January 21, 2025 • 19 mins
Are you ready to transform your team’s performance? Dive into today’s episode as we unpack the 5 P's Framework – Principles, People, Performance, Processes and Platforms, and Planning – essential for building and leading exceptional teams.
Whether you're striving to exceed expectations or navigate operational challenges, this episode is packed with actionable insights for leaders at every level.
In this episode, we explore:
(00:00) Introduction to the 5 P's Framework and its significance.
(01:26) The history and development of the 5 P's.
(03:31) Breaking down the first P: Principles.
(07:34) The vital role of People in team performance.
(09:35) Understanding and tracking Performance in leadership.
(13:44) Implementing effective Processes and Platforms.
(16:13) The importance of Planning and team direction.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Tonya D. Harrison (00:11):
Hello and welcome to another episode of
the Operations Toolbox podcastfor business leaders.
This is the podcast where weempower business leaders like
you to build high-performingteams through leadership and
operational excellence.
I'm your host, Tonya D Harrison, and today I really want to
(00:32):
just pull back the curtains andshare some information and a
framework that I have been usingfor a while now, and this is
the 5P framework, and this isthe framework that I use within
my lead ops program, which youwill definitely be hearing more
(00:55):
about this year, and basically,this is the framework that is
the heart of building andleading exceptional teams.
So, you know, like I mentionedbefore, it's the foundation of
my Lead Ops program, which is aunique blend of leadership
(01:19):
development and operationalexcellence strategies that help
leaders like you create thrivingteams.
During this episode, I'm goingto share with you, of course, a
little bit of the history of thefive Ps, but I want to break
down each of these essentialingredients that are required
when you are, when you wouldlike to build a team, but not
(01:43):
just one that meets expectations, but one that exceeds them.
So let's dive in and talk alittle bit about the history.
Where did it come from?
It definitely wasn't somethingthat I created overnight, but it
emerged from years and years ofworking with leaders who were
(02:07):
great in one aspect ofleadership but struggled with
another.
And some of them had incrediblesystems, but they lacked the
human touch, while others hadexceptional human experience or
motivators, but they struggledto create scalable processes.
(02:30):
And one of the things, like Isaid earlier, that I have come
to realize and this is throughmy own journey is that you need
both.
So you need to have the strongsystems and you need to have the
strong leadership, and this iswhere the five P's come in.
The P's that I'm going to talkto you about today are
(02:52):
principles, people, performance,processes and platforms and
planning, and these are theingredients that basically
bridge both of those sidestogether.
So it's like a, it's like arecipe you can't miss one
ingredient, because if you missone ingredient, it doesn't work.
The same, you're not going toget the same outcome.
(03:13):
And if you stick around to theend, I'm going to share with you
a little bit more about how youcan access this framework and
the details behind it, becausethere's a lot more involved to
help you transform yourleadership approach.
So let's go ahead and getstarted.
(03:33):
The first P I'm going to startwith is principles.
I did an entire episode onprinciples.
You can go.
This is the foundation ofeverything we do as leaders and
in this time and in this climate, we really want to know or
(03:56):
understand what our principlesare, so that we are not easily
shaken.
And there was a quote that Iwas told many times as a child
If you don't stand for something, you will fall for anything,
and I heard this over and overagain and, truthfully, I often
tell my kids when they weregrowing up, and even as adults,
(04:21):
I share it with them.
But you really want to be clearon what your principles are,
what you stand for.
So, if that is integrity,fairness, transparency,
inclusiveness, innovation,whatever it is, you want to be
extremely clear on that, becausethese personal principles is
(04:41):
what's going to guide yourleadership style, right, and it
is what is going to help youmake decisions, from who you
bring on your team, how you leadyour team, the people that you
do business with, organizationsthat you work with.
All of this is included.
So you want to make sure thatyou are crystal clear on what
(05:03):
your principles are as a personand as a leader.
So that's the first part of theprinciples.
The principles is three parts,right?
So the first one is yourprinciples.
The second one is understandingthe business's principles.
So you want to understand theprinciples of your business or
(05:27):
the organization that you workwith.
What is the mission, what's thevision, what are the core
values?
Again, this is what guidesdecisions and it shows up in how
you manage your team.
But also it shows up in howother people respond and act,
because anytime I start workingwith a new organization, I'm
(05:50):
always looking to see are thosevalues on display, right?
So you need to know what theyare in order to even know if
they're on display.
