WORKSHOP: HOW TO SURVIVE AND PROSPER IN THE ‘SHIFT-AGE’

In this workshop you won't just learn about high-performance cultures, Art McNeil will get you off on the right foot to START BUILDING ONE.

WORKSHOP

Secure Your Organization’s Economic Viability: how to survive and prosper in the ‘shift-age’

Suitable for management teams from any size of organization in the, private, public, and not-for-profit sectors

Participants will:

• learn to balance inspirational-leadership and process-discipline.
• participate in a process first documented in Art McNeil’s #1 bestseller, The “I” of the Hurricane: Generating and Focusing Corporate Energy. A rewrite of the original available in E bookstores January 2012
• This process clarifies (or transforms existing) core-values to become a pragmatic set of CULTURAL-VALUES that have an established track record of helping organizations generate and focus corporate energy.
• Using a foundation of clarified cultural values, a statement of purpose is developed and a vision of the preferred future is focused. Art McNeil has used this process around the world with fortune list companies such as BLACK & DECKER, AMEX, BRITISH AIRWAYS, UPS, and WHITBREAD.
• The process has been adapted for use by small to midsize organizations. (visit www.BatonManagementSystem.com )
• brand the organization inside/out
• discover the benefit of subordinating ‘personal authority’ to process-discipline—a means of managing more effectively in the shift-age.
• document an ethics platform that defines behavioral boundaries and accommodates holding people accountable
• practice three essential skills:
1. recognizing cultural-value contributions in a way that inspires
2. conducting or participating in a performance correction session to solve problems and get results
3. delivering a personalized “corporate purpose” message (learn to quickly and effectively communicate what is special about your organization)

An Inspirational-leadership & Process-discipline support system is available. This resource was designed to help CEOs cascade the workshop’s output to all managers, supervisors, and employees. It includes a comprehensive facilitator guide and HD videos so that the program can be delivered by internal resources.

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In Praise of Art McNeil:

“Art has the unique ability to cut through the noise of business and inspire executives, managers, and workers to confront things that really matter. He has a profound understanding of the impact that market changes have on the way people need to work in organizations”.

Rod Smart, Senior Partner, Achieve Global Pty, Ltd.

“Art left 250 conferees wanting more; that is impact. Our people gained a new insight into personal leadership and reached a new level of motivation. There are only a few presenters that can deliver this reaction; Art is in this select group.”

James McCoubrey, Sr. VP General Signal.

“To our great satisfaction, Art McNeil proved to be more than an excellent orator. With rather short notice, he customized his presentation to incorporate Pfizer’s global values and vision. The result was a highly effective presentation. Our audience overwhelmingly rated Art as an outstanding presenter with relevant and informative content which was easily transferable to their lives.”

Stanley R. Schmidt, Director, Professional Development Pfizer, Inc.

“Art helped us take what was a fuzzy emotional concept and clarify leadership for real world application. The jury has rendered its verdict: Leadership as defined by Art McNeil is a competitive edge.”

John Cleghorn, President, RBC Royal Bank.

ART MCNEIL’S KEYNOTES & WORKSHOPS

“insight expressed in publications and the work I do,  come from personal relationships I’ve had over the years with CEOs, managers, work teams, and individual contributors—not from studying up about them. Reaching across the decades, the quote from Ernest Hemingway encouraged me to write about critical challenges facing organizations in an increasingly competitive and rapidly changing world”

Best wishes for continued success,                                                                                                                                                                                                                                              

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IMAGINE

You have secured your company’s economic viability.  You are well  positioned to realize a secure and prosperous future—in spite of fierce competition. Market changes somehow deliver more opportunity than problems. The customer’s perception of  the value your company adds  is at an all time high. There is less waste and rework. Employees are inspired, innovative, and productive. Your organization is no longer putting out the same old fires over and over again—employees at all levels are savvy problem solvers. You are typically on budget and cash flow is managed effectively. During emergencies, you’re no longer called upon as an essential  first responder. You’re accomplishing more but feel less stress—you’ve even reclaimed a modicum of personal life. Incredibly, you’re organization has maintained its day to day performance while you went about making the above happen—and you did it without having to engage a costly consultant.

