1. Managing for Success ’07 - Time for Change! Welcome, Opening Exercise, Introductions, Objectives, Agenda John Conway – PRO-DAIRY 123 Lake St. Cooperstown, NY 13326 jfc6@cornell.edu 607-547-2536

2. Learning Objectives:  Get participants involved from start with opening exercise/discussion  Learn by acclimating the room to a “workshop atmosphere”  Become familiarized with workshop objectives and agenda Approximate Time Needed:  25 minutes with group of 15 or less AV Equipment Needed:  LCD Projector  Laptop Computer running MS PowerPoint  Flipchart with markers and ability to tape pages so visible to all participants (recruit a recording person)

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4. Presenter: Welcome A warm-up exercise gets participants immediately involved and sets the tone for the workshop. The next two slides are alternative warm-up exercises. We suggest pulling the exercise page you are going with (that’s printed and in the participant’s notebook) out of the notebook and have it on the table by each chair with the notebook sitting beside it. If the room atmosphere is positive and everyone is chatting, you may not get anyone to work on the page before getting started. That’s OK! Start the workshop by having people work on the page. Late comers can work on it up to the point when you will want to begin “processing”. Process by having a co-facilitator capture participant replies on the flip chart. Tape full pages where all can see. Remember what you have in these responses so you can verbally connect to them throughout the workshop.

5. Welcome! These workshops are called “Managing for Success.” But, what is success? While we’re waiting for everyone to arrive could you… Jot down what success means to you? Identify one situation, related to your farm, where you felt successful? Identify one situation, related to your family, where you felt successful? List what you’d like to gain or learn for these workshops to be a “success” from your point of view?

6. Presenter: Welcome (b) If you choose to go with this alternative, it is meant to illustrate how the “DMAIC” process is sub-consciously fundamental to the problem solving and decision making process. Each question and its related answer coincide with the stops around the DMAIC cycle. Good Managers making good decisions do not subvert the process by either skipping steps or giving key steps short shrift. “Smaller”, more routine decisions happen quickly, but the process is still there. Larger, riskier and change-oriented decisions happen slowly. Each step in the process may require some facts and data which will take time to acquire. The good news: anyone making decisions of any magnitude is managing something.

7. …think about a decision you’ve made and implemented. Could be big or small, recent or past, positive outcome or negative,... anything. Try to piece back together as many aspects you can think of as to what went into making the decision and how you got to the outcome. Try to answer the questions below… feel free to stop when the questions no longer apply. Welcome! b While we’re waiting for everyone to arrive could you… What prompted (or was behind) the decision? Why was doing something about it important to you? Was it straightforward or complicated? What told you how much of a problem you had? How did you determine what was causing the problem? What “fixes” did you come up with? How did you determine which fix to go with? How did (or will) you go about putting the fix into play? How did (or will) you know that it’s having the desired effect?

8. Presenter: Problem Solving Model (DMAIC) This slide can be animated – revealing one step in the DMAIC cycle at a time. DMAIC is an acronym borrowed from Six Sigma. Six Sigma is one of many “quality management” or “continuous improvement” movements within industry. This one seems to fit production agriculture well due to its bias for quantifying things at every level. Agricultural production is biologically based and subject to a lot of natural and management-influenced variation. It takes vigilant measuring to know what is normal background variation versus that that raises a red flag. Define – no compelling vision shared by all in the business, no roadmap for making decisions from the most strategic to the most specific day-by-day. define – our addition to the DMAIC cycle. Biology not only means a lot of variation, but also a lot of interactions. Interactions mean ripple effects in systems other than the one you are focused in on. Need to “pre-analyze” what else to measure in addition to the item of interest. More later when we talk about problem diagnosis. Measure – take time to choose the right measurements and apply Analyze – this is 90% of the battle! If measures were the right ones and your analysis leads you to the root cause(s), you are in great shape. Otherwise you may be putting band aids over symptoms. Improve – a combination of steps all leading to improvement. Overcoming the root problem by brainstorming many varied alternatives, choosing wisely among the alternatives to arrive at the top choices based on the farm’s strategic direction and its people, and laying out detailed implementation plans that take things from assembling what’s needed all the way to making them fully operational. Control – is this improvement working, and how soon can we determine that? Answering these questions will lead you to either declaring success or going back and tinkering with either the implementation, the alternative chosen or the voracity of the analysis that sparked this all off!

9. Define Compelling Vision of Business Translated through Goals and into Systems of Interest define Determine interactions among systems and “where to look” Analyze Determine root cause(s) of sub optimal performance or accept current performance Improve Combine alternative generation, decision making and tactical planning Control Determine measures and performance standards – “Is it working”? DMAIC* Approach to Problem Solving and Continuous Improvement *adapted from Six Sigma Measure Determine appropriate measures, apply and compare with benchmarks

10. Presenter: DMAIC One way to bring everyone into the tent is to recognize that everyone manages something at some level. Using some tried and true tools (DMAIC being the most fundamental) everyone can improve as a manager. That’s what this is all about!