So that's the second part ofthe principles.
The third one is the team,right?
So remember, I told you therewere three parts of the
principle you, the organizationand then your team.
(06:13):
You want to engage your team indefining what shared principles
look like and how they shape howyou work together.
This is going to be extremelyimportant because they will
shape how you collaborate.
The accountability Are youcustomer centric, like?
All of these things need to betalked about.
(06:35):
So this is definitely anexercise as a leader that you
want to do with your team makingsure that you have shared
principles, making sure thateach of you understand how they
are displayed, right?
So what is an example ofintegrity?
How would I display that?
(06:56):
How would I?
You know what I mean.
How would I walk that out?
If one of them is inclusiveness, what does that look like, you
know?
So you want to get clear onthis, because principles, when
principles are clear, they serveas a compass that keeps your
team grounded even inchallenging times.
(07:16):
Right, and not only that, itmakes conversations a lot more
easier for you to have whensomebody is either displaying
them or not displaying them,because you could always go back
to them and have thatdiscussion around them.
So principles is number one.
It's the first P.
Again, in order for this towork, you got to have all P's,
(07:37):
but this one right here isextremely important, and if I
had to prioritize any of theseP's, this one would be the first
one.
The second P is people, right?
So the heart of any highperforming team, the heart of a
team, is people.
You got to have people, and Ireally believe that Maya Angelou
(07:59):
said it best.
She's just a great source ofwisdom.
You know just her amazing lifeand career, but one of her
famous quotes is.
I've learned that people willforget what you said, people
will forget what you did, butpeople will never forget how you
(08:19):
made them feel, and these wordsshould be a guiding principle
for all of us in leadership.
Should be a guiding principlefor all of us in leadership.
And when you really put peoplefirst, not only is it the right
thing to do, but it drivesproductivity.
(08:39):
So, you know, putting peoplefirst isn't just something nice
to say or just a good idea,right.
It is definitely something thatyou want to make sure that you
include.
Right, and there has beenresearch done around this.
A Gallup study found thatcompanies with highly engaged
employees see 21% higherprofitability.
It contributes directly to yourbottom line.
(09:02):
So you want to make sure thatyou are putting people first.
This is going to help them feelseen and heard and valued.
All of this goes into makingsure that you are actually
seeing them, listening to them,valuing what it is that they
bring to the table.
So making sure that people areat the heart, at the central of
(09:25):
everything that you do, is goingto be extremely important.
P number three okay, because weare a business performance.
So the third P is performance,because you can't improve what
you don't measure.
So you have to be trackingperformance and understanding
(09:46):
performance, and not just yourteams.
Again, you got to understandthis is another one that is made
up of three parts right, yougot to understand your
performance as a leader because,remember, we lead by example.
So you have to understand yourperformance.
You have to understand yourteam's performance, right, like
(10:07):
each individual team member, andthen collectively, as a
department.
What does your performance looklike?
And this is your GPS forsuccess.
You're measuring these.
These are like milestones, theyou know on the road to, or on
the journey to, where it is thatyou want to go.
(10:27):
So, again, the first thing youwant to do is understand your
performance.
Are you modeling the behaviorsthat you want to see in your
team?
And when we're talking aboutperformance, a part of this and
I know, I already know some ofyou leaders you're going to be
like but are you getting rest?
(10:47):
Are you taking time away fromthe office?
Are you disconnecting?
Right, because one thing youdon't want to happen is you
don't want to be overwhelmed andburned out, because your team
sees that and a lot of them willmimic that, and this is
something that you know happenedto me, you know being I called
(11:09):
it dedicated, you know, but aworkaholic and, just you know,
working extreme hours, notdisconnecting somebody.
Email me.
I'm responding on the weekend,I'm responding on vacation, and
one of the things I realized isis that my team was mimicking,
that they weren't taking PTOtime.
(11:30):
They were overworkingthemselves because they saw me
doing it, and once I altered mybehavior, they started to alter
their behavior, and the crazything about it is is that we
were able to increase ourperformance.
So you want to make sure, whenwe're talking about performance,
not only are you getting theright things done and being
(11:52):
productive, but also a part ofgetting the right things done is
making sure you rest, makingsure you take time off, making
sure you disconnect and havesome of those boundaries.
And then you know the samething with your team, right?
You're going to be evaluatingthem on some of these things.
