2. Designed and Presented by Dr. Cal LeMon, Executive Enrichment, Inc. SHRM of Greater Kansas City

4. You have just been talking to a foreign exchange student about some of the games you played as a child. This person has only been in the United States for three weeks.

5. The two of you have been sharing the unique differences between your cultures when it comes to playing games. In passing, you mention one of your favorite back-of-the-school-bus pastimes: Rock, Paper, Scissors. The foreign exchange student is having trouble understanding both the process and principle of this bit of childhood trivia.

6. After some prodding, you agree to instruct this student in the fine art of Rock, Paper, Scissors. What would be the first step to instructing this person who knows nothing about Rock, Paper, Scissors?

8. Your HR Strategic Challenge

9. Business and other human endeavors are also systems. They, too, are bound by invisible fabrics of interrelated actions, which often take years to fully play out their effects on each other. Since we are part of that lacework our-selves, it’s doubly hard to see the whole pattern of change. Instead, we tend to focus on snapshots of isolated parts of the system, and wonder why our deepest problems never seem to get solved. -- The Fifth Discipline

11. 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.

12. New procedure or product introduced Increased internal or external advertising--a lot of workplace excitement Increased revenues Increase # of staff New competition “Make your numbers”-- less time for “people” More management/ less leadership Push harder

13. 1.We keep repeating the same unsuccessful systems…because they offer us “safety.” 2. Smart-risk-taking is the leadership skill most promoted and the least rewarded. 3.Exhaustion is a wonderful excuse for remaining disengaged. 4.Money gets the qualified staff in the door but it does not keep them there. 5. “Personal mastery” is possible for everyone.

14. Personal mastery is the (1) discipline of continually clarifying and deepening our personal vision, of (2) focusing our energies, of (3) developing patience, and of (4)seeing reality objectively. As such, it is an essential cornerstone of the learning organization -- the learning organization’s spiritual foundation. The Fifth Discipline

15. Your HR “Affect” Realities

16. We do not repeat behavior unless it is rewarded.

17. How is “high turnover” rewarded in our organizations?

18. How do we reward antagonistic relationships between labor and management?

19. People do not leave a company, they leave a manager. -- First, Break All The Rules

20. Our analysis suggests that how people feel about working at the company can account for 20-30 percent of business performance. -- Primal Leadership

21. Percentage of workers in America who believe their managers act with honesty and integrity, according to a survey conducted for Age Wave and the Concours Group: 36%

22. Percentage who believe that management cares about advancing employee skills: 29%

23. Your “New Normal” HR World

24. 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

25. More than 800 million human beings are now unemployed or underemployed in the world.

26. Today, less than 17% of the workforce is engaged in blue collar work. Today, less than 17% of the workforce is engaged in blue collar work.

27. “Machines are the new proletariat…The working class is being given its walking papers.” -- Jacque Attali “Machines are the new proletariat…The working class is being given its walking papers.” -- Jacque Attali

28. “Economic Darwinism” “Economic Darwinism”

30. Your HR Strategic Mind

31. “Nothing is more dangerous than an idea when it’s the only one you have.” --Emile Chartier

33. Deconstruct (take apart) your organization and then put it back together so only the parts that add profitability and build a sense of spirituality survive.

34. Deconstruction begins with a willingness to let go of the familiar

35. When providers and users of information can deal with each other directly, intermediaries often become obsolete.

36. When everyone can communicate richly with everyone else, the narrow, hardwired communications channels that used to tie people together simply become unnecessary. When everyone can communicate richly with everyone else, the narrow, hardwired communications channels that used to tie people together simply become unnecessary.

37. So the greatest threat to newspapers is not the introduction of a new medium, but the slow erosion of advertising dollars.

38. Eighty-seven Percent of all reservations for Southwest Airlines are made by passengers on line.

40. Your New HR Workplace

41. How the Mighty Fall by Jim Collins How the Mighty Fall by Jim Collins

46. Hubris Born of Success

47. Undisciplined Pursuit of More

48. Denial of Risk and Peril

49. Grasping for Salvation

50. Capitulation to Irrelevance or Death

51. Leading Your HR Strategic Plan

52. Systematic Structure Patterns Of Behavior Events Systematic Structure Patterns Of Behavior Events (Reactive) (Responsive) (Generative)

53. The systems in your organization that continually produce predictable problems

54. The learned behavior and attitudes of staff who have been taught there is safety in mediocrity

55. Organizational atrophy and apathy

57. STAGE ONE 1. Is my management staff comfortable with our present rate of growth? 2. What was the last “big hairy audacious goal” we set for our dealership group? Did we meet that goal? 3. Is my leadership team ready to “play” with new ideas for our future?

58. STAGE TWO 1. “Our organization is known for our ________________________________.” 2. “Ten years from now I would like to use this word _______________ to describe our organization.” 3. “We could grow this organization beyond our present expectations if ______________ would change.”

59. In the box below write a number that best represents the percentage increase you want to see in your net profit 10 years from today. STAGE THREE

60. List below the “systems” in your organization that will have to be changed or eliminated in the next two years to achieve the net profit goal you have set in Stage Three. STAGE FOUR

61. LeMonAide for Your Leadership The future is unforgiving for those who choose to ignore it.

63. To download the slides from today’s program: 1.www.execenrichment.comwww.execenrichment.com 2. Choose “Free Resources” 3. Choose “Slide Presentations” 4.Choose “Strategic Thinking Skills, KC SHRM 2010”

64. If you would like to keep hearing from Cal through a free, monthly on-line journal of skills for your career growth, please give Cal your business card or write down your e-mail address on a piece of paper and leave it on the registration table in the lobby.

65. Continuing Education Programs Provided on CD To order a copy of any CD, go to www.execenrichment.com and choose the SHOP OUR STORE option. Skills to Say What You Want to Say Skills for Increasing Sales Skills to Verbally Defend Myself Skills to Find My Next Big Idea

66. Continuing Education Programs Provided on CD To order a copy of any CD, go to www.execenrichment.com and choose the SHOP OUR STORE option. Skills for Fighting Fair Skills to Motivate the Stuck, Entitled Employee Skills for Prioritizing My Chaos Skills to Work With a Whiner