PROFILES IN COURAGE PROFILES IN COURAGE ECONOMICS, POLITICS, RISK - - PowerPoint PPT Presentation

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 UNION MARKET SHARE: 13-

• 15%

15% 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 L-

• M BLAME, CONFLICT & DELAY

M BLAME, CONFLICT & DELAY LOSS OF MID LOSS OF MID-

• RISE, PUBLIC WORKS

RISE, PUBLIC WORKS 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 WHAT CAN’ ’T YOU CONTROL? T YOU CONTROL? INTERNAL VS. EXTERNAL INTERNAL VS. EXTERNAL PROACTIVE VS. REACTIVE PROACTIVE VS. REACTIVE

COURAGEOUS LEADERSHIP IN COURAGEOUS LEADERSHIP IN ACTION ACTION

PRO PRO-

• ACTIVE VS REACTIVE

ACTIVE VS REACTIVE 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

PROFILE IN COURAGE FOCUS ON WHAT YOU CAN CONTROL SIR ERNEST SHACKLETON

LEADERSHIP AGAINST THE ODDS BUILT ON UNITY

NO OUT. NO COMPROMISE. NO GIVING UP.

WHAT WHAT’ ’S NEXT? S NEXT?

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 DON’ ’T GET CONTRACTOR CHALLENGES T GET CONTRACTOR CHALLENGES 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 OWNER-

• END USER CHALLENGES

END USER CHALLENGES BUY BUY-

• IN & COMMITMENT IS FIRST

IN & COMMITMENT IS FIRST

LEADING OUR THIRD PARTNER LEADING OUR THIRD PARTNER

MANAGEMENT MANAGEMENT LABOR LABOR

RANK AND RANK AND FILE FILE

THE CHALLENGES THE CHALLENGES

R & F Don R & F Don’ ’t Understand the Business t Understand the Business R & File Don R & File Don’ ’t Get the Challenges t Get the Challenges Rank and File = Not Engaged Rank and File = Not Engaged Rank and File Do Not Have A Rank and File Do Not Have A “ “Why Why” ” How Does This Impact Economics & How Does This Impact Economics & Politics? Politics?

INFORMATION VS ENGAGEMENT INFORMATION VS ENGAGEMENT

LEVELS OF LEVELS OF INFORMATION INFORMATION LEVELS OF LEVELS OF ENGAGEMENT ENGAGEMENT

KEY

LEADERS

FIELD SUPERVISION

RANK AND FILE NOT VERY VERY

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 SAY “ “HEY WHATEVER WE NEED TO HEY WHATEVER WE NEED TO DO, WE DO, WE’ ’RE BEHIND YOU RE BEHIND YOU…” …”

REALITY REALITY

BUILDING ON SUCCESS BUILDING ON SUCCESS LEADING THE NATION LEADING THE NATION

PROFILE IN LEADERSHIP “FAILURE IS NOT AN OPTION”

GENE KRANZ & APOLLO 13 TEAM EFFORT = RESULTS

RELENTLESS DETERMINATION

TRY EVERYTHING. REINVENT NOW.

THE LEADERSHIP RULE THE LEADERSHIP RULE OF 20 OF 20-

• 60

60-

• 20

20

THE NAYSAYER B.S. THE NAYSAYER B.S.

DON DON’ ’T NEED TO CHANGE T NEED TO CHANGE “ “BACK IN THE DAY BACK IN THE DAY” ” S S – – I I – – D D 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 Productivity & Buy-

• In Impact on Future Workforce

In Impact on Future Workforce

WHY IS ENGAGEMENT WHY IS ENGAGEMENT IMPORTANT? IMPORTANT?

LEADERS INFLUENCING THE 20 LEADERS INFLUENCING THE 20 – – 60 60 – – 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 THE THREE C’ ’S S

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?

OUR COSTS

COST OF SELF COST OF LABOR

• AVG. NET PROFITS

VARIABLES THAT IMPACT COSTS

ENGAGEMENT: ENGAGEMENT: COMMITMENT COMMITMENT

WHAT DO WE STAND FOR? WHAT DO WE STAND FOR?