When you are evaluating yourteam's performance, you want to
(12:13):
make sure that you have conveyedclear goals and objectives and
they understand what yourexpectations are, and then you
can evaluate if they're meetingthem or not and are there any
gaps that require attention, andyou can have these
conversations with them thethird part of it right.
So I'm going to be looking atmy performance as a leader.
(12:35):
I'm going to be looking at myindividual team members
performance and then I'm goingto be looking at collectively as
a team.
Are we accomplishing the thingsthat we've set out to do Right?
So we're going to have, youknow, shared goals that that you
know lead up into higher levelgoals, organizational goals.
(12:55):
So you definitely want to makesure that you are looking at all
of this Right.
So teams that set and reviewgoals regularly they are 42
percent more likely to achievethem percent more likely to
achieve them.
So you want to be havingconversations around what those
expectations are and againmeasuring what they are.
(13:15):
So this could look likeperformance reviews, regular
feedback, definitely making surethat you have clear metrics and
tools to measure and identifywhat's working, what's not
working.
So get really in tune with theperformance in all three of
those areas.
That is going to be extremelyimportant in building this
(13:38):
high-performing team.
The fourth P is processes andplatforms.
So these are your workflows andyour systems.
This is the operationalbackbone of your team.
So, even if you hire the bestpeople, it's gonna be really
hard for them to be successfulif they don't have the right
(14:00):
tools in place.
So your platforms and yourprocesses this is going to be
something that you really wantto make sure that your team has
access for.
You wanna make sure that youare evaluating on a regular
basis.
Do they have what they need inorder to be successful?
(14:22):
It can be extremely frustratingif you have great team members
that really want to do a goodjob but they are held back
because they don't have whatthey need.
So make sure your processes arein place.
This is your workflows.
You know what I mean Writtenguidelines, so if one team
member isn't there, somebodyelse could pick up the ball and
(14:45):
run with it.
You don't want people to haveto rely on just remembering or
sharing information verbally,right.
Also, your platforms and yoursystems and your tools Does your
team are the tools that theyneed in order to achieve the
(15:13):
things that you have tasked themwith achieving.
Make sure you evaluate yourcurrent processes and your
platforms and simplify where youcan.
Invest in tools that align withyour goal and tools that align
(15:33):
with your goal.
Invest in tools.
That's going to removeroadblocks from your team
getting done what needs to getdone.
The fifth P and the final P isplanning, because without a plan
, your team is basically flyingblind, and so are you.
You really want to get crystalclear on the direction.
You want to have clarity aboutwhere it is that you are going,
(15:53):
making sure that you plan it out.
So if you have a high levelplan for your business, your
team needs to see how they fitwithin that.
They need to understand whatsuccess looks like, and a part
of planning is making sure thatthey are a part of that right.
(16:14):
So here's the goal.
Here's where we're going as abusiness or organization.
Here's what it is that we wantto accomplish.
Having those conversations withthem because they're the ones
that's doing the work so I'mpretty sure that they could come
up with some really good ideasof how you can accomplish, what
it is that you need toaccomplish, and laying that out
(16:35):
in a plan, making sure that itis communicated throughout your
entire team, making sure notonly do they understand what
success looks like as a team,but they understand what success
looks like as an individual.
How do I contribute to theoverall goal, what is the plan
for me?
And being successful and as apart of this big overarching
(17:02):
plan.
So you know when you plan withyour team.
You're not just giving them aroadmap, but you're fostering
buy-in and ownership.
Right, they were a part of it.
Now they own it.
This is theirs.
This isn't just you giving themsomething or dictating.
This is them being a part of it.
(17:22):
So those are the five Ps andwhen you bring it all together,
you got your principles, people,performance, processes and
platforms and planning.
These are the key ingredientsthat transform your ordinary
team into high-performingpowerhouses.
Hp builds on each other, sowhat it does is it creates a
(17:46):
holistic framework forleadership excellence.
So are you ready to implementthe 5P framework in your
leadership?
If the answer is yes, you cansend me a text message, an email
, or you can get on my emaillist, where I'm going to be
sharing more information.
Right, because this is a partof building high performing
(18:08):
teams, right?
So think about it.
Start implementing what you canwhere you are.
You may have some elementsalready implemented.
You may be using some of these.
You may just need to tighten upsome things or add some things
in, but make sure you have allfive of these P's.
(18:28):
These are the key ingredients,and I'm telling you from more
than 25 years of experience youneed to have leadership and
operations combined when we'retalking about high performing
teams.
