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CUSTOMER LOYALTYTITLEHuddle 1:Leading LoyaltyHuddle 2:EmpathyHuddle 3:Make a HumanConnectionCOURSELeadingCustomerLoyalty LeadingCustomerLoyalty LeadingCustomerLoyalty DURATION15 minutes15 minutes15 minutesOBJECTIVESPEPAAPAAP This huddle is about getting better at increasingthe loyalty of your customers, as well as the loyaltyof team members to each other. Describe the kind of person who earns theloyalty of other people. Identify and explain the foundational principlesfor earning customer loyalty: Empathy,Responsibility, and Generosity.This huddle is about empathy, the first principle ofloyalty. Empathy is the ability to identify with andunderstand another’s situation or feelings. Explain how you might discover a customer’s“hidden story.” Describe how you would treat customersdifferently if you knew their “hidden stories” andthus serve them better.This huddle is about making a warm humanconnection with everyone—customer and coworker. It’s about letting people know you care andare there to help. Explain how to “see people rather than problems.”EXCELERATORS Describe how to make a “human connection”with your customers and earn their loyalty.Huddle 4: Listento LearnLeadingCustomerLoyalty 12 minutesThis huddle is about active listening, the skillnecessary to arrive at an understanding ofcustomer needs and concerns. Explain how to do active listening by stayingsilent and focusing not on your own responsebut on understanding what you hear. Rephrase what has been said and check forunderstanding.Huddle 5:ResponsibilityLeadingCustomerLoyalty 15 minutesThis huddle is about responsibility, the secondprinciple of loyalty. Responsibility means takingpersonal ownership of customer issues andchallenges that may arise. Put yourself in your customers’ place andvisualize your interactions with them. Shift your service mentality from indifference toresponsibility.Huddle 6:Discover the RealJob to Be DoneLeadingCustomerLoyalty 15 minutesThis huddle is about overcoming the tendency tomake assumptions and discovering the customer’sunderlying need. Look for the real job to be done in everycustomer interaction. Take responsibility for identifying and doing thereal job to be done.Huddle 7: FollowUp to Strengthenthe RelationshipLeadingCustomerLoyalty 15 minutesThis huddle is about following up to ensurecustomer problems and issues are resolved, andto strengthen customer relationships with yourorganization. Show how to align with another person’semotions. Demonstrate how to recover from a lapse incustomer service by using the 5 A’s: Assume,Align, Apologize, Ask, Assure. Franklin Covey Co. All rights reserved.5

CUSTOMER LOYALTY (CONTINUED)TITLEHuddle 9: ShareInsights OpenlyCOURSELeadingCustomerLoyalty DURATION15 minutesOBJECTIVESThis huddle is about sharing insights (both dataand human) with each other in order to grow andimprove customer relationships. Explain how to watch for opportunities toimprove customer service.PEPAAPAAP EXCELERATORS Demonstrate how to give positive, encouragingfeedback to co-workers.Huddle 10:Surprise WithUnexpectedExtrasHuddle 11: YourLoyalty LegacyLeadingCustomerLoyalty 15 minutesThis huddle is about giving creative, unexpectedextras that cost little but earn increased loyaltyfrom both customers and co-workers. Explain how surprising extras touch customers’hearts and earn their loyalty. List exciting things you could do for yourcustomers that they won’t expect.LeadingCustomerLoyalty 15 minutesThis huddle is about leaving a legacy of customersand co-workers who are loyal to you and yourorganization because of your high level ofengagement in winning their hearts. Define the kind of person you would like to beserved by. Write down specifically the kind of legacy youwant to leave with your customers and co-workers.A Legacy ofLoyaltyLeadingCustomerLoyalty 7 minutesWhat do you want your customers to say aboutyou? What do you want your legacy to be everyday on the job? This vignette illustrates the goodaccomplished through a team engaged in winningthe heart of every customer. Describe specifically the kind of legacy youwant to leave with your customers—how do youwant them to remember you?FRANKLINCOVEY INSIGHTS Define the kind of person you would like to beserved by, and then create plan to become thatperson.A Little ExtraLeadingCustomerLoyalty 5 minutesAn emergency-response team performs anunexpected service that surprises everyone andearns the heartfelt loyalty of a whole community. Recognize that surprising extras touchcustomers’ hearts and earn their loyalty. Think of exciting things you could do for yourcustomers that they won’t expect.KanyonLeadingCustomerLoyalty 5 minutesAuto-glass technician Kanyon is an example of afrontline worker who genuinely cares about hiscustomers—it’s just “who he is”—and as a resultearns their loyalty. Describe the kind of person who earnscustomers’ loyalty. Identify the foundational principles for earningcustomer loyalty: Empathy, Responsibility, andGenerosity.Market Trust:Build Your Brandand ReputationThe Speedof Trust 5 minutesNothing is worth more than your reputation.This video shows how a highly trusted companylost and then restored the power of its brand in themarketplace. Build a trusted brand. Develop/reinforce a reputation for getting results.6 Franklin Covey Co. All rights reserved.

