, every changing condition the boat actually meets. That is management: the constant, attentive adjustment that turns power into progress.
You can sail with a jib alone. It works — and you will spend the whole day fussing with trim while the horizon stays where it is.
The five questions
These five are the foundation of organisational stability. They sit in deliberate contrast to the change-making of the 7 Questions of Leadership. Management protects stability against change; leadership creates change toward a future state. Both run at once.
- What is our plan, and what metrics tell us if we are successful?
- What roles does our plan require, and who is accountable for what parts?
- What goals and outcomes must each role achieve this quarter, half, or year?
- What meetings are necessary, what should we discuss, and how do we solve problems together?
- What data do we need to measure our progress and ensure success?
Which of those five would your team struggle to answer today?
That is usually the one to build next. Master the answers and you have the structure and accountability that execution actually requires — which is what turns a good strategy into a business that runs.
A worked example
Every worked example in the canon uses the same company — Burke & Wills EV, a hypothetical Australian off-road EV maker — so the picture builds across frameworks instead of restarting each time.
# Burke & Wills EV: 5 Questions of Management Examples
Company Context: Burke & Wills EV is an Australian electric vehicle manufacturer focused on bringing affordable, rugged off-road EVs to the Australian market. Named after the famous Australian explorers, the company is pioneering the outback-ready EV segment.
Workshop Context: These examples demonstrate "what good looks like" for annual offsite outputs using the 5 Questions of Management framework. Use these as reference artifacts to guide facilitation toward high-quality outcomes.
---
MQ1: Plan Canvas
Company Strategic Context
Burke & Wills EV has completed their 7 Questions of Leadership strategic work. They are now distilling this into an annual execution plan using the Plan Canvas.
---
Plan Canvas Output
1. VISION & PURPOSE
From 7Qs Work: Become Australia's leading off-road EV manufacturer, making adventure sustainable for every Australian
Start/Stop/Continue Analysis:
- STOP: Trying to compete in the urban commuter EV market (leave to Tesla/BYD)
- START: Focused positioning as THE off-road/adventure EV company for Australia
- CONTINUE: Building reputation for rugged Australian engineering and bush-ready reliability
Annual Focus: Establish brand identity as Australia's adventure EV leader
Outcome Metrics:
- 45% unaided brand awareness among target adventure vehicle buyers
- 80% brand association with "rugged" and "Australian-made"
- 15 major sponsorship partnerships with outdoor/adventure organizations
---
2. MARKET & CUSTOMER
From 7Qs Work: Target adventurous Australians aged 35-55 who own or aspire to own recreational properties, frequently travel to remote areas, and value sustainability alongside capability
Start/Stop/Continue Analysis:
- STOP: Marketing to urban-only buyers and fleet markets
- START: Targeted campaigns reaching 4WD clubs, caravan parks, and outback tourism operators
- CONTINUE: Building relationships with mining companies and remote station owners
Annual Focus: Capture the adventure/rural EV segment before competitors enter
Outcome Metrics:
- 2,500 qualified leads from target customer segment
- 150 partnership agreements with 4WD clubs and outdoor retailers
- 35% conversion rate from test drive to purchase intent
---
3. STRATEGY & POSITIONING
From 7Qs Work: Differentiate through Australian-designed durability, 800km+ range capability, and genuine off-road credentials that legacy EV manufacturers cannot match
Start/Stop/Continue Analysis:
- STOP: Feature-matching competitors on urban EV specifications
- START: Developing proprietary dust/water ingress protection and extreme heat battery management
- CONTINUE: Investing in public charging infrastructure partnerships for regional/remote areas
Annual Focus: Achieve genuine off-road capability leadership and demonstrate in field
Outcome Metrics:
- IP65+ dust/water rating certified for all models
- 3 major expedition partnerships (Simpson Desert crossing, Cape York traverse, etc.)