All right.
So thank you for tuning in tothis episode of the Operations
Toolbox podcast for businessleaders.
(18:50):
Don't forget to subscribe,leave us a review, share this
episode with other leaderslooking to elevate their teams,
looking to add to their toolboxand, until next time, keep
leading with intention andoperational excellence.
Have a great day.
Hello and welcome to another episode of
the Operations Toolbox podcastfor business leaders.
This is the podcast where weempower business leaders like
you to build high-performingteams through leadership and
operational excellence.
I'm your host, Tonya D Harrison, and today I really want to
(00:32):
just pull back the curtains andshare some information and a
framework that I have been usingfor a while now, and this is
the 5P framework, and this isthe framework that I use within
my lead ops program, which youwill definitely be hearing more
(00:55):
about this year, and basically,this is the framework that is
the heart of building andleading exceptional teams.
So, you know, like I mentionedbefore, it's the foundation of
my Lead Ops program, which is aunique blend of leadership
(01:19):
development and operationalexcellence strategies that help
leaders like you create thrivingteams.
During this episode, I'm goingto share with you, of course, a
little bit of the history of thefive Ps, but I want to break
down each of these essentialingredients that are required
when you are, when you wouldlike to build a team, but not
(01:43):
just one that meets expectations, but one that exceeds them.
So let's dive in and talk alittle bit about the history.
Where did it come from?
It definitely wasn't somethingthat I created overnight, but it
emerged from years and years ofworking with leaders who were
(02:07):
great in one aspect ofleadership but struggled with
another.
And some of them had incrediblesystems, but they lacked the
human touch, while others hadexceptional human experience or
motivators, but they struggledto create scalable processes.
(02:30):
And one of the things, like Isaid earlier, that I have come
to realize and this is throughmy own journey is that you need
both.
So you need to have the strongsystems and you need to have the
strong leadership, and this iswhere the five P's come in.
The P's that I'm going to talkto you about today are
(02:52):
principles, people, performance,processes and platforms and
planning, and these are theingredients that basically
bridge both of those sidestogether.
So it's like a, it's like arecipe you can't miss one
ingredient, because if you missone ingredient, it doesn't work.
The same, you're not going toget the same outcome.
(03:13):
And if you stick around to theend, I'm going to share with you
a little bit more about how youcan access this framework and
the details behind it, becausethere's a lot more involved to
help you transform yourleadership approach.
So let's go ahead and getstarted.
(03:33):
The first P I'm going to startwith is principles.
I did an entire episode onprinciples.
You can go.
This is the foundation ofeverything we do as leaders and
in this time and in this climate, we really want to know or
(03:56):
understand what our principlesare, so that we are not easily
shaken.
And there was a quote that Iwas told many times as a child
If you don't stand for something, you will fall for anything,
and I heard this over and overagain and, truthfully, I often
tell my kids when they weregrowing up, and even as adults,
(04:21):
I share it with them.
But you really want to be clearon what your principles are,
what you stand for.
So, if that is integrity,fairness, transparency,
inclusiveness, innovation,whatever it is, you want to be
extremely clear on that, becausethese personal principles is
(04:41):
what's going to guide yourleadership style, right, and it
is what is going to help youmake decisions, from who you
bring on your team, how you leadyour team, the people that you
do business with, organizationsthat you work with.
All of this is included.
So you want to make sure thatyou are crystal clear on what
(05:03):
your principles are as a personand as a leader.
So that's the first part of theprinciples.
The principles is three parts,right?
So the first one is yourprinciples.
The second one is understandingthe business's principles.
So you want to understand theprinciples of your business or
(05:27):
the organization that you workwith.
What is the mission, what's thevision, what are the core
values?
Again, this is what guidesdecisions and it shows up in how
you manage your team.
But also it shows up in howother people respond and act,
because anytime I start workingwith a new organization, I'm
(05:50):
always looking to see are thosevalues on display, right?
So you need to know what theyare in order to even know if
they're on display.
So that's the second part ofthe principles.
The third one is the team,right?
So remember, I told you therewere three parts of the
principle you, the organizationand then your team.
(06:13):
You want to engage your team indefining what shared principles
look like and how they shape howyou work together.
This is going to be extremelyimportant because they will
shape how you collaborate.
The accountability Are youcustomer centric, like?
All of these things need to betalked about.
