1. Copyright© 2003, Dynamic Management Solutions “It’s Your Organization” “What are you going to do with it?” Dynamic Management Solutions Phone: 210-215-1568 Fax: 830-885-6138 Email: drfrankadams@changeorfail.com Website: www.changeorfail.com

2. Copyright© 2003, Dynamic Management Solutions Six Reasons Why You Should Use Us Implement a Management/Problem Solving System To: 1.Gain Organization to Organization-Individual to Individual “Engagement, Continuity, and Support” 2.Eliminate Organizational Conflict, Disagreement, and Uncertainty 3.Identify and Remove Process, Political, and Performance Barriers 4.Make Fast, Accurate Cross Functional Decisions 5.Gain Total Group Ownership, Agreement, Trust, and Enthusiasm 6.Gain 25 to 100% Measured Performance Improvement 5

3. Copyright© 2003, Dynamic Management Solutions Organization Connected to Your Career Your career success will be directly related to: –How you obtain knowledge of and manage The competencies of: –Yourself –Other “Individuals” in your organization –“Managers” in your organization –“The Organization” it self (rules, policies, ethics, etc) Continuous change with continuous improvement –Create a personal career strategy 3

4. Copyright© 2003, Dynamic Management Solutions 25 To 100% Performance Improvement. Client Qualifiers ___Yes ___No Do you KNOW where you want to be in the future? ___Yes ___No Organization PERFORMANCE is at the highest level possible? ___Yes ___No Convinced the organization initiatives are ALIGNED to your success factors? ___Yes ___No Convinced all INITIATIVES will get you and the organization where you need to be? ___Yes ___No Satisfied with all of the organization’s PROCESSES? ___Yes ___No Sure the KEY MANAGEMENT team is aligned/able to get you where you need to be? ___Yes ___No Convinced THE CULTURE (How The Organization Thinks, Feels, & Acts) is aligned (without disagreement, conflict, or incompetence)? ___Yes ___No Confident you have the TOOLS-TECHNOLOGY required to get you where you need to be? 8 questions 5

5. Copyright© 2003, Dynamic Management Solutions Product Or Service Your Career: Will Depend On Changing And Controlling Self Competency Revenue Growth Vs. Cost Containment Long Term Vs. Short Term Trust Vs. Change People Vs. Productivity Creativity Vs. Discipline Run The Business/Change The Business Job Match Personality Skills And Knowledge Likes And Dislikes Ethics Politically Correct Vs. Results Oriented Strategy Customer Simplify Technology Measure People Power Feel, Act, Think Management Competency Measurements Communications Decision Making Experience With Change Processes Innovation Functions Motivation Sponsorship Competitor Benchmarking Individual’s Competency Organization/Business Competency Leadership 17

6. Copyright© 2003, Dynamic Management Solutions How you can do it? 1 or 2 day workshop uses exercises and processes to prioritize issues and establish corrective action 16

7. Copyright© 2003, Dynamic Management Solutions Group Exercises Identify & Assess Self Competency Organization Competency Management Competency Individual’s Competency Prioritize issues Prioritize Issues Within Categories Prioritize issues Prioritize issues Prioritize issues Integrate all issues Issues Integration & reprioritize Determine Actions Assign responsibilities Problem: Symptoms: Recommended Action Plan: Benefits: Measurement: Team Members: Champion: Workshop Flowchart “Total Group Agreement” 22

8. Copyright© 2003, Dynamic Management Solutions Self Organization Management Individuals Time Money Quality Quantity Do More of Less of Different Not All Knowledge - Business -Market -Customer Skills - Analytical -Interpersonal - Functional -Leadership Attributes -Team player -Goal/Results oriented - Flexibility -High energy Action Plan Design a precise strategy that will allow you and the organization to continuously move forward by addressing: CompetenciesRequirementsMeasuredDevelop Performance Enhancing --- Motivational---Developmental

9. Copyright© 2003, Dynamic Management Solutions Future Career Successes In Leadership: –Review: Examples: Other Organization’s Success 14

10. Copyright© 2003, Dynamic Management Solutions Gain Visibility and Control of Any (or All) Issue(s) AdminNursingPhysicians Level 1 Level 2 Level 3 Level 4 I.S. “Critical Functional Issues and Concerns” “Critical Level Issues and Concerns” Issues: -Identify -Categorize -Prioritize Scientific Affinity Process Critical Information World Class Problem Solving Problem: Symptoms: Recommended Action Plan: Benefits: Measurement: Team Members: Champion: “All Actions Will Have Total Group Agreement” “FAST Results ” - Remove Barriers - Gain Cross-functional Commitment - Achieve World Class Process Improvement - 25 to 100% Improvement -Precise Focus On Critical Issues -Assign Best Resources to Issues - Lead By “The Best,” - View and Measurement of Total Org Distribute and Delegate Resources With Exceptional Efficiency Process, Measurement, Performance, Skill, Tool, And Culture Issues Will Be Identified Labs 18

11. Copyright© 2003, Dynamic Management Solutions The Organization Competency Measure and address organizational success factors with world-class problem solving sessions 19

12. Copyright© 2003, Dynamic Management Solutions 26 Management’s Responsibilities Accurately identify and measure, the management factors limiting your organization. Use world class problem solving techniques to address these factors.

