Presentation is loading. Please wait.

Presentation is loading. Please wait.

STRATEGIES TO ARRIVE AT YOUR ORGANIZATIONS FUTURE…BEFORE THE FUTURE ARRIVES Designed and Presented By Dr. Cal LeMon Executive Enrichment, Inc.

Similar presentations


Presentation on theme: "STRATEGIES TO ARRIVE AT YOUR ORGANIZATIONS FUTURE…BEFORE THE FUTURE ARRIVES Designed and Presented By Dr. Cal LeMon Executive Enrichment, Inc."— Presentation transcript:

1

2 STRATEGIES TO ARRIVE AT YOUR ORGANIZATIONS FUTURE…BEFORE THE FUTURE ARRIVES Designed and Presented By Dr. Cal LeMon Executive Enrichment, Inc.

3 I am so happy for you that you get to sit at my table this morning

4

5 To acquire Dr. LeMons presentation today, go to and choose thewww.execenrichment.com Free Resources option. The presentation is under Slide Shows.

6

7 Frankie Avalon & Connie Francis

8 Fleetwood Mac

9 The Shirelles

10 The Supremes

11

12 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

14 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.

15 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, its 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

16 Strategic Thinking Begins With Identifying The System that Sabotages Your Best Plans for the Future

17 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

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

19 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 doesnt matter if you are a tiger or a gazelle, you better start running. -- Attributed to the CEO of Home Depot It doesnt matter if you are a tiger or a gazelle, you better start running. -- Attributed to the CEO of Home Depot

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

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

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

23 Economic Darwinism Economic Darwinism

24

25 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?

26 Systematic Structure Patterns Of Behavior Events Systematic Structure Patterns Of Behavior Events (Reactive) (Responsive) (Generative)

27 The systems in your organization that continually produce unproductive, repetitive problems

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

29 Organizational atrophy and apathy

30 How is high turnover rewarded in some departments?

31 How do we reward antagonistic relationships between staff and management?

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

33 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.

34 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 organizations spiritual foundation. The Fifth Discipline

35

36

37 95 – 5 Split Subconscious Conscious

38 Most of what we know we dont know we know. Daniel Wegner, The Illusion of Conscious Will

39

40 Deconstruction begins with a willingness to let go of the familiar

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

42

43 Encyclopedia Britannica

44 Reach means the number of people who can participate in that connection Richness means the quality of the customer/employee connection

45

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

47

48 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

49 Where are you? Where are you? Where is your sphere of influence? Where is your sphere of influence?

50 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

51

52 The Y Factor The Executive Edge, Dr. Cal LeMon CREATIVE SOLUTION Why have we always done it this way in my workplace? Why not do it differently in my workplace? RISK EUREKA! Sometimes a stupid idea Perform a dry run Sometimes a great idea or solution Refine the idea Insist on principles based on data

53 Nothing is more dangerous than an idea when its the only one you have. --Emile Chartier

54 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

55 LeMonAide for Your Strategic Leadership If you do not have time for a new, strategic solution, when will you find time to repeat your errors?


Download ppt "STRATEGIES TO ARRIVE AT YOUR ORGANIZATIONS FUTURE…BEFORE THE FUTURE ARRIVES Designed and Presented By Dr. Cal LeMon Executive Enrichment, Inc."

Similar presentations


Ads by Google