PROFILES IN COURAGE PROFILES IN COURAGE ECONOMICS, POLITICS, RISK & REALITY ECONOMICS, POLITICS, RISK & REALITY MARK BRESLIN MARK BRESLIN WWW.BRESLIN.BIZ WWW.BRESLIN.BIZ
PROFILE IN COURAGE: PROFILE IN COURAGE: TRUTH TELLING TRUTH TELLING “IF YOU DON IF YOU DON’ ’T LIKE CHANGE T LIKE CHANGE “ YOU ARE GOING TO LIKE IRRELEVANCE YOU ARE GOING TO LIKE IRRELEVANCE EVEN LESS.” ” EVEN LESS. Gen. Eric Shinseki Gen. Eric Shinseki US Army Chief of Staff US Army Chief of Staff
MACRO ECONOMIC: NATIONAL MACRO ECONOMIC: NATIONAL UNION MARKET SHARE: 13- -15% 15% UNION MARKET SHARE: 13 COMPETATIVE MARKETS: PUBLIC COMPETATIVE MARKETS: PUBLIC WORKS, PLAS, MAJOR METRO AREAS WORKS, PLAS, MAJOR METRO AREAS GEOGRAPHY: LA, SF, SEATTLE, LV GEOGRAPHY: LA, SF, SEATTLE, LV (STRIP ONLY) ST. LOUIS, CHICAGO, (STRIP ONLY) ST. LOUIS, CHICAGO, BOSTON, NY, SELECT MKTS MIDWEST BOSTON, NY, SELECT MKTS MIDWEST & EASTERN SEABOARD & EASTERN SEABOARD 75% UNION TRADESMEN IN 13 STATES 75% UNION TRADESMEN IN 13 STATES
MACRO MARKET TRENDS MACRO MARKET TRENDS DENIAL & STALLING DENIAL & STALLING LOSS OF RESIDENTIAL LOSS OF RESIDENTIAL LOSS OF LITE COMMERCIAL LOSS OF LITE COMMERCIAL NON UNION GAINS BONDING & $$ NON UNION GAINS BONDING & $$ L- -M BLAME, CONFLICT & DELAY M BLAME, CONFLICT & DELAY L LOSS OF MID- -RISE, PUBLIC WORKS RISE, PUBLIC WORKS LOSS OF MID REACTIVE AND LATE RESPONSE REACTIVE AND LATE RESPONSE PERMENENT LOSS OF MARKETSHARE PERMENENT LOSS OF MARKETSHARE
CHALLENGES & CHOICES CHALLENGES & CHOICES CHALLENGE RESPONSE THEORY CHALLENGE RESPONSE THEORY – TOYNBE TOYNBE’ ’S NOBEL PRIZE S NOBEL PRIZE – CHANGE RESPONSE CHOICES CHANGE RESPONSE CHOICES – DENIAL DENIAL – – STALL STALL – – ANALYSIS ANALYSIS – – STRATEGY STRATEGY – – ACTION ACTION –
COURAGEOUS LEADERS COURAGEOUS LEADERS EMBRACE RISK & INNOVATION EMBRACE RISK & INNOVATION “We don We don’ ’t get a chance to do that many t get a chance to do that many “ things, so every one should be really things, so every one should be really excellent. This is our one life. So it better excellent. This is our one life. So it better be damn good. It better be worth it.” ” be damn good. It better be worth it. - Steve Jobs, Apple CEO - Steve Jobs, Apple CEO
GAME PLAN: HERE AND NOW GAME PLAN: HERE AND NOW HARVARD BUSINESS SCHOOL HARVARD BUSINESS SCHOOL ANALYSIS ANALYSIS WHAT YOU DO NOW DETERMINES WHAT YOU DO NOW DETERMINES THE FUTURE THE FUTURE
PROFILE IN COURAGE: LONG TERM CHOICE JEFF BEZOS: GROWTH BEFORE PROFIT
CRITICAL STRATEGIES CRITICAL STRATEGIES APPROACH APPROACH WHAT CAN YOU CONTROL? WHAT CAN YOU CONTROL? WHAT CAN’ ’T YOU CONTROL? T YOU CONTROL? WHAT CAN INTERNAL VS. EXTERNAL INTERNAL VS. EXTERNAL PROACTIVE VS. REACTIVE PROACTIVE VS. REACTIVE
COURAGEOUS LEADERSHIP IN COURAGEOUS LEADERSHIP IN ACTION ACTION PRO- -ACTIVE VS REACTIVE ACTIVE VS REACTIVE PRO REALITY VS DENIAL RESPONSE REALITY VS DENIAL RESPONSE PRAGMATIC VS POLITICAL PRAGMATIC VS POLITICAL SHOWING OTHERS VS. WAITING FOR SHOWING OTHERS VS. WAITING FOR OTHERS OTHERS REACHING FOR UNITY VS BLAME REACHING FOR UNITY VS BLAME
FOCUS ON WHAT YOU CAN CONTROL PROFILE IN COURAGE SIR ERNEST SHACKLETON
LEADERSHIP AGAINST THE ODDS BUILT ON UNITY NO OUT. NO COMPROMISE. NO GIVING UP.
