1. Leading Change: Putting Plans into Action January 10, 2012

2. 2 “Figuring out the right things to do isn’t nearly as difficult as continuing to do them over the long term.” Our webinar will begin in a few minutes.

3. January 10, 2012 Leading Change: Putting Plans into Action

4. 4 Our webinar will begin in a few minutes. “Remember: The problem for most of us isn’t knowing what to do… it’s doing it.”

5. January 10, 2012 Leading Change: Putting Plans into Action

6. 6 Our webinar will begin in a few minutes. “The greatest attribute for any business leader is perseverance.”

7. January 10, 2012 Leading Change: Putting Plans into Action

8. 8 Our webinar will begin in a few minutes. “All organizations are perfectly designed to get the results they are now getting. If we want different results, we must change the way we do things.” Tom Northup

9. January 10, 2012 Leading Change: Putting Plans into Action

10. 10 Our webinar will begin in a few minutes. “It’s useful to think of excellence in two broad categories: Customer excellence and business excellence.”

11. January 10, 2012 Leading Change: Putting Plans into Action

12. 12 Our webinar will begin in a few minutes. “Satisfied customers drive business success – and business success enables investment to satisfy customers.”

13. January 10, 2012 Leading Change: Putting Plans into Action

14. 14 Our webinar will begin in a few minutes. “ Excellence is not a destination; it is a continuous journey that never ends.” Brian Tracy

15. January 10, 2012 Leading Change: Putting Plans into Action

16. 16 Our webinar will begin in a few minutes. “ We are what we repeatedly do. Excellence, then, is not an act but a habit.” Aristotle

17. January 10, 2012 Leading Change: Putting Plans into Action

18. 18 Our webinar will begin in a few minutes. “People go in the direction leadership is walking, not pointing.”

19. January 10, 2012 Leading Change: Putting Plans into Action

20. 20 Our webinar will begin in a few minutes. “Every job is a self-portrait of the person who does it. Autograph your work with excellence. “ Unknown

21. January 10, 2012 Leading Change: Putting Plans into Action

22. 22 Our webinar will begin in a few minutes. “Excellence is doing ordinary things extraordinarily well." John W. Gardner

23. January 10, 2012 Leading Change: Putting Plans into Action

24. 24 Our webinar will begin in a few minutes. “Discipline is the bridge between goals and accomplishments.” Jim Rohn

25. January 10, 2012 Leading Change: Putting Plans into Action

26. 26 Our webinar will begin in a few minutes. "Measure is the ability to mesh strategy with reality, align people with goals, and achieve the promised results.“ Larry Bossidy

27. January 10, 2012 Leading Change: Putting Plans into Action

28. 28 Our webinar will begin in a few minutes. “The strategic agenda demands discipline and continuity; its enemies are distraction and compromise.” Michael E. Porter

29. January 10, 2012 Leading Change: Putting Plans into Action

30. 30 Our webinar will begin in a few minutes. “One of the major barriers to achieving lasting excellence is how little formal effort organizations put into learning how to execute strategy.”

31. January 10, 2012 Leading Change: Putting Plans into Action

32. 32 Your Presenter Matt Lauth Managing Partner Strategy Execution Advisors Certified Business Coach

33. Leading Change 33 The only constant in business is change. In this webinar we'll review the process for leading change within your organization. You'll learn: 1. The steps involved in leading a successful change initiative. 2. How to change from New Year's resolutions to actual change. 3. What the common pitfalls are to making change stick. This is 1 hour of your time that will give you the information needed to lead successful change initiatives within your organization.

34. 34 © 2004-2007 Six Disciplines, LLC All Rights Reserved. Change - to make the form, nature, content, future course, etc., of something different from what it is or from what it would be if left alone.

35. 35 © 2004-2007 Six Disciplines, LLC All Rights Reserved. Poll Questions

36. 36 © 2004-2007 Six Disciplines, LLC All Rights Reserved. Common Organizational Change Errors

37. 8 Common Organizational Change Errors 37 1.Allowing too much complacency. 2.Failing to create a sufficient powerful guiding coalition. 3.Underestimating the power of vision. 4.Under-communicating the power of vision. 5.Permitting obstacles to block the new vision. 6.Failing to create short-term wins. 7.Declaring victory too soon. 8.Neglecting to anchor change firmly in the corporate culture.

38. 38 © 2004-2007 Six Disciplines, LLC All Rights Reserved. The engine that drives change – leadership.

39. 39 © 2004-2007 Six Disciplines, LLC All Rights Reserved. What are the steps to leading effective change?

