Welcome!

1. Welcome! These workshops are called “Managing for Success.” But, what is success? While we’re waiting for everyone to arrive could you… Jot down what success means to you? Identify one situation, related to your farm, where you felt successful? Identify one situation, related to your family, where you felt successful? List what you’d like to gain or learn for these workshops to be a “success” from your point of view?

2. Welcome! While we’re waiting for everyone to arrive could you… …think about a decision you’ve made and implemented. Could be big or small, recent or past, positive outcome or negative, ... anything. Try to piece back together as many aspects you can think of as to what went into making the decision and how you got to the outcome. Try to answer the questions below… feel free to stop when the questions no longer apply. What prompted (or was behind) the decision? Why was doing something about it important to you? Was it straightforward or complicated? What told you how much of a problem you had? How did you determine what was causing the problem? What “fixes” did you come up with? How did you determine which fix to go with? How did (or will) you go about putting the fix into play? How did (or will) you know that it’s having the desired effect?

3. Problem Solving Cycle Define Compelling Vision of Business Translated through Goals and into Systems of Interest define Determine interactions among systems and “where to look” Control Determine measures and performance standards – “Is it working”? DMAIC* Approach to Problem Solving and Continuous Improvement *adapted from Six Sigma Measure Determine appropriate measures, apply and compare with benchmarks Improve Combine alternative generation, decision making and tactical planning Analyze Determine root cause(s) of sub optimal performance or accept current performance

4. You may or may not have the title “Manager”, but if you make decisions in the course of your work you are managing! The DMAIC process is the universal manager’s tool. What we hope to accomplish over 7½ hours in these two sessions is to help you discover a greater context around this process and make your job as fulfilling as possible. Here’s how…

5. Problem Solving Cycle Define Compelling Vision of Business Translated through Goals and into Systems of Interest Day 1 *Family Owned Businesses: Challenges & Opportunities plus Getting What you Want - Dr. Pat Frishkoff (90) *Building Your Compelling Vision (45) *Case Farm Introduction (15) *Case Farm: Setting Long and Short Term Goals (45) *What to Put into Practice for Next Week (15)

6. Day 2 *What was Learned/Gained from Actions Taken over Week? (20) *Improve - I: Improving intro - Getting to Tangible Action (10) *Improve - II: Problem Diagnosis -- Measure & Analyze (40) *Improve - III: Explore, Create, Judge & Decide (40) *Improve - IV: Getting from Idea to Implementation (40) *Improve - V: Pitfalls -- Finding the Time to Implement (30) *Improve - VI: Overview of "Change Campaign" (Change, Conflict, Communication) (30) *Is it Working? Measured Impacts (Control) (20) *Next Steps – SWOT Analysis Challenge & Course Evaluation (15)

7. Day 3 (2 or more months from now, if “earned”) *Experiences since last meeting? (30) *Full Version of 3-C´s, Change, Conflict, Communication (50) *So, Who´s the Leading the Charge and Who´s Managing? (50) *Management Dissected -- Where We´ve Been (20) *Wrap up (10)

8. Learning Objectives At the end of this educational program, you will be able to: • Recognize unique attributes of involvement in a family owned business and discover proactive ways to avoid the pitfalls • Develop an ongoing process to  clarify the business’ purpose,  create a picture of future success,  understand what drives the people involved and  write and review the farm’s compelling vision that can be easily communicated and lived. •  Identify, analyze, and evaluate the farm’s natural, physical, financial, and people • resources from current reports using “SWOT” analysis – as a prelude to setting • long and short term goals • Internalize the problem solving process (Define, Measure, Analyze, Improve, Control) and apply it at all levels throughout the business. • Breakthrough the barriers imposed by peoples’ natural resistance to change and the downside to conflict through thoughtful communication.

9. Managing for Success ’07 -- Time for Change!

10. Introductions – Around the table… • Who You are… • Where from…  Type of Business…  What would be different in your business or your life two years from now if you “succeed”?

12. What this is really all about… Insanity: doing the same thing over and over again and expecting different results. -- Albert Einstein Change means movement. Movement means friction. Only in the frictionless vacuum of a nonexistent abstract world can movement or change occur without that abrasive friction of conflict. -- Saul Alinsky Progress is a nice word. But change is its motivator. And change has its enemies. -- Robert F. Kennedy It is not necessary to change. Survival is not mandatory -- W. Edwards Deming Change is inevitable - except from a vending machine. -- Robert C. Gallagher

13. First up… and First Things First! Dr. Pat Frishkoff: Family Owned Businesses: Challenges & Opportunities … and Getting What you Want