#1 Keynote

How to survive and prosper in a turbulent world: How to lead from your “I” of the Hurricane

Based on the updated rewrite of Art’s #1 bestseller, The “I” of the Hurricane: Generating Corporate Energy 

This address is suitable for executives, managers, supervisors, and individual contributors in the private, public, and not for profit sectors,  (can be adapted to accommodate the attendance of significant others)

Art explains how to reboot a business, community, or family culture, (culture = the collective habits used by a group of people to get things done) in order to generate energy, foster teamwork,  establish behavioral boundaries and brand itself inside and out. He helps people live the brand promise by tapping cultural values (inspiration) and behavioral boundaries (discipline). They will become aware of debilitating industrial-age habits that still haunt the halls of many organizations.

How to:

1. Clarify cultural values ( use them as a performance tool)
2. Focus a vision of the preferred future (align employees to the organization’s “North Star”)
3. Declare an ethics platform (draw a performance-boundary “line in the sand” ) 
4. Enforce a zero tolerance attitude for violations (make marginal performance unacceptable)
5. Recognize cultural-value contributions (to generate and focus corporate energy)
6. Correct performance problems (managers hold direct-reports accountable)
7. Brand your organization inside and out ( to maintain an inspiring sense of purpose)
8. Deliver a “purpose declaration” (empower employees to effectively communicate what is special about the organization)

Equipment required: projector, remote control, electronic pointer, and screen.

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#2 (Keynote)

Secure Corporate Viability by Creating *Transferable Wealth & Wisdom:  make your business more profitable and valuable—master the handoff  ( * a company that does not depend on the CEO or any individual )

(suitable for franchisors, associations, and the owners of small to midsize businesses)

Art clarifies the critical necessity of building on a foundation of inspired leadership (how to make leadership everybody’s business) . He promotes the need to move away from managing by personal authority towards management by process discipline.  He identifies wealth and wisdom building ideas that will align everybody behind the customer’s total experience,  reduce  waste and rework, and focus everybody on bottom line performance (broaden departmental perspectives)  

The audience will discover how to:

• focus and prepare for possible end games (maximize value of the business and enhance the effectiveness of employees should a sale or transfer occur)
• eliminate waste and rework (involve employees in continuous improvement)
• brand the company (and empower employees to live the master brand)
• focus sales and marketing efforts (to protect and grow market share)
• manage cash flow (by applying the theory of constraint)
• measure performance (and establish meaningful consequences)
• manage the partner chain (maximize the contribution of internal, external, and funding partners)
• Collect and implement employee ideas (learn to innovate with discipline)
• develop the management team’s capacity to forward-think (adopt shift age planning processes)

Equipment required: projector, remote control, electronic pointer, and screen.

Art’s book, Secure Corporate Viability by Creating * Transferable Wealth and Wisdom: how to make your company more valuable and profitable–while reclaiming a personal Life will be accessible online

Contact regarding availability

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WORKSHOP #1

How to create and align people to deliver on a contagious Brand Promise

Living the brand promise is more about doing than knowing.   This workshop establishes a visceral understanding that:

• Brand communication is not enough it requires the inspired commitment of all employees
• A CEO championed process to drive brand support is an essential success factor.  It takes management (process discipline) and Leadership (inspiration).
• Art taps the deeply-held personal beliefs of employees as a foundation upon which to build a brand-supportive cultural.  .

A balanced approach to inspirational-leadership and process-discipline takes brand awareness to the next level—beyond advertising and promotion towards altering the attitude and behavior of people.  The “aligning culture” workshop helps organizations enhance the customer’s total experience, maximize operating effectiveness and grow shareholder value.

The desired outcome is to have all departments and every employee committed to supporting a publicly declared brand promise.   Values are capable of much more than  making feel good statements. Peak performance cultures know how to use them as a powerful performance tool.