11. Define Compelling Vision of Business Translated through Goals and into Systems of Interest define Determine interactions among systems and“where to look” Analyze Determine root cause(s) of sub optimal performance or accept current performance Imrove Combine alternative generation, decision making and tactical planning Control Determine measures and performance standards– “Is it working”? DMAIC* Approach to Problem Solving and Continuous Improvement *adapted from Six Sigma Measure Determine appropriate measures, apply and compare with benchmarks You may or may not have the title “Manager”, but if you make decisions in the course of your work you are managing! The DMAIC process is the universal manager’s tool. What we hope to accomplish over 7½ hours in these two sessions is to help you discover a greater context around this process and make your job as fulfilling as possible. Here’s how…

12. Presenter: Day 1 The May 7 & 8 Train-the-Trainer Conference discussions will influence what local agendas will look like. Each will surely be different. The next three slides represent a breakdown of topics using the 10:00 – 3:00 meeting day format. Day 1 Is the beginning of the Define in the problem solving model

13. Define Compelling Vision of Business Translated through Goals and into Systems of Interest Day 1 *Family Owned Businesses: Challenges & Opportunities plus Getting What you Want - Dr. Pat Frishkoff (90) *Building Your Compelling Vision (45) *Case Farm Introduction (15) *Case Farm: Setting Long and Short Term Goals (45) *What to Put into Practice for Next Week (15)

14. Presenter: Day 2 The May 7 & 8 Train-the-Trainer Conference discussions will influence what local agendas will look like. Each will surely be different. The next three slides represent a breakdown of topics using the 10:00 – 3:00 meeting day format. Day 2 focuses on the Measure, Analyze, Improve, and Control

15. Day 2 *What was Learned/Gained from Actions Taken over Week? (20) *Improve - I: Improving intro - Getting to Tangible Action (10) *Improve - II: Problem Diagnosis -- Measure & Analyze (40) *Improve - III: Explore, Create, Judge & Decide (40) *Improve - IV: Getting from Idea to Implementation (40) *Improve - V: Pitfalls -- Finding the Time to Implement (30) *Improve - VI: Overview of "Change Campaign" (Change, Conflict, Communication) (30) *Is it Working? Measured Impacts (Control) (20) *Next Steps – SWOT Analysis Challenge & Course Evaluation (15)

16. Presenter: Day 3 The May 7 & 8 Train-the-Trainer Conference discussions will influence what local agendas will look like. Each will surely be different. The next three slides represent a breakdown of topics using the 10:00 – 3:00 meeting day format. Day 3 is more of a follow-up program. This may be a few months later as a support program and a way to hold participants accountable for using the information already given.

17. Day 3 (2 or more months from now) *Experiences since last meeting? (30) *Full Version of 3-C´s, Change, Conflict, Communication (50) *So, Who's the Leading the Charge and Who's Managing? (50) *Management Dissected -- Where We've Been (20) *Wrap up (10)

18. Presenter: Learning Objectives The curriculum group spent quite a bit of time hashing these overall participant “learning objectives” out. We hope you find them to be a good match with the curriculum as you begin teaching!

19.  Recognize unique attributes of involvement in a family owned business and discover proactive ways to avoid the pitfalls  Develop an ongoing process to:  clarify the business’ purpose,  create a picture of future success,  understand what drives the people involved and  write and review the farm’s compelling vision that can be easily communicated and lived.  Identify, analyze, and evaluate the farm’s natural, physical, financial, and people resources from the current reports using “SWOT” analysis – as a prelude to setting long and short term goals  Internalize the problem solving process (Define, Measure, Analyze, Improve, Control) and apply it at all levels throughout the business.  Breakthrough the barriers imposed by peoples’ natural resistance to change and the downside to conflict through thoughtful communication. Learning Objectives At the end of this educational program, you will be able to:

20. Presenter: Title Slide You are Here!

21. Managing for Success ’07 -- Time for Change!

22. Presenter: Introductions Suggested way to get folks introduced. Good, readable name tents from heavy paper will help people remember who is who The last question regarding success may be easier for participants to articulate having done the warm-up exercise. You may want to process the answers to this final question on the flip chart. Please remember the role of the co-facilitator in “running” the flip chart. Keeps things rolling along better.

23. Introductions – Around the table…  Who You are…  Where from…  Type of Business…  What would be different in your business or your life two years from now if you “succeed”?

24. Presenter: “Success” Cookie As people think about what success might look like, here is what one of our colleagues found in a fortune cookie while this presentation was being pulled together!

26. Presenter: What is this…. This is all about controlled, useful change and making a difference. The top quote attributed to Einstein is a classic! A web search for “change quotes” yields many hits. This grouping connects well with what we’ll be talking about throughout the workshop. The last one is in there for levity. A liberal sprinkling of which can help prevent this subject matter from being too militaristic.

27. What this is really all about… Insanity: doing the same thing over and over again and expecting different results. -- Albert Einstein Change means movement. Movement means friction. Only in the frictionless vacuum of a nonexistent abstract world can movement or change occur without that abrasive friction of conflict. -- Saul Alinsky It is not necessary to change. Survival is not mandatory -- W. Edwards Deming Progress is a nice word. But change is its motivator. And change has its enemies. -- Robert F. Kennedy Change is inevitable - except from a vending machine. -- Robert C. Gallagher

28. Presenter: Segue to Family owned business

29. First up… and First Things First! Dr. Pat Frishkoff: Family Owned Businesses: Challenges & Opportunities … and Getting What you Want