Dr. Clinton O. Longenecker Stranahan Professor of Leadership and Organizational Excellence

1. LEADING RAPID HR PERFORMANCE IMPROVEMENT: THE TWO-MINUTE DRILL APPROACH TO CHANGE!(No Spectators Allowed) Dr. Clinton O. Longenecker Stranahan Professor of Leadership and Organizational Excellence

2. PROLOGUE: STATE OF THE CHANGE GAME As a starting point of our learning experience, please read the PROLOGUE!

3. THE CALL FOR LEADING CHANGE AND GETTING BETTER RESULTS “The key to getting better results in a rapidly changing workplace is to improve your leadership and managerial talents so as to meet the changing demands required of you as a person of influence…These days our leaders must get better results on an ongoing basis and that requires effective leadership and process improvement…This is a real test for most of us but without real leadership, real change and improvement is going to continue to be a real problem…We have all the tools but leadership is the real difference!” CEO Fortune 1000 Service Organization

4. THINK!The Only Sign Found in the Office of IBM Founder Tom Watson Sr.! 1 to 9 (11.1%)

5. Think ABOUT CHANGE AS A TWO-MINUTE DRILL!

6. WHAT CHALLENGES ARE YOU CURRENTLY FACING AT WORK AS AN HR PROFESSIONAL?

7. “Those who survive are those who take control of the things they can control, know what they have to work with, make wise decisions and draw upon the collective wisdom and resources available to them…It is all about leadership.”

8. LEADERSHIP DEFINED • Someone who influences others toward the achievement of goals; • An individual who causes others to do things they might not otherwise do; • A person who demonstrates prowess in a given endeavor; and/or • Someone who makes things happen and gets results.

9. KEY FINDINGS ON RESULTS- ORIENTED LEADERS (n=2,000) • They solve problems quickly. • They remove • performance barriers fast. • 3.They improve performance with people and better processes. • 4. They develop themselves to • lead. • 5. They are very time sensitive!

10. High A Leader’s Competency Low ARE YOU A TRUSTWORTHY LEADER? EMPLOYEE RESPONSES TO LEADER TRUSTWORTHINESS Weak Strong A Leader’s Moral Character Key Questions: 1. What are the problems associated with working for an incompetent leader? 2. What are the problems associated with working for a questionable character?

11. Why would I want to FOLLOW YOU in a change?

12. You Are the Quarterback: Strength Rating • OF YOUR LIFE! • OF YOUR CAREER! • OF YOUR OPERATION! • OF IMPROVEMENT/CHANGE! (p. 37)

13. A CAREER SUCCESS AND SURVIVAL LESSON ON IMPROVEMENT AND CHANGE FOR PROFESSIONALS WHO ARE PAYING ATTENTION!

14. CHARACTERISITCS OF IMPROVEMENT INITIATIVES Effective/Successful? Ineffective/Unsuccessful?

15. CHARACTERISTICS OF A FOOTBALL TMD! THINK ABOUT THE BEST FOOTBALLTWO – MINUTE DRILL THAT YOU HAVE EVER SEEN! WHAT MADE IT WORK? (TMD Scoring Drives: 7 out of 10)

16. GREAT TMD GAMES… • “The Catch” – Pittsburgh vs. Arizona, Super Bowl XLIII Final: Steelers 27-23. • “The Underdog” – New England Patriots vs. New York Giants Super Bowl XLII Final: Giants 17-14. • “The Drive” - Denver Broncos vs. Cleveland Browns, AFC Championship 1987 Final: Broncos 26-23. • “The Bush Push” - ND vs. USC October 15, 2005 Final: USC 31-28. • “The Blue Grass Miracle” – LSU vs. Kentucky November 9, 2002 Final: LSU 33-30.

17. WHAT MADE THE TMD’s WORK?… • Great Quarterbacking! • The Desire to Not Lose! • Sense of Urgency! • Managing the Clock! • Exploiting Your Opponents Weaknesses! • Getting the Right Players on the Field! • Great Individual Effort! • Teamwork! • Executing a Great Series of Plays! • Keeping the Chains Moving! • Big Plays! • Getting into the “Red Zone”! • Making Sure the Score Holds!

18. WHAT IS A TMD AT WORK? The Two-Minute Drill is the critical leadership practice of creatingreal and rapid organizational improvement using the fundamentals of “rapid scoring” from American football when the stakes are high, time is short and real results are needed!

19. TMDs AT WORK! • A Fortune 1000 service organization redesigns and executes a new compensation system to better support a new sales strategy and selling model in 45 days with a 64% satisfaction rating among sales people and a increase in overall new customer sales. • A financial services organization analyzes and implements changes in its supply chain creating a 16% cost savings in 45 days. • A healthcare organization implements a new patient/customer satisfaction information management system in 2 months giving leaders real-time data for decision making. • A domestic manufacturer begins importing 40% of its component parts and creates and implements an effective delivery and distribution system to its domestic plant operations in one quarter. • A manufacturing plant shaves 11% out of cost of sales in 2 months to respond to price reduction demands from their customers.

