CEOs asked an MIT and Johns Hopkins researcher:

"I'm frustrated. These new 'bestselling theories'
don't impact my sales or competitive advantage?"

 

What do I do?


The methods he discovered were controversial, but remarkably effective ...

As a CEO, you need to: 
- increase revenues
- enhance competitive advantage 
- disrupt, or avoid disruption

 


. . . but getting more traction depends on employees, so you try:

  • Training programs
  • Coaches
  • Consultants
  • Bestselling Books
  • Facilitators
  • TEDx talks
  • . . . and even a therapist

 

Yet for some reason organizational changes still fall short.

 

Yes, you know that leadership is about change.

 

But the "experts" forgot one small detail:

 

70-90% of changes are sabotaged by: 

  • Change Resistance
  • Ego-driven Agendas
  • Lack of Accountabilty and Trust 
  • Dishonoring of Values
  • Politics and Silos
  • Lack of Bravery
  • Fear and Anxiety
  • Poor Manager Engagement
  • CYA, infighting, blaming

 

Resulting in lost traction on sales, profits, and customer satisfaction. 

In an act of hope, you throw more money at the latest best-selling management trends in

  • strategy
  • culture
  • structure
  • processes
  • systems
  • skills
  • staffing

 

But instead of results, you struggle with missed targets and cynical employees afraid their boss will read a new book!

(Ever talk glowingly about the money spent on your last management consultant?)

You're not alone.

 

Research shows 70-90% of management theories don't work

You've been told that happy employees, motivational speeches, and "thought leadership" just about fixes everything. 

But what happened to those Great Companies in all the books?

They fell swiftly despite hiring the best "experts", consultants, and thought-leaders.

 

I know.  It sucks. 

 

 . . . but what if you started thinking differently?

 

What if you could get better traction by handling

the 2 overlooked root causes of failure?

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 15,000 CEO's I made an alarming discovery:

After studying planetary physics, biomedical engineering, and human evolution, I left MIT and was teaching at Johns Hopkins when I did something different:

 

I wanted to uncover why management theories fail so much and how to fix it.

 

So I turned to:

  • evolutionary psychology

  • genetics

  • anthropology

  • neurology

 

Finally, with Oxford University support, I unearthed the secret in an ancient leadership training manuscript written 7 centuries ago.

 

. . . I published and tested my findings with over 2,000 CEO groups.

 

This led to an even bigger discovery . . . one that no thought-leader "expert" will ever tell you.

 

What if there's nothing wrong with the theories or tools you're using?

What drives the failure of your organizational changes are the hidden dangers that lie beneath the surface.

  • Strategic confusion
  • Seductive phantoms
  • Fear and selfishness 

How do I know?

 

I study the dead.

While others study successful companies, I do autopsies.  

I know the dangers that stop any successful organization and bring it to its knees.

 . . . but I can also stop them.

What causes the high failure rates of:

Strategic Planning?

Most strategic plans are not strategic. They are just tactics. Go ahead. Open up your strategic plan and check.

 


Instead

Use a different strategic planning process that enables dramatic competitive advantage and market penetration using the proprietary applied research of the "Strategic Evolution" system.

Explore More

Organizational Change? 

Change resistance, lack of accountability, and silos are just symptoms. Underneath are the real culprits - Fear and Selfishness. 

 


Instead

Enhance speed of strategic execution by eliminating fear and selfishness with the "Becoming Samurai" employee training program.

Explore More

Leadership Development?

Not knowing what people really believe, and not triggering tribal grouping instincts, results in empty results from many training programs. 

 


Instead

Learn the secrets of aligning the human species and make sure you now what's really going on that they're not telling you. Try "CEO Snapshot" - used by the top business schools and the most successful companies.

Explore More

What Are Our New Performance Methods Based On?

 

A synthesis of over 100 years of academic research and 30 years of field testing with 15,000+ organizations. Our research on the high failure rates of management theories began at MIT and Johns Hopkins, with further support and insights from institutions like Oxford, Harvard, Wharton, Dartmouth, and many others

 

Why Change Programs Don't Produce Change

 

By: M. Beer, R. A. Eisenstat and B. Spector

The Halo Effect:

... and the Eight Other Business Delusions That Deceive Managers

by Phil Rosenzweig, professor

 

Evolutionary Psychology: The New Science of the Mind

 
David M. Buss, Ph.D.  Prev University of California at Berkley, Harvard University

 

High Altitude Leadership

The bestselling book  developed during filming of NBC's epic K2 climb while researching human instincts for leadership behavior
Find Out More

The Code of the Executive

Don's seminal research with Oxford's support that launched hundreds of executive team and cultural development efforts
Find Out More

Taught and used by over 15,000 CEOs and C-level executives

 

Implemented by the most prominent organizations in the world. 

 

Based on our research and support from leading institutions and minds.

What These New Approaches Can Do For Your Company

Increased in sales, competitive advantage, and customer satisfaction from:

  • Having successful leadership and organizational development programs
  • Higher accountability with a more powerful culture
  • More productivity and less politics
  • Faster and wiser decisions
  • Increased openness to learning and innovation

Ancient truths validated by anthropology, evolutionary genetics, neurology, and other biological sciences. 

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!

Thanks for your interest.

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