(06:35):
So this is definitely anexercise as a leader that you
want to do with your team makingsure that you have shared
principles, making sure thateach of you understand how they
are displayed, right?
So what is an example ofintegrity?
How would I display that?
(06:56):
How would I?
You know what I mean.
How would I walk that out?
If one of them is inclusiveness, what does that look like, you
know?
So you want to get clear onthis, because principles, when
principles are clear, they serveas a compass that keeps your
team grounded even inchallenging times.
(07:16):
Right, and not only that, itmakes conversations a lot more
easier for you to have whensomebody is either displaying
them or not displaying them,because you could always go back
to them and have thatdiscussion around them.
So principles is number one.
It's the first P.
Again, in order for this towork, you got to have all P's,
(07:37):
but this one right here isextremely important, and if I
had to prioritize any of theseP's, this one would be the first
one.
The second P is people, right?
So the heart of any highperforming team, the heart of a
team, is people.
You got to have people, and Ireally believe that Maya Angelou
(07:59):
said it best.
She's just a great source ofwisdom.
You know just her amazing lifeand career, but one of her
famous quotes is.
I've learned that people willforget what you said, people
will forget what you did, butpeople will never forget how you
(08:19):
made them feel, and these wordsshould be a guiding principle
for all of us in leadership.
Should be a guiding principlefor all of us in leadership.
And when you really put peoplefirst, not only is it the right
thing to do, but it drivesproductivity.
(08:39):
So, you know, putting peoplefirst isn't just something nice
to say or just a good idea,right.
It is definitely something thatyou want to make sure that you
include.
Right, and there has beenresearch done around this.
A Gallup study found thatcompanies with highly engaged
employees see 21% higherprofitability.
It contributes directly to yourbottom line.
(09:02):
So you want to make sure thatyou are putting people first.
This is going to help them feelseen and heard and valued.
All of this goes into makingsure that you are actually
seeing them, listening to them,valuing what it is that they
bring to the table.
So making sure that people areat the heart, at the central of
(09:25):
everything that you do, is goingto be extremely important.
P number three okay, because weare a business performance.
So the third P is performance,because you can't improve what
you don't measure.
So you have to be trackingperformance and understanding
(09:46):
performance, and not just yourteams.
Again, you got to understandthis is another one that is made
up of three parts right, yougot to understand your
performance as a leader because,remember, we lead by example.
So you have to understand yourperformance.
You have to understand yourteam's performance, right, like
(10:07):
each individual team member, andthen collectively, as a
department.
What does your performance looklike?
And this is your GPS forsuccess.
You're measuring these.
These are like milestones, theyou know on the road to, or on
the journey to, where it is thatyou want to go.
(10:27):
So, again, the first thing youwant to do is understand your
performance.
Are you modeling the behaviorsthat you want to see in your
team?
And when we're talking aboutperformance, a part of this and
I know, I already know some ofyou leaders you're going to be
like but are you getting rest?
(10:47):
Are you taking time away fromthe office?
Are you disconnecting?
Right, because one thing youdon't want to happen is you
don't want to be overwhelmed andburned out, because your team
sees that and a lot of them willmimic that, and this is
something that you know happenedto me, you know being I called
(11:09):
it dedicated, you know, but aworkaholic and, just you know,
working extreme hours, notdisconnecting somebody.
Email me.
I'm responding on the weekend,I'm responding on vacation, and
one of the things I realized isis that my team was mimicking,
that they weren't taking PTOtime.
(11:30):
They were overworkingthemselves because they saw me
doing it, and once I altered mybehavior, they started to alter
their behavior, and the crazything about it is is that we
were able to increase ourperformance.
So you want to make sure, whenwe're talking about performance,
not only are you getting theright things done and being
(11:52):
productive, but also a part ofgetting the right things done is
making sure you rest, makingsure you take time off, making
sure you disconnect and havesome of those boundaries.
And then you know the samething with your team, right?
You're going to be evaluatingthem on some of these things.
When you are evaluating yourteam's performance, you want to
(12:13):
make sure that you have conveyedclear goals and objectives and
they understand what yourexpectations are, and then you
can evaluate if they're meetingthem or not and are there any
gaps that require attention, andyou can have these
conversations with them thethird part of it right.
So I'm going to be looking atmy performance as a leader.
(12:35):
I'm going to be looking at myindividual team members
performance and then I'm goingto be looking at collectively as
a team.
