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WARNING:  

To  the  naysayers,  opportunists,  and  obstrucAonists  who  stand  in  the  way    

of  driving  change  and  progress    in  any  organizaAon  

Note:      WE  WILL  BEAT  YOU  

1824  or  2012  

Somewhere  in  the  West    or  in  a  Company  Near  You.  

Adapt,  Change  or  Die  

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Agents  of  Change  

Leaders  

Type  of  Change  Agents  

Clock  Changers  &  Lions  

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Or  

.  .  .  the  other  guys  

Be  a  Clock  Changer  

Be  a  leader  

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Why  People  &  Companies  Fail  to  Drive  Change  Needed  to  Win  

The  BIG  Five  

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Reasons  We  Fail  

 

                                                         4.      Risk                                                                    No  one  is  going  to  die        

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What  is  a  Promise?  

Mutual  CondiAons    of    

SaAsfacAon  

Basic  Components  

•  The  Customer  

•  The  Performer  

•  The  AcAon  Cycle    &  4  Phases                          Pre_y  simple  in  theory  

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Connected  by  YOUR  promises  

33  

What  are  your  promises  to  the  Company?    

Ask  Yourself  

Why  are  you  in  this  game?    

Who  are  you?      Your  118  

 What  shall  you  look  like?  

 

Brand  

   Horses.  .  .  cows    

and    promises  delivered  

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37  

Your  Weakest  Links  

FAST  =  Unified  OperaAng  Principles  

Ahtude  

AcAons  

ExisAng  Tools  

 Focus    

 Accountability  

 

 Simplicity  

 Trust  

I  focus  my  a_enAon  on  doing  the  right  things  that  support  company’s  goals  

I  share  accountability  for  

success  

I  make  working  with  me  easy  

I  do  what  I  say  I  am  going  to  do  and  say  what  I  mean  

SOP  Process   Performance  Commitments  

 Find  ways  for    Improvement  

Healthy  Debate  

I  set  personal  goals  that  further  the  company’s  

objecAves  

I  fulfill  all  commitments  as  agreed  

I  remove  barriers  to  speed,  accuracy  and  innovaAon  

I  raise  issues  as  they  arise  

and  communicate  openly  

Think  Big,  Act  BIGGER  •  Drive  Change  Everyday  

-­‐  More  than  Film  

•  Size  does  not  ma_er  -­‐  Main  Street  vs.  Wall  Street  

•  Ready,  Fire,  Aim  

•  Change  is  painful  but.  .  .  

 

Cause  Tension  

•  Don’t  se_le  

•  Create  compeAAon  

•  SAr  it  up  

•  Why?  

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Try  some  new  things  

Aner  all,  .  .  .  

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The  others  

Ugly,  not  so  smart    

Me  

Smart  and  branded      

Own  The  Top  RelaAonships  

•  Establish  top-­‐to-­‐top  execuAve  relaAonships  with  key  strategic  customers  

•  Use  these  relaAonships,  whenever  appropriate,  to:  –  Influence  major  business  decisions  –  Avoid/assist  in  crisis  management  and/or  problem  resoluAon  –  IdenAfy  long-­‐term  opportuniAes  for  collaboraAon  

Get  off  your  bu_,    Get  out  from  behind  your  gosh  darn  desk,    

and  go  visit  and  talk  to  customers  –    every  single  one  of  you.  

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What  I  learned  from    George  

You  Should  Too  

Serve  

Make  it  easy  

Get  close.  .  .real  close  

In  good  company.