- 50+ remote charging stations operational through partnerships
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4. BUSINESS MODEL & VALUE
From 7Qs Work: Direct-to-consumer sales with regional service partnerships, subscription maintenance model, and fleet solutions for mining/agriculture
Start/Stop/Continue Analysis:
- STOP: Relying solely on Brisbane showroom for all sales
- START: Mobile showroom/demo unit program across regional Australia
- CONTINUE: Building direct sales capability and service partner network
Annual Focus: Scale sales capability across regional Australia
Outcome Metrics:
- $45M revenue from vehicle sales
- 12 regional service partnership locations operational
- 85% customer satisfaction with purchase experience
- Average sale price maintained at $89,000
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5. CUSTOMER EXPERIENCE (CX)
From 7Qs Work: Adventure-ready buying experience with "bush-proof" customer support available 24/7 for remote travelers
Start/Stop/Continue Analysis:
- STOP: Standard automotive dealership experience approach
- START: "Adventure concierge" customer support with remote assistance capability
- CONTINUE: White-glove delivery experience with personalized vehicle handover
Annual Focus: Deliver exceptional adventure-focused customer experience
Outcome Metrics:
- +65 Net Promoter Score (NPS)
- 24/7 remote support response time < 15 minutes
- 95% customer retention rate for service subscriptions
- 4.8/5 average review rating across platforms
---
6. EMPLOYEE EXPERIENCE (EX)
From 7Qs Work: Build a team of adventure-passionate professionals who embody the Burke & Wills explorer spirit
Start/Stop/Continue Analysis:
- STOP: Hiring generic automotive industry professionals
- START: Recruiting from adventure/outdoor industries and engineering with EV passion
- CONTINUE: Building culture of innovation, adventure, and Australian pride
Annual Focus: Build industry-leading adventure EV team
Outcome Metrics:
- 45 new hires across engineering, sales, and customer success
- 85% employee engagement score
- 90% retention rate for key talent
- 100% of team complete off-road adventure experience program
---
7. GOALS & PRIORITIES
From 7Qs Work: Focus on market entry, production scale-up, and brand establishment
Start/Stop/Continue Analysis:
- STOP: Pursuing multiple model variants simultaneously
- START: Focus all resources on the "Wills" flagship model launch and success
- CONTINUE: R&D investment in next-generation battery and off-road technology
Annual Focus: Successful Wills model launch and market establishment
Outcome Metrics:
- 500 Wills units delivered and in customer hands
- Zero critical quality issues post-delivery
- $50M total revenue achieved
- 3 major industry awards won
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Outcome Consolidation: From 12 Outcomes to Single Annual Goal
Initial Outcomes Identified:
- Brand leadership in adventure EV segment
- 2,500 qualified leads from target segment
- Off-road capability certification and demonstration
- $45M vehicle sales revenue
- 12 regional service locations
- +65 NPS customer satisfaction
- 45 new strategic hires
- 85% employee engagement
- 500 Wills units delivered
- Zero critical quality issues
- 50 remote charging partnerships
- 3 industry awards
---
Consolidated Annual Goal
"Launch the Wills model successfully into the Australian adventure EV market, achieving 500 units delivered, $50M revenue, and +65 NPS while establishing Burke & Wills as Australia's off-road EV leader."
---
Success Metrics (Top 5)
| Metric | Target | Type |
|---|---|---|
| Primary: Units Delivered | 500 Wills vehicles | # |
| Revenue | $50M total | $ |
| Customer Satisfaction | +65 NPS | % |
| Brand Awareness | 45% unaided in target segment | % |
| Quality | Zero critical recalls | # |
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Plan Canvas Summary
Plan Statement: Burke & Wills EV will launch the Wills off-road EV to become Australia's adventure EV leader
Time Period: January 1 - December 31, 2025
Why This Matters: There is a $2B market gap in Australia for capable off-road EVs. First mover advantage in this segment will establish multi-decade competitive moat.