20. OPPORTUNITIES FOR A TWO-MINUTE DRILL WIN IN YOUR ORGANIZATION! “Leadership is getting someone to do what they don't want to do in order to achieve what they want to achieve.” Tom Landry

21. KEY RESEARCH FINDINGS • Change efforts fail when they lack… • Clear focus • Effective leadership • Knowledge of opponents • A sense of urgency • A solid game plan and preparation • Talented & motivated people • Proper execution • Performance measurement • Performance feedback and adjustment • Organizational learning • (Momentum and energy)

22. WHAT DOES YOUR IMPROVEMENT PLAYBOOK LOOK LIKE

23. IMPROVEMENT MODELS • Lean • Kaizen • Six-Sigma • Toyota Production System • TQM • Lean/Six-Sigma • Reengineering • Ford QOS • Quality Circles • Traditional Organizational Development • Panic, Threats, Fear, Mandates, Cutting, Fist Pounding, Changing the Format, Setting the House on Fire, Meeting Mandates…

24. Common Ground Across Models* • Problem/Opportunity Identification • Mapping, Data Collection and Analysis • Gap Analysis/Benchmarking • Idea Generation and Activity Selection • Implementation/Action Planning • Implementation and Execution • Measurement • Follow-up and Adjustment *The TMD is an accelerant at each step.

25. A MODEL FOR CHANGE

26. Think ABOUT CHANGE AS A TWO-MINUTE DRILL!

27. THE TMD MODEL(P. 31)

28. “I am where I am at today because of a lot of great coaches who didn’t give up on me and who constantly encouraged and challenged me to get better at every phase of the game!”QB Eli Manning New York Giants Super Bowl MVP

29. QB Pre-Drive Assessment

30. Question #1: When in need of improvement, do you start by assessing your actual situation and clearly define your desired outcome(s)?

31. Lesson #1: Know the Score and Define Winning at the Start of any Change Effort! • Start by knowing the real score • Define winning for your enterprise, team and individuals • Communicate what it really means to WIN !

32. Question #2: When in need of improvement, do you really know what you are up against?

33. Lesson #2: Scout Your Opponents and Create Favorable Match-ups(Internal and External) • Know your competitors • Know yourself • Know your team • Know your franchise • Know your playing conditions

34. Question #3: When in need of improvement, do you create clear focus and a sense of urgency?

35. Lesson #3: Create an Extreme Focus and Sense of Urgency! • Declare the importance of winning • Create extreme focus • Ratchet up the sense of urgency • Rally the team…Fast! 74% of Managers can successfully handle less than 3 changes at a time!

36. Question #4: When in need of improvement, do you develop a real plan with the right people?

37. Lesson #4: Develop a Winning TMD Player and Play Package • Have the right people on the field, ready to play • Create ownership of every TMD play • Select plays that move the ball • Measure the performance of each play • Ensure assignments on each play are defined and understood • Virtual practice makes perfect

38. Question #5: When in need of improvement, do you execute every step of your plan?

39. Lesson #5: Execute the Right Plays and Score • Establish your TMD scoreboard • Snap the ball and move the chains • Make necessary adjustments fast • Manage the clock and keep the team hustling! • Execute in the Red Zone and score

40. Question #6: When in need of improvement, do you ensure that your changes really stick and then celebrate?

41. Lesson #6: Close Out the Game Then Celebrate (UK vs. LSU, 2002) • Check out the scoreboard and make sure you are really scoring • Don’t celebrate prematurely • Make sure the score holds up • Celebrate both the scoring drive and the win • Hand out the right trophies

42. Rule 12. Section 3. Article 1:“Restrictions on Scoring Celebrations Defined.”

43. Question #7: When in need of improvement, do you learn from the experience and apply these lessons to future change?

44. Lesson #7: Conduct Your Post Game Analysis and Press Conference • Know what went right and what could have been done better • Employ a press conference mentality and share your game films • Avoid political press conferences

45. Are You Winning?

46. THE REAL QUESTION IS….. “WHATCHA GONNA DO WITH THIS INFORMATION TO GET BETTER RESULTS?” 10-8-5-2

47. THANKS FOR BEING A GREAT GROUP! SEE YOU AT THE GAME! No spectators allowed!

48. AN EXAMPLE OF WINNING WITH THE TWO-MINUTE DRILL A TMD HALL OF FAME PERFORMANCE CTSK Industries, LLC. Houston, Texas

49. CTSK Industries, LLC. • Automotive Supplier (plastic components) • Long Record of Success • Struggling for the past 18 months • Excessive overtime • Three outside facilities • Large WIP • Corporate Lean initiatives started two years ago

50. Lean Initiative Actions Plant-wide training and certifications Banners throughout the plant Full-time CI coordinator Process maps on display No significant in the bottom line