Joining the Dots of Personal and Business Success Dr. John J. Scherer and Amy Barnes, Scherer Leadership International Warszawa, 4 października 2012 r.

Personal Success

Business Success

A B Step 3 Step 2 Step 1 Step 4

KPIs, EBITDA, ROI, Market Share, P/E Ratio

The Hard Stuff

Business Success =

A B Step 3 Step 2 Step 1

Below the Waterline Human World

The Soft Stuff The TOUGH Stuff

Step 4

Above the Waterline Operational World

The Hard Stuff

Business Success: ‘The Waterline’

Re-Shaping the CHART Designing the New Organization + Focus: Merger Teams

1 3 5 7

2 4 6 8

9

Launching Merger Teams

Preliminary Design

Proposals

Implementation Plans Due

Integration Proceeds

Re-Shaping the HEART Ensuring the New Organization Works + Focus: Operational Units

Personal Assimilation Opening to

Change

Interpersonal Assimilation The Power to Accomplish

New Work Teams

Assimilation

Developing New Operating Units Making It Work

Accelerated Merger Process (AMP)

Forces that Precede Change

•  Threat/Failure -- ‘A Burning Platform’

•  Macro Shifts (e.g. the economy)

•  Creative Urge or Vision of a Possibility

The Life Cycle of Systems & Paradigms

EMBRYONIC GROWTH DECLINE MATURE

X

X

A B Step 3 Step 2 Step 1

Below the Waterline’

Step 4

Above the Waterline

46%

54%

Performance Improvement Potential (Sir Tor Dahl’s Research)

� �

A B Step 3 Step 2 Step 1 Step 4

WHAT

WHO, HOW & WHY Innovation, Creativity, Engagement, Problem-Solving, Decision-

Making, Learning

Sustainable Business Success

Intentionally Create the ‘Right’

Cultural Field (Environment)

What is the role of leaders?

B = ƒ(P X E) Behavior is a function (ƒ) of the person (P) interacting (X) with their environment (E).

Kurt Lewin

•  Growth

•  Sense of purpose

•  Feeling ful#lled

•  Greater authenticity

•  Effectiveness

•  Making a difference

•  Greater responsibility, impact & recognition

Personal Success =

My Personal Capacity for

Change

My Team/Company’s Capacity for

Change

Successful Leadership = Capacity to Lead Change

1993 Canadian Research into 326 ‘Successful’ and ‘Failing’ Businesses. . .

Where the CEO/Leader/Owner was investing in their own personal development, their business was developing.

You can’t take your organization where you have not been yourself. . .

Promotions lead to greater impact where your blind spots also have more impact...

Operating System Deep programming about life

What You ‘Notice’ How the world occurs for you

Deep programming about life

Pre-

Cons

ciou

s

Why Leaders Do What They Do

Intention The result you want

Interpretation What you see and what it means

ACTION What you choose to DO

Cons

ciou

s Ch

oice

Alternatives Options that occur to you

Operating System Deep programming about life

What You ‘Notice’ How the world occurs for you

Intention The result you want you want

Interpretation What you see and what it means

ACTION What you choose to DO

Pre-

Cons

ciou

s Co

nsci

ous

Choi

ce

‘Breakthrough’ options outside your comfortable thought process

‘Breakthrough’ options outside your comfortable thought process

Alternatives Options that occur to you

Expanding Your Leadership Options

Pre-

Cons

ciou

s Co

nsci

ous

Cons

ciou

s

‘Breakthrough’ options outside ‘Breakthrough’ options outside your

Operating System Deep programming about life

What You ‘Notice’ How the world occurs for you

Intention The result you want you want

Interpretation What you see and what it means

ACTION What you choose to DO

Pre-

Cons

ciou

s Co

nsci

ous

Choi

ce

Cons

ciou

s

Alternatives Options that occur to you

‘Breakthrough’ action options

‘Breakthrough’ action options ‘Breakthrough’

Expanding Your Leadership Options

Work Content Skills

Functional (Transferrable)

Skills

Adaptive Skills

Five Questions that Change the Way You Lead

1.  What CONFRONTS me?

2.  What am I BRINGING?

3.  What RUNS me?

4.  What CALLS me?

5.  What will UNLEASH me?

To put this Stretch into action, I will:

On Monday, remind Marek of the targets for his project and let him know he has 3 months to turn things around.

My default: My stretch:

‘Supporting my team’, being understanding. The ‘monkey’ is on MY back.

Being direct and clear, holding people accountable. Giving them back their monkeys.

Personal Effectiveness-- ‘Stretches’ An Example:

The Result: Immediate Impact

•  More efficient and effective

•  More ‘real’ interactions

•  Improved team performance

•  Breaking out-of-date patterns

•  Resolving old con&icts

•  New decision-making processes

The Secret:

•  Real People,

•  Real Issues,

•  Real Time

A B Step 3 Step 2 Step 1 Step 4

WHAT

WHO, HOW & WHY Innovation, Creativity, Engagement, Problem-Solving, Decision-

Making, Learning

Sustainable Business Success

Personal Success

Business Success

Thank You

Dr. John J. Scherer and Amy Barnes