Joining the Dots of Personal and Business Success Dr. John J. Scherer and Amy Barnes, Scherer Leadership International Warszawa, 4 października 2012 r.
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Joining the Dots of Personal and Business Success Dr. John J. Scherer and Amy Barnes, Scherer Leadership International Warszawa, 4 października 2012 r.
Personal Success
Business Success
A B Step 3 Step 2 Step 1 Step 4
KPIs, EBITDA, ROI, Market Share, P/E Ratio
The Hard Stuff
Business Success =
A B Step 3 Step 2 Step 1
Below the Waterline Human World
The Soft Stuff The TOUGH Stuff
Step 4
Above the Waterline Operational World
The Hard Stuff
Business Success: ‘The Waterline’
Re-Shaping the CHART Designing the New Organization + Focus: Merger Teams
1 3 5 7
2 4 6 8
9
Launching Merger Teams
Preliminary Design
Proposals
Implementation Plans Due
Integration Proceeds
Re-Shaping the HEART Ensuring the New Organization Works + Focus: Operational Units
Personal Assimilation Opening to
Change
Interpersonal Assimilation The Power to Accomplish
New Work Teams
Assimilation
Developing New Operating Units Making It Work
Accelerated Merger Process (AMP)
Forces that Precede Change
• Threat/Failure -- ‘A Burning Platform’
• Macro Shifts (e.g. the economy)
• Creative Urge or Vision of a Possibility
The Life Cycle of Systems & Paradigms
EMBRYONIC GROWTH DECLINE MATURE
X
X
A B Step 3 Step 2 Step 1
Below the Waterline’
Step 4
Above the Waterline
46%
54%
Performance Improvement Potential (Sir Tor Dahl’s Research)
� �
A B Step 3 Step 2 Step 1 Step 4
WHAT
WHO, HOW & WHY Innovation, Creativity, Engagement, Problem-Solving, Decision-
Making, Learning
Sustainable Business Success
Intentionally Create the ‘Right’
Cultural Field (Environment)
What is the role of leaders?
B = ƒ(P X E) Behavior is a function (ƒ) of the person (P) interacting (X) with their environment (E).
Kurt Lewin
• Growth
• Sense of purpose
• Feeling ful#lled
• Greater authenticity
• Effectiveness
• Making a difference
• Greater responsibility, impact & recognition
Personal Success =
My Personal Capacity for
Change
My Team/Company’s Capacity for
Change
Successful Leadership = Capacity to Lead Change
1993 Canadian Research into 326 ‘Successful’ and ‘Failing’ Businesses. . .
Where the CEO/Leader/Owner was investing in their own personal development, their business was developing.
You can’t take your organization where you have not been yourself. . .
Promotions lead to greater impact where your blind spots also have more impact...
Operating System Deep programming about life
What You ‘Notice’ How the world occurs for you
Deep programming about life
Pre-
Cons
ciou
s
Why Leaders Do What They Do
Intention The result you want
Interpretation What you see and what it means
ACTION What you choose to DO
Cons
ciou
s Ch
oice
Alternatives Options that occur to you
Operating System Deep programming about life
What You ‘Notice’ How the world occurs for you
Intention The result you want you want
Interpretation What you see and what it means
ACTION What you choose to DO
Pre-
Cons
ciou
s Co
nsci
ous
Choi
ce
‘Breakthrough’ options outside your comfortable thought process
‘Breakthrough’ options outside your comfortable thought process
Alternatives Options that occur to you
Expanding Your Leadership Options
Pre-
Cons
ciou
s Co
nsci
ous
Cons
ciou
s
‘Breakthrough’ options outside ‘Breakthrough’ options outside your
Operating System Deep programming about life
What You ‘Notice’ How the world occurs for you
Intention The result you want you want
Interpretation What you see and what it means
ACTION What you choose to DO
Pre-
Cons
ciou
s Co
nsci
ous
Choi
ce
Cons
ciou
s
Alternatives Options that occur to you
‘Breakthrough’ action options
‘Breakthrough’ action options ‘Breakthrough’
Expanding Your Leadership Options
Work Content Skills
Functional (Transferrable)
Skills
Adaptive Skills
Five Questions that Change the Way You Lead
1. What CONFRONTS me?
2. What am I BRINGING?
3. What RUNS me?
4. What CALLS me?
5. What will UNLEASH me?
To put this Stretch into action, I will:
On Monday, remind Marek of the targets for his project and let him know he has 3 months to turn things around.
My default: My stretch:
‘Supporting my team’, being understanding. The ‘monkey’ is on MY back.
Being direct and clear, holding people accountable. Giving them back their monkeys.
Personal Effectiveness-- ‘Stretches’ An Example:
The Result: Immediate Impact
• More efficient and effective
• More ‘real’ interactions
• Improved team performance
• Breaking out-of-date patterns
• Resolving old con&icts
• New decision-making processes
The Secret:
• Real People,
• Real Issues,
• Real Time
A B Step 3 Step 2 Step 1 Step 4
WHAT
WHO, HOW & WHY Innovation, Creativity, Engagement, Problem-Solving, Decision-
Making, Learning
Sustainable Business Success
Personal Success
Business Success
Thank You
Dr. John J. Scherer and Amy Barnes
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