CEOs asked an MIT and Johns Hopkins researcher:
"After the consultants leave, we still have change resistance, silos, culture issues, and politics.
What can we do?"
His methods were controversial, but his discovery was remarkable...
Find out why in this brief 2-min video:
As an executive, you know that employees determine the success or failure of any goal
Yet workplace politics, silos, change resistance, CYA, infighting, blaming and other dysfunctional behaviors sabotage the best of efforts.
This causes severe consequences on sales, profits, culture, and customer satisfaction.
In an act of hope, we rush to the next new management theory as the bright, shiny solution.
But despite the best efforts, research finds many employees still feeling:
- Stuck in their careers
- Concerned about their job security
- Demotivated by a lack of recognition
- Anxious about getting passed up for promotions
So in an effort to lead positive organizational change, you've tried:
- Training programs
- Process facilitators
- TEDx talks
- . . . or even a therapist
Yet for some reason they fall short.
Your employees participate in the above changes but . . .
if they're not willing to reveal the truth, hold each other accountable, challenge the status quo, expose a dead-end project, or stop hiding in the masses
. . . then all your efforts to improve are wasted.
I know. It sucks.
. . . but what if we started thinking about this differently?
Hello, I’m Don Schmincke
After leaving MIT and Johns Hopkins, I spent 30 years as a strategic growth and performance researcher.
Like many other "thought-leader expert" consultants, I have the usual credentials...
- I’ve written books (2 best sellers)
- I’ve delivered over 1,700 speeches
- I’ve been awarded as a top 10 speaker in the world’s largest CEO organization
- I’ve worked with CEO’s and organizations such as the US Navy, F100, and SMB businesses
Yet, I’m the guy they bring in when all the “experts” fail.
Some incredible experiences resulted from my strategic performance research:
- nearly being arrested as a capitalist spy in the Soviet Bloc
- getting shot off an aircraft carrier
- surviving in the Kurdish capital as Tehran held hostages
- being the first white person brought into an African Tsonga village
- developing missile inertial guidance systems while my frat brothers took Vegas (as portrayed in the movie “21”)
So, yeah, I’ve been through a lot figuring out how to solve your organization's problems.
In my work with over 7,000 CEO’s I made 3 alarming discoveries...
After studying planetary physics, biomedical engineering, and human evolution, I left MIT and was teaching at Johns Hopkins when I faced some disturbing findings:
Management theory failure rates are 70-90%.
I know. You've spent a lot of time on books and podcasts learning new best-selling theories on how to be a better leader.
But I’ve watched many great companies fall swiftly despite hiring the "experts", authors, and thought-leaders in those books.
Even in successful companies, I see wars raging on as frustrated executives try to make needed changes, and weary employees try to resist.
Maybe this is going on in your company right now?
You're not alone.
How many times have you heard an expert at a conference, came back and tried implementing what you heard but, no matter how motivational, nothing changed?
So, I turned to evolutionary genetics, anthropology, and neurology to uncover deeper ways for understanding why this happens and find new biologically-driven methods to fix it.
Finally, I unearthed a discovery in an obscure, ancient training manuscript written 7 centuries ago.
Oxford University gave me permission to research, publish, and test my findings with over 7,000 CEOs.
This led to an even bigger discovery. One that no thought-leader "expert" will ever tell you . . .
There's nothing wrong with your programs!
You probably know more than enough about how to improve leadership and your organization's performance. You could even teach a course on it at your local university!
So why do organizational change, cultural alignment,
and leadership development efforts fall short?
Something much deeper sabotages your efforts by causing people to:
- Hang on to old beliefs
- Resist change
- Let egos get in the way
- Lack the bravery to challenge themselves or others
- Dishonor your values
The real reasons failure happens:
FEAR and SELFISHNESS
So how do you
stop FEAR and SELFISHNESS
from continuing to sabotage your organization's changes, leadership, and development efforts?
What to do before conducting another change program?
. . . and ensure a successful ROI on your next initiative?
The secret lay buried in a 700-year-old Samurai text
on death, bravery, and honor
(and has been secretly working for hundreds of years)
Why Use Samurai Training?
(a brief 20-second overview)
"Becoming Samurai" is a 9-week online course that strengthens your employees for superior execution of any new program or organizational change.
Each module contains:
- Practical implementation exercises with relevancies, reflections, and on-the-job action steps
- Multiple, highly effective instructional modalities including:
- High-quality cinematography and effects
- Brief, easily consumable text
- Useful downloads and surveys
- Short, impactful video lessons
- Employee engagement checkpoints to enhance implementation by involving their manager
(Coaching options available)
Before you start thinking
"Not another training program, I've seen them all . . ."