CUSTOMER LOYALTY (CONTINUED)TITLEThe ButtonCOURSELeadingCustomerLoyalty DURATION4 minutesOBJECTIVESIn this humorous vignette, an apathetic drivethrough attendant at a fast-food restaurant has apeculiar effect on a customer. Ask yourself if you’veever been in this situation and how it made youfeel. Put yourself in your customers’ place andvisualize your interactions with them.PEPAAPAAP Shift your service mentality from indifference toresponsibility.The Car ChargerLeadingCustomerLoyalty 5 minutesA customer comes in with a simple request, whichturns out to be not so simple after all. Watch asa customer-service person discovers what thecustomer’s real problem is—and finds a surprisingsolution. Look for the real Job to Be Done in everycustomer interaction.FRANKLINCOVEY INSIGHTS Take responsibility for identifying and doing thereal job to be done.The Hidden StoryThe HumanConnection,Parts 1 and 2LeadingCustomerLoyalty LeadingCustomerLoyalty 6 minutes5 minutesThis touching vignette shows you what it would belike if you could see into your customers’ thoughtsand understand their hidden stories.Explain how you might discover a customer’s“hidden story.” Describe how you would treat customersdifferently if you knew their “hidden stories” andthus serve them better.FranklinCovey Loyalty Practice Leader SandyRogers explains that earning loyalty depends on thekind of character you have and principles you live by. Explain how to “see people ratherthan problems.” Describe how to make a “human connection”with your customers and earn their loyalty.The UltimateQuestion: Earnthe Loyalty ofYour CustomersGreatLeaders,Great Teams,Great Results12 minutesAre your customers loyal to you, or would theyjust as soon go somewhere else? Author FredReichheld explains how to earn the loyalty ofyour customers. Make customers into promoters. Eliminate sources of customer discontent.The World’sMost TrustedCompany: How toPartner With YourCustomersThe Speedof Trust Franklin Covey Co. All rights reserved.9 minutesWhen some customers hacked into the company’scomputers, the leaders of toymaker LEGO wereintrigued: Why would they do this? The answershows why LEGO is the “world’s most trustedcompany.” Learn from customer feedback. C onnect with customers to generate new ideasfor growth.7

EXECUTIONTITLEOrientation toExecute YourTeam's Strategyand Goals (2.0)EXCELERATORSPractice 3: SetUp Your Team toGet ResultsThe 4EssentialRoles 6 CriticalPractices The 4 EssentialRoles Part 4:Execute YourTeam's Strategyand Goals 1 (2.0)The 4EssentialRoles The 4 EssentialRoles Part 5:Execute YourTeam's Strategyand Goals 2 (2.0)The 4EssentialRoles The 4 EssentialRoles Part 6:Execute YourTeam's Strategyand Goals 3 (2.0)The 4EssentialRoles Get Better:Align Inputsand OutputsFRANKLINCOVEY INSIGHTSCOURSEGet BetterAlign the SixRightsThe 4EssentialRoles Give 51% ofthe VoteMultipliers Give It BackMultipliers Goal: Overcomingthe ExecutionGapThe 4Disciplines and GreatLeadersDURATIONAAPAAP This module includes a trailer video and someprework to prepare participants to attend a live, liveonline, or the OnDemand modules for the ExecuteYour Team's Strategy and Goals course. Successful leaders must clarify goals for theirteam and delegate work effectively. Leaders mustcommunicate “why” their team’s work matters tothe organization, “what” specific results they areexpected to achieve, and “how” they will get the workdone. Leaders need to be able to execute a strategybased on their vision. Aligning the Six Rights willhelp you understand how you should