what's next: the future of leadership
DESCRIPTION
aTRANSCRIPT
Every Opportunity Every Employee Every Time SM
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JOHN M BERNARD Chairman & Founder Mass Ingenuity
What’s Next?
Every Opportunity Every Employee Every Time SM
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Every Opportunity Every Employee Every Time SM
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Brandy Cochran So9ware Engineer I
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Every Opportunity Every Employee Every Time SM
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Every Opportunity Every Employee Every Time SM
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YES THE NOW MOMENT
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Every Opportunity Every Employee Every Time SM
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DAVE CARROLL
BREAKS GUITARS
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SOCIAL GOOD
WORK/LIFE INTEGRATION
TOTAL TRANSPARENCY
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1920 1930 1040 1950 1960 1970 1980 1990 2000 2010 2220
The Era of MASS PRODUCTION The
GREAT RECESSION
The Era of MASS CUSTOMIZATION
www
NOW
THEN
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1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010
24 22 20 18 16 14 12 10 8 6 4 2 0
1400 1300 1200 1100 1000 900 800 700 600 500 400 300 200
Manufacturing Jobs as a % of U.S. Employment (1)
Number of Potato Chip Flavors in the World’s Markets (2)
SOURCE: (1). U.S. Bureau of Labor StaZsZcs (2). Mass Ingenuity
THE CHIP DIP
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“This economic crisis doesn’t represent a cycle. It represents a reset. It’s an emoZonal, raw social, economic reset. People who understand that will prosper. Those who don’t will be le9 behind.”
Jeffrey Immelt, CEO, General Electric
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NOW THEN DRIVER
ORGANIZATION
DECISIONS
IMPROVEMENT
USE OF DATA
PROBLEM SOLVING
SPEED
Customer Need
Process Centric
Decentralized
Micro-‐Improvements
Everyone
Standardized, Fact Based
Fast
Managerial Hierarchy
FuncZonal
Centralized
Big Ideas
Management
Ad Hoc, IntuiZve
Slow
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YES NOW
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7. Own the SoluZon 6. Own the Problem 5. Take IniZaZve 4. Suggest SoluZons 3. Voice Opinions 2. Understand Orders 1. Follow Orders
7 Stages of
YESability
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29%
40%
31% ACTIVELY ENGAGED
DISENGAGED
ACTIVELY DISENGAGED
Data Courtesy of The Gallup OrganizaZon
Failing miserably
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-‐37%
-‐49%
-‐25%
-‐27%
-‐49%
-‐60%
+12%
+18%
+16%
HIGH-‐ENGAGEMENT ORGANIZATIONS
Difference Between Top and Boiom QuarZle Performance SOURCE: The Gallup OrganizaZon
ABSENTEEISM
TURNOVER (low turnover org.)
TURNOVER (high turnover org.)
SHRINKAGE
SAFETY INCIDENCES
QUALITY (Defects)
CUSTOMER RATINGS
PRODUCTIVITY
PROFITABILITY
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Every Opportunity Every Employee
Every Time
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Who
MANAGES the
NOW?
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Management’s work MUST BE COMPLETE
before the NOW Moment arrives.
M O M E N T
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InsZtuZonalize a common method for Problem Solving
Connect EVERY employee through measures they can impact
Inspire Change with a
Shared Vision
Understand the SHIFT from NOW to THEN
Create the NOW Mindset
Leverage the Game Changers Social Media
Cloud CompuZng Millennial Mindset Build Total
Transparency through Quarterly
Target Reviews
Eliminate the Fear
Quit Bossing & Start Teaching
Achieve real Breakthroughs
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The Neuroscience of Change
Heard
Wriien Down
Spoken
Dopamine “Squirt”
Dopamine “Squirt”
Dopamine “Squirt”
Skills Improvement
Performance Improvement
Self-‐Esteem
Sense of Belonging
Teamwork
Recepcvity to Change
Heightened Learning
Pro-‐Social Behavior
SHARED VISION
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14% Concern for Comfort
22% DenZsts
Engaged in Research
68%
Processes in Control
68%
Outcomes MeeZng Plan
-‐20% Time to
Appointment
-‐50% Time to First Appointment
-‐41% DenZsts Idle Time
-‐46% DenZst Turnover DenZst
Engagement
9%
Permanente Dental Associates The Ups and Downs of
Managing in the NOW
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COMING November 1, 2011 Published by John Wiley & Sons
JOHN M. BERNARD Chairman & CEO Mass Ingenuity [email protected] 503.957.9923 www.massingenuity.com
Available through Amazon, Barnes & Noble, Borders, etc.