Primary Accountability: CEO (Sarah Mitchell)
---
MQ2: Role Canvas Examples
Based on the Plan Canvas outcomes, Burke & Wills EV requires specific roles to execute. Here are examples of key roles with their canvas outputs:
---
Role Canvas 1: Chief Commercial Officer
| Element | Description |
|---|---|
| Role Name | Chief Commercial Officer (CCO) |
| Purpose | Drive revenue growth and market penetration by leading all sales, marketing, and customer experience functions to achieve the company's commercial objectives |
| Reports To | CEO (Sarah Mitchell) |
| Team | Commercial Leadership Team |
| Metrics Owned | $50M revenue target, 500 units delivered, 2,500 qualified leads, +65 NPS |
| Incumbent | James Thornton |
Role Type: Executing (directly delivers revenue outcomes)
---
Role Canvas 2: Head of Customer Experience
| Element | Description |
|---|---|
| Role Name | Head of Customer Experience |
| Purpose | Deliver exceptional adventure-focused customer experience that differentiates Burke & Wills and drives advocacy, retention, and referrals |
| Reports To | Chief Commercial Officer |
| Team | Customer Experience Team |
| Metrics Owned | +65 NPS, 95% service subscription retention, 24/7 response < 15 min, 4.8/5 review rating |
| Incumbent | Emma Richardson |
Role Type: Executing (directly delivers customer satisfaction outcomes)
---
Role Canvas 3: Regional Sales Manager - Queensland
| Element | Description |
|---|---|
| Role Name | Regional Sales Manager - Queensland |
| Purpose | Drive vehicle sales and brand presence across Queensland by building relationships with adventure communities and delivering exceptional purchase experiences |
| Reports To | National Sales Director |
| Team | Queensland Sales Team |
| Metrics Owned | 150 units sold in Queensland, $13.5M QLD revenue, 35% test drive conversion, 50 club partnerships |
| Incumbent | To Be Hired |
Role Type: Executing (directly delivers regional sales outcomes)
---
Role Canvas 4: Head of Production
| Element | Description |
|---|---|
| Role Name | Head of Production |
| Purpose | Ensure reliable, quality manufacturing of Wills vehicles that meet delivery commitments and maintain zero critical quality issues |
| Reports To | Chief Operating Officer |
| Team | Production Operations |
| Metrics Owned | 500 units manufactured on schedule, zero critical quality issues, 98% production efficiency, IP65 certification maintained |
| Incumbent | David Chen |
Role Type: Executing (directly delivers production outcomes)
---
Role Canvas 5: Marketing Director
| Element | Description |
|---|---|
| Role Name | Marketing Director |
| Purpose | Build Burke & Wills brand as Australia's adventure EV leader through targeted marketing that reaches and converts adventure-seeking Australians |
| Reports To | Chief Commercial Officer |
| Team | Marketing Team |
| Metrics Owned | 45% brand awareness in target segment, 2,500 qualified leads, 80% brand-attribute association, 15 sponsorship partnerships |
| Incumbent | Lisa Park |
Role Type: Executing (directly delivers marketing outcomes)
---
Role Canvas 6: People & Culture Director
| Element | Description |
|---|---|
| Role Name | People & Culture Director |
| Purpose | Build and maintain a high-performing, adventure-passionate team that embodies Burke & Wills values and enables achievement of company objectives |
| Reports To | CEO |
| Team | People & Culture |
| Metrics Owned | 45 strategic hires, 85% employee engagement, 90% key talent retention, 100% adventure program completion |
| Incumbent | Marcus Webb |
Role Type: Supporting (enables other roles to succeed)
---
MQ3: Goal Canvas Examples
The Goal Canvas translates role metrics into structured individual goals. Here are examples for key roles:
---
Goal Canvas 1: Head of Customer Experience
Goal Title: Establish Burke & Wills as the benchmark for adventure EV customer experience
Timeline: January 1 - December 31, 2025
Why This Matters: Exceptional customer experience drives advocacy, referrals, and repeat purchases. In a market where competitors cannot match our product capability, customer experience becomes our ultimate differentiator and competitive moat.
---
Outcomes
| Outcome | Current | Target | Timeline |
|---|---|---|---|
| Achieve Net Promoter Score of +65 | Baseline year | +65 NPS | Full Year |
| Maintain 24/7 support response time under 15 minutes | New capability | <15 min avg | Q2-Q4 |
| Achieve 95% service subscription retention rate | Baseline year | 95% | Full Year |
| Reach 4.8/5 average review rating across platforms | Baseline year | 4.8/5 | Full Year |
---
Waypoints (1/12th Rule - Monthly)
| Month | NPS Target | Response Time | Retention | Reviews |
|---|---|---|---|---|
| Jan | Baseline | System build | -- | -- |
| Feb | Baseline | System test | -- | -- |
| Mar | +50 | <20 min | -- | 4.5/5 |
| Apr | +52 | <18 min | -- | 4.5/5 |
| May | +55 | <16 min | 90% | 4.6/5 |
| Jun | +57 | <15 min | 91% | 4.6/5 |
| Jul | +58 | <15 min | 92% | 4.7/5 |
| Aug | +60 | <14 min | 93% | 4.7/5 |
| Sep | +62 | <14 min | 94% | 4.7/5 |
| Oct | +63 | <13 min | 94% | 4.8/5 |
| Nov | +64 | <13 min | 95% | 4.8/5 |
| Dec | +65 | <12 min | 95% | 4.8/5 |
---
Goal Characteristics Checklist
- [x] SIGNIFICANT: Directly impacts customer loyalty and company growth
- [x] CONCRETE: Specific metrics with clear targets
- [x] ACTION-ORIENTED: Drives specific behaviors and investments
- [x] INSPIRATIONAL: Creates industry benchmark for adventure EV experience
Outcome Characteristics Checklist
- [x] SPECIFIC: Each outcome has precise measurement criteria
- [x] TIME-BOUND: Monthly waypoints and annual targets
- [x] AGGRESSIVE BUT REALISTIC: Stretch targets based on industry benchmarks
- [x] MEASURABLE: All outcomes are %, #, or rating-based
- [x] VERIFIABLE: Data sources identified for each metric
---
Goal Canvas 2: Marketing Director
Goal Title: Establish Burke & Wills as Australia's recognized adventure EV brand
Timeline: January 1 - December 31, 2025
Why This Matters: Brand awareness and positioning in our target segment will determine our ability to compete against larger, better-funded competitors. First-mover brand advantage in the adventure EV segment will create lasting market leadership.