be thinkingabout key systems that influence your overalloutcomes, and the 4 Disciplines of Execution willhelp you execute on any specific goal. 30 minutesExceptional execution starts with narrowing thefocus—clearly identifying what must be done, ornothing else you achieve really matters much. 30 minutesPeople and teams play differently when they arekeeping score, and the right kind of scoreboardsmotivate the players to win. 4 minutesDo you consistently get the outcomes you want?Choose actions that predictably lead to yourdesired results. Are you doing the right things to align your teamand execute on your goals? Mathilde Morgan begana new facility, hired 1,000 people, and migratedwork from 15 countries in just three years. Learnthe secret to her success and how to leverage thesystems in place to achieve your strategy. Multipliers are available for consultation andcollaboration. In some cases, they let teammembers know they are truly in charge, allowingthem to take the lead with confidence. When someone is in legitimate need of help,Multipliers jump in to assist and then give back theownership. 15 minutes30 minutes30 minutes7 minutes5 minutes6 minutes9 minutesOBJECTIVESPEPIt’s one thing to have a great strategy, but it’sanother to execute it. Dr. Stephen R. Covey explainswhy many teams have trouble executing—and howto close the “execution gap.” Execute strategy with excellence. Spend time on what is important.Land One at aTime: StayingFocused on KeyPriorities8The 4Disciplines and GreatLeaders5 minutesA successful team focuses totally on a few keygoals. Using the example of air-traffic controllers,FranklinCovey consultant Jim Stuart explains howto achieve that clear focus. Set a few key priorities. Focus on the “critical few” instead of the “trivialmany.” Franklin Covey Co. All rights reserved.

EXECUTION (CONTINUED)TITLELead Measures:Understandingthe Drivers ofYour SuccessCOURSEThe 4Disciplines and GreatLeadersDURATIONAAPAAP AAPAAP Based on The 3rd Alternative by Stephen R.Covey, participants will learn how to practice rapidprototyping and countertyping to leverage therich thinking of teams. Plus, learn to apply therevolutionary discipline and creative power of 3rdAlternative teams, which will help generate excitingand unexpected solutions. 30 minutesIntroduce Jobs to Be Done thinking and explorehow it can transform innovation efforts from hit-ormiss to more predictability. 30 minutesDiscover clues to innovation opportunities byobserving customers and the challenges they facein daily life. 7 minutesOBJECTIVESPEPIt’s one thing to have a goal; it’s another to knowhow to achieve the goal. FranklinCovey consultantChris McChesney explains how to identify the keyactions to take to accomplish team goals. Execute with excellence. Focus on actions most likely to produce results.FRANKLINCOVEY INSIGHTSStore 334Whirlwind:Achieve YourGoals Amidthe Day-to-DayDemandsThe 4EssentialRoles The 4Disciplines and GreatLeaders10 minutes6 minutesThe worst store in a grocery chain becomes thebest by adopting a new execution discipline.You can set a lofty goal, but too often it disappearsin the day-to-day “whirlwind” of lesser priorities.FranklinCovey consultant Chris McChesney explainshow to conquer the whirlwind. Eliminate distractions and barriers to achievingtheir most important goals. Be clear on the team’s true priorities.WIG Session:Creating anAccountabilitySystemWildlyImportant GoalsGreatLeaders,Great Team,Great ResultsThe 5Choices 11 minutes10 minutesThree different companies show how to