What this points out is … 1 LEADING CHANGE © James G. Clawson STRATEGIC

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Session 2: LEADING STRATEGIC CHANGE Peter Browning and Continental White Cap How does one organize one’s strategic thoughts? What comprises a “strategy?” There are multiple strategic lenses we might use to assess a company’s strategic situation 3

Break 4 © James G. Clawson

Session 3: Leading Personal Change John Wolford What percent of the people you’ve met would prefer to keep things pretty much as they are? Can people change? What keeps people from changing? 5 © James G. Clawson

LPV 1. Do you SEE what needs to be done? (The Structure of Problems) 6 2. WANTS3. GOTS 4. CONCLUSIONS About PROBLEMS OR NOT 1. SOMEBODY GAPS?

WANT/GOT GAPS This model offers a Fast, Comprehensive Way to Problem Identification 1.List key stakeholders on separate pages (see next slide) 2.Empathize and clarify what each WANTS 3.Assess what each has GOT 4.Use WANT-GOT GAP analysis to find win/win solutions 7

Stakeholder #1: e.g. “My Boss” What he WANTS What he’s GOT 8 If you don’t know these, you may have to ask.

Lenses for Understanding Human Behavior 9

10 Levels of Human Activity 1. Visible Behavior 2. Conscious Thought 3. VABEs (values, assumptions, beliefs, and expectations) HABITUAL? 75% 85% 95+% © James G. Clawson

SEE NOT SEE Beware your Blind Spots! 11 SEE NOT SEE OTHERS SELF PUBLIC PRIVATE BLIND SPOTS

GENES ADD ADHD BPD OCD Etc. MEMEsVABEs The Formative Years … 12 TRANSCENDER? K, L, A Choice Theory Choice Theory (Glasser) 1.IKWRFY 2.IHARTTYWRFY 3.IHARTPYIYDDWRFY Key Questions 1.When I’m cold… 2.When I’m hungry… 3.When I’m wet… 4.When I’m alone and afraid… Newborn Two key legacies Generation to Generation GENEs © James G. Clawson

The Number One Question in Life 13 Will you ever become more than a vessel transmitting the genes and memes (VABEs) of previous generations on to the next? When you’re no longer a defenseless child, will you become a transcender?

VABE based Behavior The missing variable 14 L3: VABEs EVENTS L1: BEHAVIOR L2: CONCLUSIONS FEELINGS

CAREER CONCEPTS and MOTIVES Developed by Mike Driver and Ken USC Concepts: what you think you should be Motives: what you want to do and enjoy deep down 15

Power and Status Time AB Linear C © James G. Clawson 16

Power and Status Time Steady State Experts © James G. Clawson 17

Power and Status Time Spiral © James G. Clawson 18

Power and Status Time Transitory +’s Sail around the world Climb Mountains Kayak Rivers Softball … -’s Alcohol Drugs Gambling Promiscuity … © James G. Clawson 19

Some Fundamental Questions What is my main career concept? Am I allowed to live this in my organization? Am I making career decisions to match my personal career concept? Am I living inside-out? © James G. Clawson 20

Value Added? 21 LINEAR STEADY STATE EXPERT SPIRAL TRANSITORY

Implications … 22 Who gets to the top of most organizations? Who designs the reward systems in those organizations? L E S T

Some Fundamental Questions What is my ranking of career motives? How does this compare with my concepts? What does the comparison say about how I might make decisions? What would be the impact of letting concepts dominate motives? How could I insure deciding in favor of my motives? 23

Balancing Your Life: Life is like a Symphony... Multiple Aspects Multiple Rhythms Different Movements Experienced all at once Can be coordinated and beautiful or disjointed and distressing 24 © James G. Clawson

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--AL Aspects of Life 28 Organizational Political Familial Social Marital Sexual Parental Physical Intellectual Spiritual Emotional Professional Financial Material

Physical Rhythm 29 27!

Fundamental Resources of Success Time Talent Energy Agency/Choice 30

Time Resource Hours a Week

Balancing Your Life 0-10 years years years years years PATH TO SUCCESS: WEEKLY BALANCE

"I wish I could stand on a busy corner, hat in hand, and beg people to throw me all their wasted hours." - Bernard Berenson - 33

Excellence is a neurotic lifestyle. Alex Horniman 34