---
Outcomes
| Outcome | Current | Target | Timeline |
|---|---|---|---|
| Achieve 45% unaided brand awareness in target segment | 5% | 45% | Full Year |
| Generate 2,500 qualified leads | 0 | 2,500 | Full Year |
| Build 80% brand-attribute association with "rugged" and "Australian-made" | Baseline | 80% | Full Year |
| Secure 15 major sponsorship partnerships | 3 | 15 | Full Year |
---
Waypoints (1/12th Rule - Monthly)
| Month | Awareness | Qualified Leads | Sponsorships |
|---|---|---|---|
| Jan | 8% | 100 | 4 |
| Feb | 12% | 200 | 5 |
| Mar | 16% | 350 | 6 |
| Apr | 20% | 500 | 7 |
| May | 24% | 700 | 8 |
| Jun | 28% | 950 | 9 |
| Jul | 31% | 1,200 | 10 |
| Aug | 34% | 1,500 | 11 |
| Sep | 37% | 1,800 | 12 |
| Oct | 40% | 2,100 | 13 |
| Nov | 43% | 2,350 | 14 |
| Dec | 45% | 2,500 | 15 |
---
Goal Canvas 3: Regional Sales Manager - Queensland
Goal Title: Establish Burke & Wills as Queensland's off-road EV leader
Timeline: January 1 - December 31, 2025
Why This Matters: Queensland represents 30% of Australia's 4WD ownership and contains some of the country's most iconic off-road destinations (Fraser Island, Cape York). Success here validates our product and creates advocacy that spreads nationally.
---
Outcomes
| Outcome | Current | Target | Timeline |
|---|---|---|---|
| Deliver 150 Wills units in Queensland | 0 | 150 | Full Year |
| Achieve $13.5M Queensland revenue | $0 | $13.5M | Full Year |
| Maintain 35% test drive to purchase conversion | Baseline | 35% | Q2-Q4 |
| Establish 50 club/retailer partnerships | 0 | 50 | Full Year |
---
Waypoints (1/12th Rule - Monthly)
| Month | Units Delivered | Revenue | Partnerships |
|---|---|---|---|
| Jan | 5 | $450K | 3 |
| Feb | 8 | $720K | 6 |
| Mar | 10 | $900K | 10 |
| Apr | 12 | $1.08M | 15 |
| May | 12 | $1.08M | 20 |
| Jun | 13 | $1.17M | 25 |
| Jul | 14 | $1.26M | 30 |
| Aug | 15 | $1.35M | 35 |
| Sep | 15 | $1.35M | 40 |
| Oct | 16 | $1.44M | 43 |
| Nov | 15 | $1.35M | 47 |
| Dec | 15 | $1.35M | 50 |
| Total | 150 | $13.5M | 50 |
---
Goal Canvas 4: Head of Production
Goal Title: Deliver flawless Wills production at scale
Timeline: January 1 - December 31, 2025
Why This Matters: Our brand promise is built on reliability and Australian quality. Every vehicle that leaves our facility with an issue damages not just that customer relationship but our entire brand story. Zero critical issues is non-negotiable.