executeWIGs—Wildly Important Goals—through regularaccountability meetings called WIG Sessions. Take responsibility for progress on team goals. Account for commitments to advance theteam’s goals.A powerful process for achieving the mostimportant goals in your life. Achieve big, formal goals, whether at work or inyour personal life. Formulate and track important goals.Your BestMoment: TurnStrategy IntoActionThe 4Disciplines 5 minutesEven the best strategy can fail if there is noexecution discipline. Jim Huling, CEO of a majortechnology company, explains why so many goodstrategies break down. Understand the strategy of the organization. Translate strategic goals into E3rd Alternative:Innovation3rdAlternativeFind Out WHYPart 1: ThinkDifferently (2.0)Find OutWHY Find Out WHYPart 2: FindStrugglingMoments (2.0)Find OutWHY Franklin Covey Co. All rights reserved.DURATION60 minutesOBJECTIVESPEP9

INNOVATION/CREATIVITY (CONTINUED)EXCELERATORSTITLECOURSEFind Out WHYPart 3: Hear WhatCustomers Don'tSay (2.0)Find OutWHY Find Out WHYPart 4: Frame theJobs to be Done(2.0)Find OutWHY Find Out WHYPart 5: Design forProgress (2.0)Find OutWHY Orientation toFind Out WHY(2.0)4 Ways to FindStrugglesAnalyzing JTBDInterviewsFind OutWHY Find OutWHY Find OutWHY DURATIONAAPAAP 30 minutesUse a different type of customer interview touncover what causes customers to buy and useproducts and services. 30 minutesCapture the richness and complexity of theexperiences customers seek in an actionabledescription for innovation. 30 minutesIdentify opportunities for innovation that providethe experience customers desire when choosingand using products and services. This module provides a preview into the coursecontent and is designed to get participants readyto attend a live, live online, or full OnDemandversion of Find Out WHY: The Key to SuccessfulInnovation. Bob Moesta discusses how Jobs to Be Done can beapplied within an organization in different groupsand by different roles. Understand what the needs are of employeesand groups inside an organization. This video features Bob Moesta, co-architect ofJobs Theory, talking about the Big Hire vs. the LittleHire and innovating for both of them. Understand why people buy products andservices and why people continue to use thoseproducts and services. 15 minutesOBJECTIVESPEPThis module contains four videos that highlight the4 Ways to Find Struggling Moments. Discover new places to get ideas for innovation.6 minutes5 minutes Understand that struggling moments lead toinnovation.In this video, Bob Moesta discusses how to"unpack" the information you gain through JTBDInterviews, and how to determine what to do withthat information. Know what to do with the JTBD Interviewinformation.FRANKLINCOVEY INSIGHTS Take the next step after conducting interviews.Applying Jobs toBe Done at WorkBig Hire vs. LittleHireBuilding aPurpose BrandFind OutWHY Find OutWHY Find OutWHY 5 minutes3 minutes5 minutesThis video features Clayton Christensen, coarchitect of Jobs Theory, explaining one of thebiggest goals of Jobs Theory, which is to become a"purpose brand." Have an overall goal for innovations efforts. See an example of a purpose brand.Correlation vs.CausationFind OutWHY 6 minutesThis video shows Bob Moesta and ClaytonChristensen, co-architects of Jobs Theory, talkingabout the difference between correlative data andcausative data and the implications of each. Understand what research data to focus on. Learn the value of using Jobs Theory toinnovate.10 Franklin Covey Co. All rights reserved.

