STRATEGIES TO ARRIVE AT YOUR ORGANIZATION’S FUTURE…BEFORE THE FUTURE ARRIVES

1. STRATEGIES TO ARRIVE AT YOUR ORGANIZATION’S FUTURE…BEFORE THE FUTURE ARRIVES Designed and Presented By Dr. Cal LeMonExecutive Enrichment, Inc.

2. “I am so happy for you that you get to sit at my table this morning”

4. To acquire Dr. LeMon’s presentation today, go to www.execenrichment.comand choose the “Free Resources” option. The presentation is under “Slide Shows.”

6. Frankie Avalon & Connie Francis

7. Fleetwood Mac

8. The Shirelles

9. The Supremes

11. On day one, a large lake contains only a single small lily pad. Each day the number of lily pads doubles until on the thirtieth day the lake is totally choked with vegetation. On what day was the lake half full?

13. Problem First System You Would Use • 1. Your car will not • start. • 2. You are coming • down with a cold. • You are taking a • hot shower and the • water turns ice cold.

14. Business and other human endeavors are also systems. They, too, are bound by invisible fabrics of interrelated actions, which often take years to fully play out their effects on each other. Since we are part of that lacework ourselves, it’s doubly hard to see the whole pattern of change. Instead, we tend to focus on snapshots of isolated parts of the system, and wonder why our deepest problems never seem to get solved. -- The Fifth Discipline

15. Strategic Thinking Begins With Identifying The “System” that Sabotages Your Best Plans for the Future

16. Throughout the world there is a sense of momentous change taking place -- change so vast in scale that we are barely able to fathom its ultimate impact. Life as we know it is being altered in fundamental ways. -- The End Of Work

17. Creating the vision is our essential act of leadership. -- Peter Block

18. Every morning the gazelle wakes and knows that he must run faster than the tiger or he will be eaten. Every morning the tiger wakes up and knows he must run faster than the gazelle or he will starve. It doesn’t matter if you are a tiger or a gazelle, you better start running. -- Attributed to the CEO of Home Depot

19. More than 800 million human beings are now unemployed or underemployed in the world.

20. Today, less than 17% of the workforce is engaged in blue collar work.

21. “Machines are the new proletariat…The working class is being given its walking papers.” -- Jacque Attali

22. “Economic Darwinism”

24. Who or what is keeping these systems alive? What are the invisible “systems”? My Sphere of Influence What repeated attitude/behavior is not adding to my productivity? What is the long-term “plan” for changing these systems? Why do we need to alter or change these systems?

25. Systematic Structure Patterns Of Behavior Events (Generative) (Responsive) (Reactive)

26. GENERATIVE The systems in your organization that continually produce unproductive, repetitive problems

27. Responsive The learned behavior and attitudes of staff who have been taught there is safety in mediocrity

28. Reactive Organizational atrophy and apathy

29. How is “high turnover” rewarded in some departments?

30. How do we reward antagonistic relationships between staff and management?

31. New procedure or product introduced Push harder More management/ less leadership Reengineer the workplace and/or processes “Make your numbers”-- less time for “people” Increased revenues Competition Increase # of staff

32. 1. We repeat mediocrity because it offers us “safety”. 2. Smart risk-taking is the leadership skill least rewarded 3. Exhaustion is a wonderful excuse for disengagement 4. Excellence is insight accented by perspiration. 5. “Personal mastery” is possible for everyone.

33. Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. As such, it is an essential cornerstone of the learning organization – the learning organization’s spiritual foundation. The Fifth Discipline

36. 95 – 5 Split Conscious Subconscious

37. “Most of what we know we don’t know we know.” Daniel Wegner, The Illusion of Conscious Will

38. Deconstruction

39. Deconstruction begins with a willingness to let go of the familiar

40. Deconstruction Take apart your workplace so only those parts that add profit and spirituality survive.

41. Richness vs. Reach

42. Encyclopedia Britannica

43. “Richness” means the quality of the customer/employee connection “Reach” means the number of people who can participate in that connection

44. Disintermediation

45. Disintermediation When providers and users of information can deal with each other directly intermediaries often become obsolete.

47. Stages To Change • Stage I -- Stability • Stage II -- Immobilization • Stage III -- Denial • Stage IV -- Anger • Stage V -- Bargaining • Stage VI -- Depression • Stage VII -- Testing • Stage VIII -- Acceptance

48. Where are you? Where is your sphere ofinfluence?

49. Stage Leadership Response #1 Stability Provide information Use clear language #2 Immobilization #3 Denial Do not rescue #4 Anger Listen without judgment #5 Bargaining Establish non-negotiables #6 Depression Support with words and work #7 Testing Provide career counseling Talk about tomorrow #8 Acceptance