STRATEGIES TO ARRIVE AT YOUR ORGANIZATIONS FUTURE…BEFORE THE FUTURE ARRIVES Designed and Presented...
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Transcript of STRATEGIES TO ARRIVE AT YOUR ORGANIZATIONS FUTURE…BEFORE THE FUTURE ARRIVES Designed and Presented...
STRATEGIES TO ARRIVE AT YOUR
ORGANIZATION’S FUTURE…BEFORE THE
FUTURE ARRIVES
STRATEGIES TO ARRIVE AT YOUR
ORGANIZATION’S FUTURE…BEFORE THE
FUTURE ARRIVES
Designed and Presented By Dr. Cal LeMonExecutive Enrichment, Inc.
Designed and Presented By Dr. Cal LeMonExecutive Enrichment, Inc.
“I am so happy for you that
you get to sit at my table this morning”
To acquire Dr. LeMon’spresentation today, go
to www.execenrichment.com and choose the
“Free Resources” option. The presentation
is under “Slide Shows.”
Frankie Avalon & Connie Francis
Frankie Avalon & Connie Francis
Fleetwood MacFleetwood Mac
The ShirellesThe Shirelles
The Supremes
The Supremes
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?
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?
Problem First System You Would Use
1. Your car will not start.
2. You are coming down with a cold.
3. You are taking a hot shower and the water turns ice cold.
Business and other human endeavors areBusiness and other human endeavors arealso systems. They, too, are bound by also systems. They, too, are bound by
invisible fabrics of interrelated actions, which invisible fabrics of interrelated actions, which often take years to fully play out their effects often take years to fully play out their effects
on each other. Since we are part of that on each other. Since we are part of that lacework ourselves, it’s doubly hard to see the lacework ourselves, it’s doubly hard to see the whole pattern of change. Instead, we tend to whole pattern of change. Instead, we tend to focus on snapshots of isolated parts of the focus on snapshots of isolated parts of the
system, and wonder why our deepest system, and wonder why our deepest problems never seem to get solved. problems never seem to get solved.
-- -- The Fifth DisciplineThe Fifth Discipline
Strategic Thinking Begins With
Identifying The “System” that
Sabotages Your Best Plans for the Future
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
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
Creating the visionis our essential act
of leadership.
-- Peter Block
Every morning the gazelle wakes and
knows that he must run faster than the tiger
or he will be eaten.
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.
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
It doesn’t matter if you are a tiger or a gazelle, you better start running.-- Attributed to the CEO of Home Depot
More than 800 More than 800 million human million human
beings are beings are now now
unemployed unemployed or or
underemployeunderemployed in the world.d in the world.
More than 800 More than 800 million human million human
beings are beings are now now
unemployed unemployed or or
underemployeunderemployed in the world.d in the world.
Today, less than 17%Today, less than 17%of the workforce isof the workforce is
engaged in blue collarengaged in blue collarwork.work.
Today, less than 17%Today, less than 17%of the workforce isof the workforce is
engaged in blue collarengaged in blue collarwork.work.
“Machines are the newproletariat…The working
class is being given itswalking papers.”
-- Jacque Attali
“Machines are the newproletariat…The working
class is being given itswalking papers.”
-- Jacque Attali
“EconomicDarwinism”“EconomicDarwinism”
My Sphere of Influence
What are the invisible “systems”?
Who or what is keeping these systems alive?
Why do we need to alter or change these
systems?
What is the long-term “plan” for changing
these systems?
What repeated attitude/behavior is not
adding to my productivity?
Systematic Structure
Patterns Of Behavior
Events
Systematic Structure
Patterns Of Behavior
Events(Reactive)(Reactive)
(Responsive)(Responsive)
(Generative)(Generative)
The systems in your
organization that continually
produce unproductive,
repetitive problems
The learned behavior and
attitudes of staff who have been taught there is
safety in mediocrity
Organizational atrophy
and apathy
How is “high turnover” rewarded
in some departments?
How do we reward antagonisticrelationships between staff and management?
New procedure or product introduced
Reengineer theworkplace and/orprocesses
Increasedrevenues
Increase # of staff
Competition
“Make your numbers”-- less time for “people”
More management/less leadership
Push harder
1. We repeat mediocrity because it offers us “safety”.1. We repeat mediocrity because it offers us “safety”.
2. Smart risk-taking is the leadership skill least rewarded2. Smart risk-taking is the leadership skill least rewarded
3. Exhaustion is a wonderful excuse for disengagement3. Exhaustion is a wonderful excuse for disengagement
4. Excellence is insight accented by perspiration.4. Excellence is insight accented by perspiration.
5. “Personal mastery” is possible for everyone.5. “Personal mastery” is possible for everyone.
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
95 – 5 Split
Subconscious
Conscious
“Most of what we know we
don’t know we know.”
Daniel Wegner, The Illusion of Conscious
Will
Deconstruction begins with a
willingness to let go of the familiar
Deconstruction begins with a
willingness to let go of the familiar
Take apart your workplace so only those parts that add profit and spirituality survive.
Take apart your workplace so only those parts that add profit and spirituality survive.
Encyclopedia Britannica
“Reach” means the number of people who can participate inthat connection
“Richness” means the quality of the customer/employee
connection
When providers and users of When providers and users of information can deal with each information can deal with each other directly intermediaries other directly intermediaries
often become obsolete.often become obsolete.
When providers and users of When providers and users of information can deal with each information can deal with each other directly intermediaries other directly intermediaries
often become obsolete.often become obsolete.
Stage I -- Stability Stage II -- Immobilization Stage III -- Denial Stage IV -- Anger Stage V -- Bargaining Stage VI -- Depression Stage VII -- Testing Stage VIII -- Acceptance
Stage I -- Stability Stage II -- Immobilization Stage III -- Denial Stage IV -- Anger Stage V -- Bargaining Stage VI -- Depression Stage VII -- Testing Stage VIII -- Acceptance
Whereare
you?
Whereare
you?Where is
yoursphere ofinfluence?
Where isyour
sphere ofinfluence?
Stage Leadership Response
#1 Stability
#2 Immobilization
#3 Denial
#4 Anger
#5 Bargaining
#6 Depression
#7 Testing
#8 Acceptance
Provide information
Use clear language
Do not rescue
Listen without judgment
Establish non-negotiables
Support with words and work
Provide career counseling
Talk about tomorrow
The Y Factor The Executive Edge, Dr. Cal LeMon
CREATIVE SOLUTION
Why havewe alwaysdone it thisway in my workplace?
Why not do itdifferently in my
workplace?RISK
EUREKA!Sometimes astupid idea
Perform adry run
Sometimes a great idea or solution
Refine the idea
Insist on principles based on data
“Nothing is more dangerous than an idea when it’s the
only one you have.”--Emile Chartier
“This is the true joy of life, being used for a
purpose recognized by yourself as a mighty one…being a force of nature instead of a
feverish, selfish little clod of ailments and
grievances complaining that the world will not devote itself to making
you happy.”-- George Bernard Shaw
LeMonAide for Your
Strategic Leadership
If you do not have time If you do not have time for a new, strategic for a new, strategic solution, when will solution, when will you find time to you find time to repeat your errors?repeat your errors?