– – PROFESSIONALISM PROFESSIONALISM – – ACCOUNTABILITY ACCOUNTABILITY – – PRODUCTIVITY PRODUCTIVITY

WHAT IS IN IT FOR YOU? WHAT IS IN IT FOR YOU? WHAT IS AT RISK? WHAT IS AT RISK? HOW DO WE COMMUNICATE THIS? HOW DO WE COMMUNICATE THIS?

WHEN EVERYONE GETS IT WHEN EVERYONE GETS IT ENGAGING AND MOTIVATING ENGAGING AND MOTIVATING RANK AND FILE RANK AND FILE

Understand Business Lifecycle: Reality Understand Business Lifecycle: Reality Declining Market Share & Membership Declining Market Share & Membership Their Personal Role and Responsibility Their Personal Role and Responsibility Labor Labor-

• Management Impact: Pensions,

Management Impact: Pensions, Bargaining & Market Share Bargaining & Market Share Market Trends, Growth & Survival Market Trends, Growth & Survival

NEW TEAM METRICS NEW TEAM METRICS MARKET SHARE MARKET SHARE GAINS OR

GAINS OR LOSS (WHY IT LOSS (WHY IT’ ’S IMPORTANT) S IMPORTANT)

HOURS WORKED HOURS WORKED (DETERMINES

(DETERMINES EARNINGS) EARNINGS)

SHARED REWARDS VS SHARED REWARDS VS CONSEQUENCES CONSEQUENCES

A COMPETATIVE PERFORMANCE A COMPETATIVE PERFORMANCE CULTURE CULTURE

From (Ideological) Entitlement to From (Ideological) Entitlement to (Economic) Responsibility (Economic) Responsibility Total Political Support for their Leaders Total Political Support for their Leaders Visible Efforts by the Contractors Visible Efforts by the Contractors A Foundation for Contractor and End A Foundation for Contractor and End-

• User

User Expectations Expectations A Business & Economics Performance A Business & Economics Performance Story Story

STRATEGIES AND TOOLS STRATEGIES AND TOOLS

LEADING LEADING THE NATION THE NATION

COURAGEOUS LEADERS

GREATNESS AT A PRICE ADVERSITY, OPPOSITION, SUCCESS.

ACTION PLAN ACTION PLAN

UNION MEMBER ENGAGEMENT, UNION MEMBER ENGAGEMENT, EDUCATION AND SUPPORT EDUCATION AND SUPPORT MAXIMIZE COMPETITION CULTURE MAXIMIZE COMPETITION CULTURE CONTRACTOR ACTIONS NECESSARY CONTRACTOR ACTIONS NECESSARY ATTACKING MARKETS WE ATTACKING MARKETS WE’ ’RE LOSING RE LOSING SECURING MARKETS WE SECURING MARKETS WE’ ’VE GOT VE GOT

MANAGEMENT MANAGEMENT

FOCUS ON WHAT YOU CAN CONTROL FOCUS ON WHAT YOU CAN CONTROL MANAGE POSITIVE MANAGE POSITIVE THE RIGHT THINGS FOR THE RIGHT THE RIGHT THINGS FOR THE RIGHT REASONS REASONS

MENTORING MENTORING

THE SEEDS OF SUCCESS THE SEEDS OF SUCCESS FOUNDATION FOR THE FUTURE FOUNDATION FOR THE FUTURE A BOTTOM LINE STRATEGY A BOTTOM LINE STRATEGY YOUR GIFT TO THE INDUSTRY YOUR GIFT TO THE INDUSTRY THE BEST PART OF YOUR JOB THE BEST PART OF YOUR JOB

COURAGEOUS LEADERS

DO THE RIGHT THING FOR OTHERS

WITHIN OURSELVES IS THE POWER TO INSPIRE TEAM HOYT

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TOOLS TOOLS RESOURCES RESOURCES TRAINING TRAINING