---
Outcomes
| Outcome | Current | Target | Timeline |
|---|---|---|---|
| Manufacture 500 Wills units on schedule | 0 | 500 | Full Year |
| Maintain zero critical quality issues | Baseline | 0 | Full Year |
| Achieve 98% production efficiency | 85% | 98% | Full Year |
| Maintain IP65 certification on 100% of units | Baseline | 100% | Full Year |
---
Waypoints (1/12th Rule - Monthly)
| Month | Units Produced | Quality Issues | Efficiency |
|---|---|---|---|
| Jan | 25 | 0 | 88% |
| Feb | 30 | 0 | 90% |
| Mar | 35 | 0 | 91% |
| Apr | 40 | 0 | 92% |
| May | 42 | 0 | 93% |
| Jun | 45 | 0 | 94% |
| Jul | 47 | 0 | 95% |
| Aug | 50 | 0 | 96% |
| Sep | 50 | 0 | 97% |
| Oct | 50 | 0 | 97% |
| Nov | 45 | 0 | 98% |
| Dec | 41 | 0 | 98% |
| Total | 500 | 0 | 98% |
---
MQ4: Meeting Canvas (Bonus)
Burke & Wills EV's operating rhythm to support Plan execution:
---
Operating Rhythm Overview
| Level | Daily | Weekly | Fortnightly | Monthly | Quarterly |
|---|---|---|---|---|---|
| Board | -- | -- | -- | Board Meeting (Chair) | Strategy Review (Chair) |
| Executive | -- | ELT Sync (CEO) | -- | ELT Deep Dive (CEO) | ELT Offsite (CEO) |
| Leadership | -- | Dept Meetings (Heads) | Leadership Team (CCO) | Performance Review (CEO) | Quarterly Planning (CEO) |
| Teams | Standups (Managers) | Team Meetings (Managers) | 1:1s (Managers) | Team Reviews (Heads) | -- |
---
Four Essential Meeting Structures
1. Executive Leadership Team (ELT) Weekly Sync
Frequency: Weekly (Mondays, 9:00-10:30 AM)
Owner: CEO (Sarah Mitchell)
Participants: CEO, CCO, COO, CFO, CPO, CTO
Agenda Structure:
| Time | Section | Purpose |
|---|---|---|
| 10 min | Wins | Celebrate achievements from past week |
| 20 min | Scorecard Review | Review key metrics: units, revenue, NPS, leads |
| 15 min | Goal Progress | Status on annual goal and quarterly objectives |
| 45 min | Roadblocks | Identify and solve obstacles to progress |
---
2. Manager One-on-One Template
Frequency: Fortnightly
Duration: 45 minutes
Owner: Direct manager
Agenda Structure:
| Time | Section | Purpose |
|---|---|---|
| 5 min | Check-in | Personal and professional wellbeing |
| 15 min | Goal Review | Progress on individual Goal Canvas outcomes |
| 15 min | Roadblocks & Support | What help is needed to succeed |
| 10 min | Development | Career growth and capability building |
---
3. Daily Production Standup
Frequency: Daily (7:00 AM)
Duration: 15 minutes
Owner: Production Supervisor
Participants: Production team leads, Quality Manager
Agenda Structure:
| Time | Section | Purpose |
|---|---|---|
| 5 min | Yesterday | Units completed, issues resolved |
| 5 min | Today | Production targets and priorities |
| 5 min | Blockers | Immediate issues requiring resolution |
---
4. Monthly Commercial Review
Frequency: Monthly (First Friday)
Duration: 90 minutes
Owner: CCO (James Thornton)
Participants: Sales Directors, Marketing Director, CX Head
Agenda Structure:
| Time | Section | Purpose |
|---|---|---|
| 15 min | Performance Dashboard | Review all commercial metrics vs targets |
| 20 min | Pipeline Deep Dive | Analyze sales funnel and conversion |
| 20 min | Customer Insights | NPS trends, feedback themes, case studies |
| 20 min | Market Intelligence | Competitor activity, market trends |
| 15 min | Action Planning | Decisions and next steps |
---
MQ5: Data Canvas (Bonus)
Where Burke & Wills EV finds the source of truth for every outcome metric:
---
Metric Source of Truth Map
| Outcome Metric | Source System | Owner | Update Frequency |
|---|---|---|---|
| Units Delivered (#) | Production ERP (SAP) | Head of Production | Real-time |
| Revenue ($) | Finance System (Xero) | CFO | Daily |
| NPS Score (+) | Delighted Survey Platform | Head of CX | Weekly |
| Qualified Leads (#) | HubSpot CRM | Marketing Director | Real-time |