40. 40 © 2004-2007 Six Disciplines, LLC All Rights Reserved. Source: Leading Change by John Kotter, HBS Press, 1996

41. 1. Establishing A Sense of Urgency 41 Examining the market and competitive realities Identifying and discussing crises, potential crises, or major opportunities.

42. 2. Creating The Guiding Coalition 42 Putting together a group with enough power to lead the change. Getting the group to work together like a team.

43. 3. Developing A Vision and Strategy 43 Creating a vision to help direct the change effort. Developing strategies for achieving that vision.

44. 4. Communicating the Change Vision 44 Using every vehicle possible to constantly communicate the new vision and strategies. Having the guiding coalition role model the behavior expected of employees.

45. 5. Empowering Broad-Based Action 45 Getting rid of obstacles. Changing systems or structures that undermine the change vision. Encouraging risk taking and nontraditional ideas, activities, and actions.

46. 6. Generating Short-Term Wins 46 Planning for visible improvements in performance, or “wins”. Creating those wins. Visibly recognizing and rewarding people who made the wins possible.

47. 7. Consolidating Gains and Producing More Change 47 Using increased credibility to change all systems, structures and policies that don’t fit together and don’t fit the transformation vision. Hiring, promoting, and developing people who can implement the change vision. Reinvigorating the process with new projects, themes, and change agents.

48. 8. Anchoring New Approach in the Culture 48 Creating better performance through customer- and productivity-oriented behavior, more and better leadership, and more effective management. Articulating the connection between new behavior and organizational success. Developing means to ensure leadership development and succession.

49. 49 © 2004-2007 Six Disciplines, LLC All Rights Reserved. How do I change my “New Years Resolutions” to really change?

50. Resolutions  Actions 50 Recognize your resolution is the “vision”. It’s a statement of a future-state. “I want to lose weight.” Create a plan: Why – have a clear reason on why the change needs to occur. Who – recognize who is all affected? What – what activities or behaviors need to change? When – make it time bound. Where – where will the change take place? How – what support do you need?

51. 51 © 2004-2007 Six Disciplines, LLC All Rights Reserved. What are the common pitfalls preventing change from “sticking”?

52. 52 © 2004-2007 Six Disciplines, LLC All Rights Reserved. 1. Not aligned to the strategic agenda of the organization, or there is no defined strategy.

53. 53 © 2004-2007 Six Disciplines, LLC All Rights Reserved. 2. No clear owner.

54. 54 © 2004-2007 Six Disciplines, LLC All Rights Reserved. 3. Lack of measurement.

55. 55 © 2004-2007 Six Disciplines, LLC All Rights Reserved. 4. Overcommitting or begin too aggressive.

56. 56 © 2004-2007 Six Disciplines, LLC All Rights Reserved. 5. Lack of perseverance.

57. 57 © 2004-2007 Six Disciplines, LLC All Rights Reserved. 6. Lack of discipline.

58. 58 © 2004-2007 Six Disciplines, LLC All Rights Reserved. Wrapping-up

59. 59 I. DECIDE WHAT’S IMPORTANT Strategy II. SET GOALS THAT LEAD Plan III. ALIGN SYSTEMS Organize IV. WORK THE PLAN Execute V. INNOVATE PURPOSEFULLY Innovate VI. STEP BACK Learn

60. Improving Performance 60 Improve Your Top Line – better plans lead to better results, our clients see topline improvement of 3- 10%, sometimes more. Improve your Bottom Line – better execution and focus on what “should” means to the business generates more profit, our client see profit that outpaces their peers on national benchmark reports. Recognize that Time is Money – the longer you wait the longer it will be before your organizations performance improves. Empower Your Employees – providing a system to connect actions to goals is empowering, it’s foundational to creating better leaders at all levels.

61. Upcoming Webinars 61 1.January 10 th : Leading Change – Putting Plans Into Action Future Webinar Topics: Succession planning Accountability and buy-in Communication Managing millennial employees Work / life balance Leadership development Managing change Voice of Customer/NPS Voice of Employee 360 Performance Feedback Annual Performance Reviews Leadership Styles/Behavioral Profile Innovation For more information and to register, visit: www.StrategyExecutionAdvisors.com/webinars Balanced Scorecard Strategy Maps Value Stream Map Business Growth – We’re Talkin’ Strategy Cost Optimization Social Media Benchmarking Performance Monthly Check-up - How is your organization performing? Quarterly Check-up – How is your organization performing? Culture Effective Communication

62. Thank You ! Matt Lauth mlauth@sxadvisors.com (419) 348-8046