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?