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

2. 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?

3. LEADERSHIPCHANGE ETHICS PRODUCTIVITY?

4. MIKHAIL KNODORKOVSKY RUSSIA Net Worth 15 Billion

5. LEONA HULMSLEY – USA Net Worth 2.6 Billion Tax Evasion Served 18 months at age 84

6. change

7. 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”

8. CHANGE DO WE WELCOME CHANGE? HOMES: EVERY 11 YEARS (AVERAGE) JOBS: EVERY 6 YEARS CARS: EVERY 2.5 YEARS

9. 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

10. THE SPORT OF HIGH-JUMPING THE WESTERN ROLL

11. CHANGE - THE FOSBERRY FLOP

12. 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

13. 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?

14. 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

15. 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

16. SOLUTION CREATIVITY O O O

17. WHAT GENDER IS THIS PERSON?

18. 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

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

20. PERCEPTION AND PRODUCTIVITY THE POWER OF PERCEPTION PEOPLE DON’T ACT ACCORDING TO REALITY BUT ACCORDING TO THEIR PERCEPTION OF REALITY

21. HOW MANY FACES / PEOPLE DO YOU SEE?

22. PERCEPTIONS AND PRODUCTIVITY 5% DEFECT 95% GOOD

23. 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?

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

25. 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

26. YOUR ENDLESS JORNEY TO SUCCESS AND HIGHER PRODUCTIVITY BEGINS NOW