| Brand Awareness (%) | Brand Track Survey | Marketing Director | Monthly |
| Employee Engagement (%) | Culture Amp | People Director | Quarterly |
| Production Efficiency (%) | Production ERP (SAP) | Head of Production | Daily |
| Service Response Time | Zendesk | Head of CX | Real-time |
| Review Ratings | Review aggregator (Reputation.com) | Head of CX | Daily |
| Partnership Count (#) | HubSpot CRM | Marketing Director | Weekly |
---
Intelligence Type Classification
Performance Intelligence (Role/Team Level)
| System | Purpose | Users |
|---|---|---|
| Waymaker | Goal tracking & performance | All employees |
| HubSpot | Sales pipeline & activity | Sales team |
| Zendesk | Support metrics & response | CX team |
| SAP Production | Manufacturing KPIs | Production team |
Business Intelligence (Company Level)
| System | Purpose | Users |
|---|---|---|
| Xero + Fathom | Financial dashboards | Leadership |
| Brand Track | Brand health metrics | Marketing/Leadership |
| Power BI | Executive dashboard | Leadership |
| Culture Amp | Employee engagement | Leadership |
Operational Intelligence (Knowledge)
| System | Purpose | Users |
|---|---|---|
| Notion | Policies, procedures, playbooks | All employees |
| Confluence | Technical documentation | Engineering |
| Waymaker Documents | Strategic plans & canvases | Leadership |
| LMS | Training materials | All employees |
---
Data Integration Architecture
```
┌─────────────────────────────────────┐
│ WAYMAKER (Performance Hub) │
│ Goals, Plans, Roles, Dashboards │
└─────────────────┬───────────────────┘
│
┌────────────────────────────┼────────────────────────────┐
│ │ │
┌────▼────┐ ┌─────▼─────┐ ┌─────▼─────┐
│ HubSpot │ │ Xero │ │ SAP │
│ (CRM) │ │ (Finance) │ │(Production│
└────┬────┘ └─────┬─────┘ └─────┬─────┘
│ │ │
│ Leads, Deals │ Revenue │ Units, Quality
│ Partnerships │ Cash Flow │ Efficiency
│ │ │
┌────▼────┐ ┌─────▼─────┐ ┌─────▼─────┐
│ Zendesk │ │ Fathom │ │Delighted │
│(Support)│ │(Analytics)│ │ (NPS) │
└─────────┘ └───────────┘ └───────────┘
```
---
Summary: Workshop Output Checklist
After a successful 2-day annual offsite using the 5 Questions of Management, Nathan's team should have produced:
Day 1 Outputs:
- [ ] Completed Plan Canvas with:
- Start/Stop/Continue analysis for all 7 strategic pillars
- 12 potential outcomes identified
- Single consolidated annual goal statement
- Top 5 success metrics with specific targets
Day 2 Outputs:
- [ ] Role Canvases for all key positions (6-10 roles typically)
- Clear purpose statements
- Metrics owned by each role
- Accountability structure defined
- [ ] Goal Canvases for role owners (at minimum: leadership team)
- Outcomes with specific targets
- Monthly waypoints using 1/12th rule
- Clear "why" articulated
Bonus Outputs:
- [ ] Meeting Canvas with operating rhythm defined
- [ ] Data Canvas identifying source of truth for all metrics
---
Key Facilitation Tips
- Plan Canvas First: Don't let teams skip to roles/goals without completing the Plan Canvas. The consolidation discipline is critical.
- Single Goal Discipline: The hardest part is getting 12 outcomes down to 1 goal. Push teams through the discomfort.
- Metrics Must Be Specific: Reject any outcome without a %, #, or $ attached. "Improve customer satisfaction" is not acceptable; "+65 NPS" is.
- 1/12th Rule: Ensure goal canvases have proper waypoints. Annual goals need monthly checkpoints.
- Role Canvas Before Goal Canvas: Define who owns what before setting individual goals.
- Source of Truth: Every metric in a Goal Canvas must have an identified data source. If you can't measure it, you can't manage it.
---
These examples are for Burke & Wills EV, a hypothetical Australian off-road EV manufacturer. Adapt the specifics to your client's context while maintaining the framework structure.