13. Copyright© 2003, Dynamic Management Solutions 27 Individual’s Responsibilities Identify and address the factors that are critical to any organization’s success. Measure and prioritize issues for maximum organization focus on corrective action.

14. Copyright© 2003, Dynamic Management Solutions Develop Your Own Career/Leadership Strategy Leadership is about ambiguities, not certainties Diagnose “group need and resistance to change” –Leaders must know their dilemmas Determine a clear message from mixed signals –Both leaders and followers must be able understand their impact on the performance of the organization Learn how to manage and develop a changing organization –Self –The Organization –Management –Individuals 15

15. Copyright© 2003, Dynamic Management Solutions Close Review Agenda Questions & Answers Summarize Close

16. Copyright© 2003, Dynamic Management Solutions Six Sigma, What is It? 6 Sigma –3.4 Errors Per One Million Opportunities –What your organization is capable of 3 To 3.5 Sigma –Where Most Organizations Are Today –65,000 Errors Per One Million Opportunities –98% - 2 Errors out of 100 Opportunities 2 In Everything you do

17. Copyright© 2003, Dynamic Management Solutions The Most Critical Executive Problem Most managers are placed/promoted –Without formal management training Continue to manage –Without ongoing management development What impact does this have on organizational performance? 4

18. Copyright© 2003, Dynamic Management Solutions Our system of diagnostic assessment and problem solving processes will address “ANY OR ALL Of THESE FACTORS” with 25 to 100% performance improvement. 6 What Stops Organizations From Being World Class Results of Research by Covey-Franklin, University of Chicago and Many Others: _____ of All Management Decisions Are Made in an “Irrational Manner” ______ of Mgm’t Time Is Focused on Something “Other Than Organizational Value” Employees Believe That______ of Their Work Activity Is of “Minimum or No Value” CEOs Believe More Than _____of Workers Activity Is of “Limited or No Value” _____ of the Employees Are “Dissatisfied With Their Job” _____ of the Employees Have Been Abused by the Organization/Management Taking Credit for or Giving Credit to Someone Other Than the Contributing Individual Most Dissatisfying Factor of the Job for CEO’s Is _________________

19. Copyright© 2003, Dynamic Management Solutions Our system of diagnostic assessment and problem solving processes will address “ANY OR ALL Of THESE FACTORS” with 25 to 100% performance improvement. 7 What Stops Organizations From Being World Class Results of Research by Covey-Franklin, University of Chicago and Many Others: 90% of All Management Decisions Are Made in an “Irrational Manner” 80% of Mgm’t Time Focused on Something “Other Than Organizational Value” Employees Believe That 51% of Their Work Activity Is of “Minimum or No Value” CEOs Believe More Than 70% of Workers Activity Is of “Limited or No Value” 49% of the Employees Are “Dissatisfied With Their Job” 80% of the Employees Have Been Abused by the Organization/Management Taking Credit for or Giving Credit to Someone Other Than the Contributing Individual Most Dissatisfying Factor of the Job for CEO’s Is “Managing People”

20. Copyright© 2003, Dynamic Management Solutions Most Organization Strategies Are Like A Thunderstorm In The Desert Thunder Lot of Noise But, Not much Rain (action) Hits the Ground Correction of One Problem Is Like Throwing a Rock Into a Lake, It Causes Ripples That Impacts Others ResearchAdminMktingFinance Level 1 Level 2 Level 3 Level 4 Fat Between The Ears 8 Feel Act Think Very Few Are Successful When It is Negative FAT + - Organizations Are Like A Ball With A Hole In It If Energy Is Not Pumped In -They Will Go Down Rock

21. Copyright© 2003, Dynamic Management Solutions Fat Between The Ears Feel Act Think Very Few Are Successful When It is Negative FAT +Positive -Negative 9

22. Copyright© 2003, Dynamic Management Solutions “Most Organization Strategies” Are Like “A Thunderstorm In The Desert” Thunder Lot of Noise But, Not much Rain (action) Hits the Ground 10

23. Copyright© 2003, Dynamic Management Solutions Correction of One Problem Is Like Throwing a Rock Into a Lake, It Causes Ripples That Impacts Others Research AdminLabs Finance Level 1 Level 2 Level 3 Level 4 Physicians White Space Management Rock 11

24. Copyright© 2003, Dynamic Management Solutions 13 Organizations Are Like A Ball With A Hole In It If Energy Is Not Pumped In -They Will Go Down

25. Copyright© 2003, Dynamic Management Solutions 20 This system will identify the top issues for each of the categories chosen by the client Learn to maximize your resources by working on the right issues affecting each category. Eliminate the waste of working on the wrong issues. Scientific process performed by the organization determines issues and concerns