1. It is our light, not our darkness, that most frightens us.
From Marianne Williamson – A Return to Love
“Our deepest fear is not that we are inadequate, our deepest fear is that we are powerful beyond measure.
It is our light, not our darkness, that most frightens us.
We ask ourselves, Who am I to be brilliant, gorgeous, talented, fabulous? Actually, who are you not to be? …
…We were born to make manifest the glory of God that is within us.”
Hi Lee and Ron,
I’m thinking of getting right to the heart of the issue. Dairy Profit Teams will only work if there is a change in mindset and philosophy towards Lee’s favored quote, “if it is to be, it is up to me”. Put this slide up, give people a moment or two to absorb it. With marker and flip chart at ready, ask the audience “what does this quote say to you?” Record responses, going for a little more elaboration where necessary. Once it’s well seeded, ask participants if they fundamentally agree with what’s on the flip chart.

2. Moving a commitment for personal change outward…
Insanity: doing the same thing over and over again and expecting different results. -- Albert Einstein
Change means movement. Movement means friction. Only in the frictionless vacuum of a nonexistent abstract world can movement or change occur without that abrasive friction of conflict. -- Saul Alinsky
Progress is a nice word. But change is its motivator. And change has its enemies. -- Robert F. Kennedy
So if you make a personal commitment to improve yourself, change is fundamental. Here are some useful quotes knowing that moving personal change into a business means you will be interdependent with others to solve problems, remove barriers.
It is not necessary to change. Survival is not mandatory -- W. Edwards Deming
Change is inevitable - except from a vending machine. -- Robert C.
Gallagher

3. We’re not doing anything new
We’re not doing anything new. Just organizing some key, time honored management tools to “speed up the process” hopefully in an interesting, interactive way.

4. Problem Solving Cycle Define define Control Measure Improve Analyze
Compelling Vision of Business Translated through Goals and into Systems of Interest
define
Determine interactions among systems and “where to look”
Control
Determine measures and
performance standards –
“Is it working”?
DMAIC* Approach
to Problem Solving
and Continuous Improvement
*adapted from Six Sigma
Measure
Determine appropriate
measures, apply and
compare with benchmarks
Improve
Combine alternative generation,
decision making and tactical planning
Consistent with Lisa’s process for the profit team, we’ll be following the problem solving/continuous improvement cycle or “wheel”. (Elaborate for a moment on each step along the cycle – relating as much as possible to what they have already heard)
Analyze
Determine root cause(s)
of sub optimal performance
or accept current performance

5. Putting these highly interrelated “pieces” into discreet terms, this is the course content.

7. Slide to contain specific information
on November sessions