WHAT’ ’S NEXT? S NEXT? WHAT ECONOMICS FORCED THIS CHANGE ECONOMICS FORCED THIS CHANGE WHAT DOES THE TEAM DO NEXT? WHAT DOES THE TEAM DO NEXT? HOW TO BUILD ON SUCCESS? HOW TO BUILD ON SUCCESS? WHAT DO THE CONTRACTORS DO? WHAT DO THE CONTRACTORS DO? WHERE DO WE START? WHERE DO WE START?
COURAGEOUS COURAGEOUS LEADERSHIP LEADERSHIP ECONOMICS ECONOMICS VS. VS. POLITICS POLITICS
CLASH OF THE TITANS CLASH OF THE TITANS CONTRACTORS = ECONOMIC SYSTEM CONTRACTORS = ECONOMIC SYSTEM – MEASURE DOLLARS, PROFIT, LOSS MEASURE DOLLARS, PROFIT, LOSS – – DON DON’ ’T GET UNION CHALLENGES T GET UNION CHALLENGES – – UNIONS = POLITICAL SYSTEM UNIONS = POLITICAL SYSTEM – MEASURES VOTES, MEMBERS, HOURS MEASURES VOTES, MEMBERS, HOURS DON’ ’T GET CONTRACTOR CHALLENGES T GET CONTRACTOR CHALLENGES DON HOW DO WE ALL SUCCEED HOW DO WE ALL SUCCEED ECONOMICALLY & POLITICALLY? ECONOMICALLY & POLITICALLY?
CHANGE = WIIFM = CHANGE = WIIFM = ENGAGEMENT ENGAGEMENT A Basic Element of Human Nature A Basic Element of Human Nature – Self Interest Changes Behavior – Self Interest Changes Behavior A Basic Law of Business & Commerce A Basic Law of Business & Commerce – Economic & Operational ROI Economic & Operational ROI –
FIRST THINGS FIRST FIRST THINGS FIRST ECONOMIC CHALLENGES ECONOMIC CHALLENGES POLITICAL CHALLENGES POLITICAL CHALLENGES COMPETITION CHALLENGES COMPETITION CHALLENGES OWNER- -END USER CHALLENGES END USER CHALLENGES OWNER BUY- -IN & COMMITMENT IS FIRST IN & COMMITMENT IS FIRST BUY
LEADING OUR THIRD PARTNER LEADING OUR THIRD PARTNER MANAGEMENT LABOR MANAGEMENT LABOR RANK AND RANK AND FILE FILE
THE CHALLENGES THE CHALLENGES R & F Don’ ’t Understand the Business t Understand the Business R & F Don R & File Don’ ’t Get the Challenges t Get the Challenges R & File Don Rank and File = Not Engaged Rank and File = Not Engaged Rank and File Do Not Have A “ “Why Why” ” Rank and File Do Not Have A How Does This Impact Economics & How Does This Impact Economics & Politics? Politics?
INFORMATION VS ENGAGEMENT INFORMATION VS ENGAGEMENT LEVELS OF LEVELS OF LEVELS OF LEVELS OF INFORMATION ENGAGEMENT INFORMATION ENGAGEMENT VERY KEY LEADERS FIELD SUPERVISION VERY NOT RANK AND FILE
THE ENGAGEMENT THE ENGAGEMENT STARTING LINE STARTING LINE WHAT DO THEY NEED TO KNOW TO WHAT DO THEY NEED TO KNOW TO CHANGE BEHAVIORS AND BECOME CHANGE BEHAVIORS AND BECOME FULL PARTNERS? FULL PARTNERS? WHAT DOES IT TAKE FOR THEM TO WHAT DOES IT TAKE FOR THEM TO SAY “ “HEY WHATEVER WE NEED TO HEY WHATEVER WE NEED TO SAY DO, WE’ ’RE BEHIND YOU RE BEHIND YOU…” …” DO, WE
REALITY REALITY BUILDING ON SUCCESS BUILDING ON SUCCESS LEADING THE NATION LEADING THE NATION
“FAILURE IS NOT AN OPTION” PROFILE IN LEADERSHIP GENE KRANZ & APOLLO 13 TEAM EFFORT = RESULTS
RELENTLESS DETERMINATION TRY EVERYTHING. REINVENT NOW.