Are we accomplishing the thingsthat we've set out to do Right?
So we're going to have, youknow, shared goals that that you
know lead up into higher levelgoals, organizational goals.
(12:55):
So you definitely want to makesure that you are looking at all
of this Right.
So teams that set and reviewgoals regularly they are 42
percent more likely to achievethem percent more likely to
achieve them.
So you want to be havingconversations around what those
expectations are and againmeasuring what they are.
(13:15):
So this could look likeperformance reviews, regular
feedback, definitely making surethat you have clear metrics and
tools to measure and identifywhat's working, what's not
working.
So get really in tune with theperformance in all three of
those areas.
That is going to be extremelyimportant in building this
(13:38):
high-performing team.
The fourth P is processes andplatforms.
So these are your workflows andyour systems.
This is the operationalbackbone of your team.
So, even if you hire the bestpeople, it's gonna be really
hard for them to be successfulif they don't have the right
(14:00):
tools in place.
So your platforms and yourprocesses this is going to be
something that you really wantto make sure that your team has
access for.
You wanna make sure that youare evaluating on a regular
basis.
Do they have what they need inorder to be successful?
(14:22):
It can be extremely frustratingif you have great team members
that really want to do a goodjob but they are held back
because they don't have whatthey need.
So make sure your processes arein place.
This is your workflows.
You know what I mean Writtenguidelines, so if one team
member isn't there, somebodyelse could pick up the ball and
(14:45):
run with it.
You don't want people to haveto rely on just remembering or
sharing information verbally,right.
Also, your platforms and yoursystems and your tools Does your
team are the tools that theyneed in order to achieve the
(15:13):
things that you have tasked themwith achieving.
Make sure you evaluate yourcurrent processes and your
platforms and simplify where youcan.
Invest in tools that align withyour goal and tools that align
(15:33):
with your goal.
Invest in tools.
That's going to removeroadblocks from your team
getting done what needs to getdone.
The fifth P and the final P isplanning, because without a plan
, your team is basically flyingblind, and so are you.
You really want to get crystalclear on the direction.
You want to have clarity aboutwhere it is that you are going,
(15:53):
making sure that you plan it out.
So if you have a high levelplan for your business, your
team needs to see how they fitwithin that.
They need to understand whatsuccess looks like, and a part
of planning is making sure thatthey are a part of that right.
(16:14):
So here's the goal.
Here's where we're going as abusiness or organization.
Here's what it is that we wantto accomplish.
Having those conversations withthem because they're the ones
that's doing the work so I'mpretty sure that they could come
up with some really good ideasof how you can accomplish, what
it is that you need toaccomplish, and laying that out
(16:35):
in a plan, making sure that itis communicated throughout your
entire team, making sure notonly do they understand what
success looks like as a team,but they understand what success
looks like as an individual.
How do I contribute to theoverall goal, what is the plan
for me?
And being successful and as apart of this big overarching
(17:02):
plan.
So you know when you plan withyour team.
You're not just giving them aroadmap, but you're fostering
buy-in and ownership.
Right, they were a part of it.
Now they own it.
This is theirs.
This isn't just you giving themsomething or dictating.
This is them being a part of it.
(17:22):
So those are the five Ps andwhen you bring it all together,
you got your principles, people,performance, processes and
platforms and planning.
These are the key ingredientsthat transform your ordinary
team into high-performingpowerhouses.
Hp builds on each other, sowhat it does is it creates a
(17:46):
holistic framework forleadership excellence.
So are you ready to implementthe 5P framework in your
leadership?
If the answer is yes, you cansend me a text message, an email
, or you can get on my emaillist, where I'm going to be
sharing more information.
Right, because this is a partof building high performing
(18:08):
teams, right?
So think about it.
Start implementing what you canwhere you are.
You may have some elementsalready implemented.
You may be using some of these.
You may just need to tighten upsome things or add some things
in, but make sure you have allfive of these P's.
(18:28):
These are the key ingredients,and I'm telling you from more
than 25 years of experience youneed to have leadership and
operations combined when we'retalking about high performing
teams.
All right.
So thank you for tuning in tothis episode of the Operations
Toolbox podcast for businessleaders.
(18:50):
Don't forget to subscribe,leave us a review, share this
episode with other leaderslooking to elevate their teams,
looking to add to their toolboxand, until next time, keep
leading with intention andoperational excellence.
Have a great day.
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