INNOVATION/CREATIVITY (CONTINUED)TITLEData FallaciesCOURSEFind OutWHY DURATION10 minutesOBJECTIVESThis video features Clayton Christensen, coarchitect of Jobs Theory, explaining some ofthe pitfalls that come when using data to driveinnovation. Focus on how to innovate within a group.PEPAAPAAP Understand the dangers that can come whengetting too focused on the data.Find StrugglingMomentsHow to ConductJTBD InterviewsFind OutWHY Find OutWHY 5 minutes7 minutesThis video shows everyday people experiencingstruggling moments. During the video, ClaytonChristensen discusses why struggling moments areactually good and introduces a few specific thingsyou can look for to Find Struggling Moments. Know where to look for innovationsopportunities.Bob Moesta, co-architect of Jobs Theory, sharesinsights on how to interview customers anduncover the rich details about their Jobs to BeDone, including the deeper emotional and socialneeds that often aren’t clear in traditional customerresearch. Understand what customers' Jobs to Be Donereally are.FRANKLINCOVEY INSIGHTS Learn about the purpose of Jobs to Be DoneInterviews.IDEO: Building anInnovative Culture7 HabitsManagers 20 minutesPeople from all over the world come to IDEO,a California-based "idea factory," for innovativesolutions to problems. Learn IDEO's process forcreatively confronting your team's challenges. Come up with innovative solutions to problems. Develop a creative approach to work.Innovation andJobs to Be DoneFind OutWHY 5 minutesIn this video, Clayton Christensen explores theidea that innovation can be more predictable andsuccessful if approached in a different way. Usethis insight to help your team look at innovationdifferently. Look for what the customers' true needs are. Find new opportunities for innovation.Interview SkillsFind OutWHY 65 minutesThis module features Bob Moesta conducting a fullinterview using "game on, game off," an approachthat helps people see how to navigate a JTBDInterview. He also shares some valuable tips andtricks. Improve your Jobs to Be Done Interview skills. Know how to navigate a JTBD Interview. Getsome tips and tricks to make JTBD Interviewsmore effective.It's Not a MapFind OutWHY 5 minutesThis video showcases Sian Townsend fromIntercom explaining how they have used JobsTheory to adjust an existing product to meet thereal needs of their customers. See an example of Jobs to Be Done in practice. Better understand Workarounds and UnusualUses.Job StoriesFind OutWHY 8 minutesSoLight is an innovative organization whoseprimary products make a difference in the world.This video showcases one of those products andtalks about how there are actually many jobs thatthe product is fulfilling. See an example of a company that issuccessfully using Jobs to Be Done. Understand there can be many Job Stories for asingle product. Franklin Covey Co. All rights reserved.11

INNOVATION/CREATIVITY (CONTINUED)TITLEJobs to be Donefor Businessto-BusinessCustomersCOURSEFind OutWHY DURATION5 minutesOBJECTIVESPEPAAPAAP Bob Moesta talks about how Jobs Theory appliesin a business-to-business setting, and ClaytonChristensen gives an example. See how Jobs to Be Done applies in a businessto-business setting. Innovate in a business-to-business setting.Making a Markwith MarketingMaking ProgressFind OutWHY Find OutWHY 7 minutes3 minutesIn this module, co-architect Bob Moesta talks abouthow marketing and advertising can capitalize onthe Jobs to Be Done Interviews process. Innovate in marketing. Think differently about how to approach clientsand customers.This video shows that innovation is most successfulwhen taking a Jobs to Be Done approach.The three elements of a Job to Be Done arecircumstance, progress, and outcome. Better understand the customer's perspectiveto drive innovation.FRANKLINCOVEY INSIGHTS Brainstorm different ways to innovate.One Light:What PositiveDifference CanYour Team Make?One Struggle toSolve6 minutes Come up with innovative solutions to problems.Find OutWHY 4 minutesThis video summariz

7 Habits Signature 4.0 7 minutes Dr. Stephen R. Covey explains how to succeed in your personal and professional relationships through win-win thinking. Create a win-win culture where everyone feels they are benefiting. Communicate i