Get to Know Brian Moran, Founder of the 12-Week Year
Brian Moran is a very busy man…in just one particular week, he spoke both to Wells Fargo at an event in Richmond, and to Principal Financial in Des Moines. His message? Your team can accomplish more in 12 weeks than many do in 12 months. Moran is a leading authority on leadership, execution and productivity, and the co-author of the New York Times Best Seller The 12 Week Year. The 12 Week Year philosophy and training program has been implemented worldwide with industry leaders that include Allstate, Mass Mutual, Medtronic, Merrill Lynch, Nationwide, Paycor & Papa Johns. Executive Speakers recently caught up with Brian on the road.
Did you have a type of “epiphany” in developing the 12 Week Year strategy — or was this a gradual build over time?
The idea came through the work I do for clients with our firm, The Execution Company, and the concept of periodization, which is derived from sports. Periodization is an athletic training technique geared towards dramatic improvement in performance. The athlete focuses on one skill, usually for a 4-6 week period, through intense focus, concentration and skill overload. My business partner and I had a realization, over time, that this technique could also be effective for our clients and our practice within a professional setting. I also realized people didn’t need more ideas and resources to improve; they simply needed a more effective method for utilizing and executing their current resources. We then created the 12 Week Year to help clients – both groups and individuals – to perform at their best levels, and live their best lives.
The key is more urgency and focus, and less procrastination. When companies set annual goals, the deadline is a year away, and that can actually become a barrier to high performance. People often adopt a false notion that there is plenty of time to achieve these goals. As a result, too often, their performance in the 1st, 2nd or even 3rd quarter suffers because there is a lack of urgency, and a sense that results will improve later in the year. With the 12 Week Year, a year is 12 weeks. No, there are not four of those in a year, that is “annualized thinking.” There is just this 12 Week Year, followed by the next, and so on. The 12 Week Year creates a healthy sense of urgency on the things that matter most. At the end of the 12 Week Year deadline, you rest, celebrate success and repeat it. Just like in sports.
As you walk clients through your system, what emerging trends do you notice in how companies prioritize their goals?
The goals don’t necessarily change, but the process does. Sales goals are still sales goals. But now, the focus is on results within days and weeks. It’s actually less stressful in the long run because you get more accomplished and don’t try to pack it all in at the end of a year. Employees – and individuals – define what matters most. When you adopt this system, it leverages all your other business systems. This concept also translates into a better personal life, as a holistic approach. Personal and professional lives are intertwined. It all influences the same thing in the end. Once you start improving results, you lower stress and build more confidence overall.
The process also gives companies and organizations a reality check: we can’t control the outcomes and results, but we can control the actions and our timelines. Less is more when it comes to time management. The old annual cycle isn’t in sync with today’s pace in general, thanks to technology and growth. What worked 50 years ago won’t lead to success today, so you have to adapt.
In your seminars, what are the top reservations executives give about implementing shorter-term goals? How do you overcome reluctance to change?
I’ve noticed that there are primarily two types of groups: most employees are good to go when it comes to improvement in their work efficiency and especially their future success. Some, however, just aren’t ready to accept change. It can be uncomfortable and the experience can initially cause an emotional roller coaster. For those who have a tough time leaving their comfort zone, it can be a hard pill to swallow. The truth is a certain percentage of employees or individuals within a group might never truly embrace the process. You have to be prepared for that. In spite of that, you will want to encourage even the resisters to create a personal vision; a compelling vision of the future that connects their personal and professional lives. There will always be a portion of any group that have a tough time adapting, so it’s important to focus on those who are eager to improve and implement.
We are all wired for comfort at some levels. You have to push past that comfort sometimes to really succeed and adapt to positive change. The 12 Week Year requires that, but one thing I try to tell employees to keep in mind: you don’t have to be perfect, just be consistent and persistent.
Regarding the “execution process,” do you find a difference between generational perceptions (older executives vs. millennial leaders)?
Yes, there often is a difference based on age. With millennials, their life and career are ahead of them, and there is less of an urgent mindset. Older people can be the opposite. Individuals close to retiring are excited about the rest of their life, but have to plan for a huge transition. I recently gave a talk to group during a company incentive trip in Maui. I met and worked with a couple that needed help with their retirement process. So, I worked through it with them, but instead of implementing the 12 Week Year plan professionally, we transitioned it to encompass more of their personal life. Again – it’s all connected in the end.
What are some of the more creative and effective “rewards” you have encountered as a client reaches a 12-week goal? Do you have specific recommendations for rewarding success?
Aligning the support structure is important when implementing this process. It’s a ‘12 Week Year’, so utilizing 12 week contests, 12 week incentives, etc. are optimal. Clients will also hold 12-week recognition events like a “Champions Dinner,” and overall celebrations of success as a group. Every 12 weeks, you can implement a different event.
The main goal with rewards is bonding; doing this together successfully and celebrating the process. Building momentum, sprint, rest and recover – then go again, as in sports. That’s the important thing – realizing what the group accomplished in 12 weeks that normally takes most organizations 12 months.
What’s next in your own 12-week plan?
I’m traveling and speaking to groups across the country this spring, which keeps me busy! I’m also really excited that we are ramping up our coaching through more implementation of one-on-one mentoring. This is done through a certification program or ‘train the trainer’ process. We have independent trainers who have found previous success with the program, and now become qualified to coach others. It really allows us to have a widespread impact on many organizations and individuals: teaching them how to increase productivity and income, but more importantly – to truly achieve life balance. That’s the biggest impact of this system long-term, and leading those transformations are the best possible reward.
For more information on Brian Moran, or to bring him to your next event for a keynote, half, or full-day training, contact Executive Speakers Bureau at (901) 754-9404.