The Aligning Culture Workshop explains that every customer, employee, and supplier, harbors within them, a five year old that will never grow up.  This is the dimension of the human experience that houses passion, creativity, and trust—but it can also fill with skepticism, anger, or fear.  This workshop explains how to shape the attitude and behavior of customers and employees in support of the organizations brand promise.

How to develop and support the  brand promise:

• engage senior management as culture champions
• inspire the five year old living in every customer and employee
• establish behavioral boundaries that will hold people accountable
• use the brand promise as your corporate north star
• focus visions of the preferred future (help employees paint themselves into the picture)
• develop signaling skills—learn to: 

                           recognize a cultural-value contribution in a way that inspires (fist bump ritual)

                           maintain the momentum by making brand support everybody’s business

                          conduct performance redirection sessions to correct non compliant behavior

                          deliver a succinct yet powerful brand message

• use process to:

                           hold people accountable (pit-stop session)

                          eliminate waste and rework (employee centered continuous improvement system)

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Workshop # 2

Secure Your Organization’s Economic Viability: how to survive and prosper in the ‘shift-age’

Suitable for business owners and management teams

Participants will:

• learn to balance inspirational-leadership and process-discipline.
• participate in a process first documented in Art McNeil’s #1 bestseller, The “I” of the Hurricane: Generating and Focusing Corporate Energy. A rewrite of the original available in E bookstores January 2012
  1. • This process clarifies (or transforms existing) core-values to become a pragmatic set of CULTURAL-VALUES that have an established track record of helping organizations generate and focus corporate energy.
     • Using a foundation of clarified cultural values, a statement of purpose is developed and a vision of the preferred future is focused. Art McNeil has used this process around the world with fortune list companies such as BLACK & DECKER, AMEX, BRITISH AIRWAYS, UPS, and WHITBREAD in the UK
     • The process has been adapted for use by small to midsize organizations. 
• brand the organization inside/out
• discover the benefit of subordinating ‘personal authority’ to process-discipline—a means of managing more effectively in the shift-age.
• document an ethics platform that defines behavioral boundaries and accommodates holding people accountable
• practice three essential skills:
  1. recognizing cultural-value contributions in a way that inspires(the fist-bump ritual)
  2. conducting or participating in a performance correction session to solve problems and get results (the pit-stop session)
  3. delivering a personalized “corporate purpose” message (learn to quickly and effectively communicate what is special about your organization)

A self delivered Inspirational-leadership & Process-discipline support system is available. This resource was designed to help CEOs cascade the workshop’s output to all managers, supervisors, and employees. It includes a comprehensive facilitator guide and HD videos so that the program can be delivered by an internal or external coach /administrator.

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Workshop # 3

The Culture Reboot

1. Build on your corporate history rather than be contained by it
2. Develop a contagious brand-promise (aka Corporate North Star)
3. Focus a three-year vision of a preferred future
4. Make leadership everybody’s business and generate sustainable corporate energy
5. Transform fundamental personal beliefs and create team oriented cultural values
6. Declare non-negotiable behavioral boundaries for each cultural value
7. Align people to consistently deliver on the contagious brand promise
8. Teach everybody to use the FIST-BUMP RITUAL© Art McNeil 2020 to generate sustainable corporate energy
9. Teach everybody with direct reports to hold people accountable using the COMPLIANCE PIT-STOP© Art McNeil 2020
10. Strengthen process-discipline and reduce reliance on the use of personal authority
11. Build an employee-centered continuous improvement process to reduce waste and rework

 

Model Used In The Culture Reboot 1/2 Day Executive Session

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In Praise of Art McNeil:

“Art has the unique ability to cut through the noise of business and inspire executives, managers, and workers to confront things that really matter. He has a profound understanding of the impact that market changes have on the way people need to work in organizations”.

Rod Smart, Senior Partner, Achieve Global Pty, Ltd.

“Art left 250 conferees wanting more; that is impact. Our people gained a new insight into personal leadership and reached a new level of motivation. There are only a few presenters that can deliver this reaction; Art is in this select group.”

