SCOPE SUCCESSFUL LEADERS PRODUCTIVITY EFFICIENCY EFFECTIVENESS TO ACCOMPLISH

SCOPE • SUCCESSFUL LEADERS • PRODUCTIVITY EFFICIENCY EFFECTIVENESS TO ACCOMPLISH ORGANIZATIONAL OBJECTIVES 1

BEGIN BY ASKING • TWO AXIOMATIC QUESTIONS • ▼ • 1. WHEN WAS THE LAST TIME YOU RAN AN ANALYSIS, REEVALUATION AND REDESIGN OF PROCESSES • IN ORDER TO ENHANCE QUALITY? • ▼ • 2. WHAT TYPE OF BUSINESS ARE YOU IN?

PRODUCTIVITY? CHANGE LEADERSHIP ETHICS

MIKHAIL KNODORKOVSKY RUSSIA Net Worth 15 Billion

LEONA HULMSLEY – USA Net Worth 2. 6 Billion Tax Evasion Served 18 months at age 84

change

CHANGE • DO YOU BELIEVE IN “IF IT AIN’T BROKE DON’T FIX IT” OR • WE BELIEVE THAT: • “IF IT AIN’T BROKE, BREAK IT” • “YOU DON’T REMAIN GOOD IF YOU DON’T ALWAYS TRY TO BECOME BETTER”

CHANGE • • DO WE WELCOME CHANGE? HOMES: EVERY 11 YEARS (AVERAGE) JOBS: EVERY 6 YEARS CARS: EVERY 2. 5 YEARS

CHANGE • WHEN YOU ARE IN A GROUP OF PEOPLE • 1. HOW MANY OF YOU ARE AFRAID OF CHANGE OR DON’T LIKE IT? • (SOME HANDS WILL GO UP) • 2. HOW MANY OF YOU THINK OTHER PEOPLE ARE AFRAID OF CHANGE OR DON’T LIKE IT? • (SURPRISINGLY, MOST HANDS GO UP) • WHAT DOES THIS TELL YOU? • THE SPORT OF HIGH JUMPING

THE SPORT OF HIGH-JUMPING THE WESTERN ROLL

CHANGE - THE FOSBERRY FLOP

TRUST AT WORK • • DO YOU TRUST YOUR PEOPLE? DO THEY TRUST YOU? WHY DO YOU INSPECT THEIR BAGS BUT YOU TRUST THE ELEVATOR ENGINEER • TRUST YOUR PEOPLE • EMPOWER THEM TO MAKE DECISIONS

INFORM AND INVOLVE • DO YOU LET YOUR PEOPLE KNOW HOW THEY CONTRIBUTE TO THE OVERALL COMPANY PRODUCTIVITY? • THE BOWLLING SYNDROME • USEFULNESS • DO YOU MAKE YOUR PEOPLE’S WORK USEFUL? • DO YOU ADD MEANING TO WHAT THEY DO?

THE POWER OF “DON’T” • WHAT DO YOU SAY TO YOUR PEOPLE • HOW YOU SAY IT • WHAT HAPPENS WHEN YOU TELL PEOPLE NOT TO DO SOMETHING? • DON’T DRINK AND DRIVE • DON’T DO DRUGS • DON’T SMOKE • DON’T ENTER

THINK OUTSIDE OF THE BOX • CREATIVITY • O O O • • DRAW FOUR STRAIGHT, CONTINUOUS LINES AND CROSS ALL NINE CIRCLES • THE LINES MAY CROSS OVER O O O O O

SOLUTION • CREATIVITY • • • O O O O O

WHAT GENDER IS THIS PERSON?

THE ROLE OF INSPECTION • • • WHY DO WE INSPECT? TO PENALIZE? TO REWARD? TO BLAME? TO EDUCATE? DO YOU INSPECT TO FIND OUT WHAT PEOPLE ARE DOING WRONG? • INSPECT TO FIND SYSTEM INEFFICIENCIES

CORRECT THE WRONG OR PRAISE THE CORRECT? STUDENT “X” STUDENT “Y” PROFESSOR “X” PROFESSOR “Y” • • 25+3 = 28 12+5 = 18 X 13+6 = 19 24 - 6 =17 X 10+4 = 14 12+3 = 15 6+12 = 19 X 35+6 = 42 X • WRONG • • WRONG 25+3 = 28 12+5 = 18 13+6 = 19 24 - 6 =17 10+4 = 14 12+3 = 15 6+12 = 19 35+6 = 42 OK OK

PERCEPTION AND PRODUCTIVITY • THE POWER OF PERCEPTION • PEOPLE DON’T ACCORDING TO REALITY • BUT ACCORDING TO THEIR PERCEPTION OF REALITY

HOW MANY FACES / PEOPLE DO YOU SEE?

PERCEPTIONS AND PRODUCTIVITY • 5% DEFECT • 95% GOOD

PRODUCTIVITY AND OPTIMUM • IDENTIFY THE OPTIMUM POINT OF EVERY ACTIVITY YOU ARE IN • AVOID MAXIMIZATION OF OUTPUT • AVOID MINIMIZATION OF INPUT • ZERO DEFECTS? • GO FOR ZERO DEFECTIONS • CUSTOMER SATISFACTION • HOW ABOUT CUSTOMER LOYALTY?

TELLING VS ASKING • WHY ARE YOU BEHIND SCHEDULE? • WHAT CAUSED US TO BE BEHIND SCHEDULE? • WHAT’S THE PROBLEM HERE? • WHAT DO YOU THINK WE CAN DO? • WHO DID THIS? • WHAT ELSE CAN WE DO? • WHY DID YOU DO THIS? • WHAT SHOULD WE DO FIRST? • HEADS WILL ROLL

IN CONCLUSION • • • BECOME AN AMBASSADOR OF CHANGE SHOW LEADERSHIP-BE CREATIVE UNDERSTAND THE BUSINESS YOU ARE IN BUILD TRUST-EMPOWER YOUR PEOPLE INVOLVE AND INFORM USE INSPECTION TO EDUCATE AND IMPROVE GO FOR CUSTOMER LOYALTY STOP TELLING AND START ASKING STOP MINIMIZING AND START OPTIMIZING

YOUR ENDLESS JORNEY TO SUCCESS AND HIGHER PRODUCTIVITY BEGINS NOW