THE LEADERSHIP RULE THE LEADERSHIP RULE OF 20- -60 60- -20 20 OF 20
THE NAYSAYER B.S. THE NAYSAYER B.S. DON’ ’T NEED TO CHANGE T NEED TO CHANGE DON “BACK IN THE DAY BACK IN THE DAY” ” “ S – – I I – – D D S MESSING WITH TRADITION MESSING WITH TRADITION “YOU F YOU F-- --KING SELL OUTS KING SELL OUTS” ” “ THIS IS HOW WE ALWAYS DID IT THIS IS HOW WE ALWAYS DID IT AFRAID TO RISK OR FAIL AFRAID TO RISK OR FAIL
LEADING THE THIRD INDUSTRY LEADING THE THIRD INDUSTRY CULTURAL CHANGE CULTURAL CHANGE THE FIRST TWO CULTURAL THE FIRST TWO CULTURAL CHANGES? CHANGES? WHY DID THEY OCCUR? WHY DID THEY OCCUR? WHAT IS THE THIRD CULTURAL WHAT IS THE THIRD CULTURAL CHANGE? CHANGE? ACCOUNTABILITY ACCOUNTABILITY & PERFORMANCE & PERFORMANCE
CULTURAL CHANGE = CULTURAL CHANGE = ACCOUNTABILITY ACCOUNTABILITY WHAT BEHAVIORS DID WE CHANGE WHAT BEHAVIORS DID WE CHANGE THE FIRST TWO TIMES? THE FIRST TWO TIMES? HOW DID WE DO IT? HOW DID WE DO IT? ACCOUNTABILITY ACCOUNTABILITY – MAKING IT A PRIORITY MAKING IT A PRIORITY – – LABOR & MANAGEMENT – LABOR & MANAGEMENT – NO COMPROMISES NO COMPROMISES – WHAT WERE THE RESULTS? WHAT WERE THE RESULTS?
ACCOUNTABILITY & ACCOUNTABILITY & PERFORMANCE PERFORMANCE Changing Union Leader Metrics Changing Union Leader Metrics Changing Contractor Reactive Strategy Changing Contractor Reactive Strategy Changing Field Behaviors Changing Field Behaviors Engagement = Performance Engagement = Performance – Breaking Old Habits, Images & Stereotypes Breaking Old Habits, Images & Stereotypes – Operational & Economic Impact Operational & Economic Impact Union Political Impact Union Political Impact Delay or Prevent Change Impact Delay or Prevent Change Impact Productivity & Buy- -In Impact on Future Workforce In Impact on Future Workforce Productivity & Buy
WHY IS ENGAGEMENT WHY IS ENGAGEMENT IMPORTANT? IMPORTANT? LEADERS INFLUENCING THE 20 – – 60 60 – – LEADERS INFLUENCING THE 20 20 = 20 = – POSITIVE ECONOMIC IMPACT – POSITIVE ECONOMIC IMPACT – POSITIVE OPERATIONAL IMPACT POSITIVE OPERATIONAL IMPACT – – POSITIVE UNION POLITICAL IMPACT – POSITIVE UNION POLITICAL IMPACT – POSITIVE BARGAINING IMPACT POSITIVE BARGAINING IMPACT –
A SHARED VISION A SHARED VISION THE THREE C’ ’S S THE THREE C COMPETITION COMPETITION COSTS COSTS COMMITMENT COMMITMENT
OUR COMPETITION OUR COMPETITION WHAT IS THE MARKET SHARE? WHAT IS THE MARKET SHARE? WHAT IS THE LONG TERM TREND? WHAT IS THE LONG TERM TREND? HOW DOES THIS IMPACT THEM HOW DOES THIS IMPACT THEM PERSONALLY? PERSONALLY? WHAT ADVANTAGES DOES WHAT ADVANTAGES DOES COMPETITION HAVE? COMPETITION HAVE? WHAT DO THEY HAVE TO DO WHAT DO THEY HAVE TO DO PERSONALLY? PERSONALLY?
VARIABLES THAT IMPACT COSTS OUR COSTS AVG. NET PROFITS COST OF LABOR COST OF SELF
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