James McCoubrey, Sr. VP General Signal.

“To our great satisfaction, Art McNeil proved to be more than an excellent orator. With rather short notice, he customized his presentation to incorporate Pfizer’s global values and vision. The result was a highly effective presentation. Our audience overwhelmingly rated Art as an outstanding presenter with relevant and informative content which was easily transferable to their lives.”

Stanley R. Schmidt, Director, Professional Development Pfizer, Inc.

“Art helped us take what was a fuzzy emotional concept and clarify leadership for real world application. The jury has rendered its verdict: Leadership as defined by Art McNeil is a competitive edge.”

John Cleghorn, President, RBC Royal Bank.

“Art McNeil’s process of values clarification and his perspectives on leadership were extremely productive.”

Nolan Archibald, CEO, Black & Decker.

“Tom Peters left us a message, but Art McNeil gave us the tools.”

Joe Coors, President, Coors, Inc.

“Art spent a day helping us clarify our core values. We also discovered that leadership was not a management position but an essential activity for everybody. Once that sank in, our management, sales, service, and administrative teams were never the same. In three short months our existing processes came alive with newfound energy and we became the nation’s #1 dealer as measured by Ford’s Customer Service Index. Nothing I have attended before or since delivered so much, of such value, so fast.”

Tony Carson, Ford Dealer

Contacts

At LSI we never tire of interacting with people.  Although the majority of our readers are CEOs and senior managers, we seek input from everyone interested in Inspirational-leadership and Process-discipline.  That’s because we believe that leadership is everybody’s business.  Where could dialogue with LSI lead?

Let’s connect and see where it takes us. My email address is below. All questions and comments are directed to me first.  You can expect a timely response .   If you prefer, call me at 813-598-7371.

Best wishes,

Managing partner,  Leadership Strategy Insider

CEO, The Baton Management System

Press

It’s all about values—yours!

By Nicole Norfleet, Times Staff Writer

Art McNeil executive coach, speaker, and author

McNeil coaches executives in and around Tampa Bay.   Last year, he launched The Baton Management System., a web-based self help program for CEOs wanting to take their company to the next level and create transferable wealth. His advice for companies that are suffering through recession — replace what you know with  processes for finding out and taking action faster than the competition.  He talked with the Times from his Tampa home last week.

Why is the hurricane is a meaningful metaphor for what businesses are facing today?

During tough times great leaders remain centered.  When an operational hurricane is raging around them, they step out of the turbulence and take micro-second trips to a calm center.  Their calm center consists of what they believe. No matter how confused the situation, no matter how out of control events are around them, they center themselves by asking, “what action can I take that remains true to my values?  Enron, for example was dealing with a market hurricane. Their stock was down—shareholders were unhappy.  Somebody suggested transferring expenses (temporarily) to make a quarter look good.  That concession greased a slippery slope.  Hiding expenses became an acceptable tactic.  Nobody stepped up and said, “Hold on, is expense hiding ethical?”

You said you consider yourself a “corporate exorcist.” What does that mean?

There are many remnants of the industrial age hanging around that CEOs are seldom aware of. The way many people are organized for work, the belief that a boss should know everything, is from an age long gone.  Knowledge eventually becomes a liability because if you know you don’t have to learn.  In the shift age continuous improvement is essential.

Should CEOs model a calm center when their company is in a hurricane?

There is no hierarchy to leadership.  Leadership must be everybody’s business. Management is about orchestrating plans, process, and positions, to produce results.  Leadership, by contrast,  is about the generation of energy, creativity, will to win, and the desire to belong—you can manage positions, but you must  lead people.

Who encompasses what you believe makes a leader excellent?

Apple has done a magnificent job.  Co-founder and CEO Steve Jobs is a great leader because he attracts creative people and fosters impassioned teams. Over the years, they’ve come up with one great idea after another. He leads a learning organization—but hires tough process managers that now how to bring projects in on time and on budget..