This does not replace any of your programs.
It enhances ALL of them!
"Becoming Samurai" Provides 3 Keys to Creating Real, Lasting Change:
- Understand the true cause of program failures
You can’t fix it if you can’t identify the root cause.
- Let go of the “common” approaches to management and change.
There are no color-therapy or trust-falls that will shift the strategic performance of an organization.
- Overcome Selfishness and Fear.
Unless you unhook what's sabotaging you, you’ll never achieve the speed, bravery, and honor that propels the greatest organizations.
Here's What's Inside
Weekly Disciplines Include:
Taking personal responsibility for the journey becomes critical for the path ahead.
- Be responsible for your performance and blame no one
- Understand the value of engaging with your manager
- Prepare your manager for support
- Prepare yourself emotionally, mentally, and physically
- Realize the value of the disciplines you will learn
Fear stops employees from reaching higher, taking needed risks, and improving their performance.
- Identify what fears stop you
- How to move beyond your fears
- Seek higher growth and development
- Aspire to a higher potential despite your fears
- Be more willing to innovate
- Be open to feedback and coaching
Sustaining competitive strength requires continuous evolution. This means change is necessary, and that means something must die in order to be replaced by something else.
- Understand why change occurs
- How to accept, engage, and support change
- Reduce change resistance
- Step up to accept new roles and responsibilities
Primal, selfish, ego-driven behaviors hinder strategic execution. Understanding how to deal with this effectively frees the organization for higher performance.
- Get EGO out of the way
- Let go of what's holding you back
- Make faster decisions
- Stop blaming, infighting and selfishness
- Let the team mission drive
Strategic performance requires "Accountability." Employees need to be “counted on” by the CEO to fulfill duties, make wise decisions, and honor the values and purpose.
- Be brave enough to do the right thing, even if uncomfortable
- Focus more on results
- Hold yourself and others accountable
- Tell the truth even if unpopular so that management knows about real issues and can address them early
Honoring values, goals, and purpose are critical for successful organizations. This becomes strained when disrespect arises from other employees, customers, or competitors. But a Samurai employee has no excuse to violate this Code.
- Why and how to honor company values
- Lead from trust
- Ensure honesty
- Preserve integrity
What This Course Can Do For Your Company
Improvements in sales, profits, competitive advantage, and customer satisfaction from:
- Having successful leadership and organizational development programs
- Higher accountability with a more powerful culture
- More productivity and and less politics
- Faster and wiser decisions
- Increased openness to learning and innovation
Imagine the Impact When People Are:
Brave enough to:
- Tell the truth before it's too late
- Hold others and themselves accountable
- Embrace change with less resistance
- Have more courage when needed
Honorable enough to:
- Protect your cultural values
- Follow your ideals and mission
- Avoid workplace politics
- Express less selfishness
- Not blame, but accept their mistakes
- Increase respect
Strategic enough to:
- Know what affects sales
- Focus on traction
- Make faster decisions
- Solve problems effectively
- Engage others better
- Express competitive performance
Concepts Developed and Validated With Over 7,000 CEOs
In addition to permissions from Oxford and other universities, the methods and models survived field-testing against the hardest, most cynical audiences - the CEOs in our workshops for over 25 years.
Ancient truths validated by anthropology, evolutionary genetics, neurology, and other biological sciences.
Does this take too much time away from work
How does their manager know if they are making progress
Is coaching provided?
We've had so many trainings before, my people are cynical about taking another one
What's the best way to implement this program?
What are the consequences if you wait?
- Loss of ROI causing more pain trying to justify next year's training budget
- Extra effort trying to get employees to step up in accountability
- More time wasted in politics, CYA, turf battles, excuses, blaming, and other time-sapping dysfunctional behaviors
- More dead-end projects driving expenses higher
- Longer lines to HR . . or to YOUR office!
Time to Strengthen Your Organization
Coaching Options Available
OPTION 1 - Group Coaching
To facilitate learning progress for each Module and detect any common issues that management should be aware of.
- 1-hour weekly group Zoom coaching for up to 10 participants.
- Could be a mixed group, interdepartmental, or same unit.
OPTION 2 - Group Coaching With Their Manager
Includes all in OPTION 1 plus one extra hour of coaching weekly with team manager separately to facilitate leadership application.
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