You say that CEOs shouldn’t focus exclusively on trending data. Is that advice still relevant?

In my coaching practice, I ask “what do your folks know that might hold you back?  For example, a construction company may know that their way of installing windows is best.” Really…when was the last time they checked? Knowledge can be a liability because people whoo know don’t have to learn.  The collection of data is yesterday’s news—important, don’t get me wrong, but it’s still yesterday’s news. The big question is, “what are you going to do with data from a market that’s changing faster than ever before? Your  data may be trying to measure a  world that no longer exists.

Do your lessons also apply outside the business realm?

When the executive function isn’t being performed well at home (or at work), the kids (employees) will act out. I went back to school at age 50 and earned a graduate degree in applied behavioral science—studying leadership, group dynamics,  and dysfunctional families. I believe that what goes on around the kitchen table is no different than what goes on around the boardroom table—just bigger words and larger consequences.  When you get to the truth, it applies everywhere.   When turbulent events pull you off course, at home or at work, without a calm “values center” the hurricane will blow you away.

What’s the most important advice you give to CEOs?

Never stop learning…speed of the leader, speed of the pack and all that.  Hire an executive coach or join a group of non competing peers that will hold you accountable. Don’t expand unless you have the capacity  to stop acting like a “play by ear” jazz band and the courage to perform  like an orchestra, aligning contributors using the business equivalent of a musical score—process.

Advertise

Mission:

To promote Inspirational-leadership and Process-discipline that will help people and organizations survive and prosper .

Launched January 2012,

• Leadership Strategy Insider is produced every weekday.
  The content is targeted to CEOs, senior executives, managers, and
  supervisors, of organizations in the private, public, and Not for Profit
  sectors.

Focus:

• Delivering meaningful content that promotes elevated conversation on the timeless art of inspirational-leadership and the evolving science of management in the “shift-age”.
• Our objective is to foster a sense of community among readers. We do not focus on banner or link advertising. Our limited ad spaces ensure that your message will be clear and
  exclusive. Our unique ‘Sponsor Link’ offers a prominent position at the foot of
  each post.

Advertisor specs. 

• LSI is reserved for products or services that will directly benefit our
  readers (executives, managers, and supervisors).

Expectations:

• We expect high levels of targeted traffic
  to five keys:

1. Page one, number one rankings for ‘leadership’ and other relevant key words on all major and minor search engines.

2. Promotion from our website, email footer, and keynote addresses and leadership seminars.

3. A rapidly growing list of popular blogs and websites are scheduled to link to us, quote us, or recognize us in some fashion.

4. Inclusion in all major blog directories and robust visitor streams from: The Washington Post, Wall Street Journal, Google News, USA Today, Chicago Sun-Times,
Reuters News, Business Week, Fast Company, CNN, San Francisco Chronicle, The New York Times, Forbes, Twitter, Facebook Blog Network. Canada’s Globe & Mail, and The Financial Times plus other respected sources who will carry our RSS feed.

5. Content. We will build a loyal readership base and attract new readers by publishing content with a blend of academic and real world angles from renowned CEOs and leadership experts. Like a news outlet, new content will be added every day of the work week. We will develop content partnerships with leading institutions around the world to
support our goal of delivering thought provoking content that betters the management community.

FAQ:

Who reads Leadership Strategy
Insider?

• CEOs, Senior executives, Managers
  and Supervisors from organizations large and small, as well as Educators, and Thought Leaders.

Who advertises on Branding Strategy
Insider?

• National organizations wanting to reach CEOs and senior management teams. High net-worth wealth-management firms, Banks, Accounting and Management Consulting companies, and Training firms to name a few. We are highly selective of who will advertise on LSI.

How do you measure traffic?

• With Feedburner Pro Stats, Google Analytics and TypePad Pro Stats

What is your targeted Google PR Rank?

• Our  target is to earn a coveted PR 6 ranking.

What is the investment?

• $100   monthly

Can advertising agencies advertise here?

• We will seamlessly support the involvement of ad agencies.

Who publishes Leadership Strategy Insider?

• Art McNeil Enterprises, Inc. Tampa Florida and Toronto Ontario

Client perspective:

Why do you advertise on LSI?

• ‘ to reach influential executives’  Derrick Daye, Managing Partner, The Blake Project’
• ‘to reach the owners of  mid market  businesses’

Do you promote/support causes on LSI?

• We assist business schools by donating banner space on LSI and periodically donating the speaking services of our thought-leader contributors.

Contact LSI managing partner Art McNeil for ad placement

Authors

visit www.CreateTransferableWealth.com/products

About Dr. R.A. “Art” McNeil Phd.

Art is recognized around the world as authority on aligning people to deliver on a contagious brand promise (coaching CEOs and management teams on how  to take their companies to the next level).  Among his many publications he authored a #1 bestseller entitled, The “I” of the Hurricane: Generating Corporate Energy that has become an international classic in eight languages.

Art differentiated the consulting company he founded with the brand promise (aka reason for being statement) “WHEN THEORY IS NOT ENOUGH” He advised potential Clients, “if you want a costly report hire a consultant—if you want behavior change (results) partner with us.”  This eventually differentiated Achieve as an international a market leader working with Fortune companies around the world.  At age 49, Art earned a mid-career Master of Arts Degree in Applied Behavioral Science from Whitworth University where he studied leadership and group dynamics.  When asked why he included family studies Art replied, “because what goes on around the kitchen table goes on around the boardroom table—just bigger words and more paperwork.”  He has been published in many management and business journals such as Executive Excellence and Family Business Magazine, and also wrote a syndicated newspaper column, entitled Life is not a Spectator Sport.

MOST REQUESTED TOPICS: Those choosing to lead successful businesses, community groups, and families will have to make a 180° shift from a mindset of knowing, to an attitude of not knowing…moderating their trust in knowledge (experience) by adopting methods for finding out and taking action faster than the competition (process).”     

A transition metaphor:  

Like expert jazz bands, successful small companies create excellent music because a limited number of players are motivated by the founder’s vision. They know their team’s strengths and limitations, cover for each other, become experts at shooting from the hip, changing direction on the fly and multi-tasking—in short, they are prepared and capable of doing whatever it takes to win audience approval. 

But when the group starts adding or removing people, the freewheeling style that propelled them to success, starts creating performance problems.   Failures are often the result of poor cash management (it takes more to supply and house an orchestra), undisciplined hiring, and a reliance on personality and personal authority rather than process discipline. Because there is seldom a comprehensive induction process for new employees, the group’s vision, values and operating methods exist only in the heads of the leader and his/her original team.  Jazz bands and smaller companies are capable of gaining audience approval provided they remain small. The decision to grow requires letting go of entrepreneurial (seat of the pants) management and should never be taken lightly.  When a company is growing, founders who can’t get out of their own way become an impediment rather than an asset. 

Unlike their freewheeling jazz counterparts, musicians in large groups follow a prearranged score.  Playing in an orchestra demands absolute compliance to the written music.   The conductor can’t allow members to blow, bow, or drum out spontaneous licks whenever the spirit moves them. High performing conductors demand that each position play exactly what has been written. In an orchestra, collaboration fosters passion and pride, even though individual assignments may not always be challenging or exciting. The composer, conductor and musicians have specific roles to play—they trust colleagues to play their assigned parts. Many talented musicians can’t succeed in large groups because they are either unwilling or incapable of adhering to written music.”  Growth seeking CEOs, managers and employees must learn to read and write the business equivalent of a musical score—process.  When a company is asked to change (in the “shift-age” the fastest—not the largest, will survive and prosper).  People who read music can change tunes easily.  Employees must be capable of:  following process, playing their assigned parts well and also alert management when they notice non-compliance. The CEOs primary responsibility is to ensure that audiences remain delighted with what is being played and that the needs of all partners—internal, external, and funding—will be met now and in the future.

Art’s Links

More to come, stay tuned!