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© 2018 IntelliVen, LLC and The Leader Growth Group, LLC.All rights reserved. Quotation, reproduction or transmission is prohibited
without written permission from IntelliVen, LLC, Peter F. DiGiammarino, and David Spungin
Seven Truths to help you Change the World
Overview Workshop
San Francisco Chamber of CommerceOctober 25, 2018 #7truths
Tweet to enter
drawing:
2#7truths
Today’s Agenda
• 15’ Welcome, introductions
o Why I am here.
o Why are you here?
o How new skills become core.
• 7 Truths
o 15’ Get Clear and WWW exercise
o 2’ Get Aligned
o 10’ Plan Change
o 3’ Do & Review, Get Help, Focus, Grow
• 10’ Strategic Leadership Immersion Program summary
• 5’ Summarize key take-aways, drawing
3
Peter DiGiammarino (aka PeterD)
CEO, IntelliVen
• 1971-77: LEARN (It’s all about people.)
o BS: CS, Economics, Math.
o Sloan MBA: MIS, Strategy, OD; Schein, Beckhardt, Van Maanen.
• 1977-96: DO (This stuff works.)
o Joined a regional start-up within a startup.
o Helped grow to 10,000 people and $1B+ over 20-years.
o My part: $175M; 2000 people world-wide.
• 1996-2010: PROVE/HONE (It really works!)
o Top roles with public, private, VC-backed, and PE-owned ventures.
o 1B+ in realized value/impact.
• 2010-Present: TEACH/COACH (It works for others)
o Board member, adviser, coach, adjunct.
o Package and distribute practical ways to apply behavioral theory.
o Develop and teach post-graduate/executive curriculum for enlightened leaders.
New skills first enter from the outside, then as
staff, before becoming core and, then pervasive.
CEO
Marketing Sales Development Delivery
3. Core
2. Staff
4. Pervasive 4. Pervasive 4. Pervasive 4. Pervasive
Examples:• Information Technology and Process Evolution in the ‘80s-‘00s.
• Practical application of behavioral theory today.
1. Outside
To speed up the application of behavioral theory we:• Work directly with line-executives and their teams.
• Give outside and inside consultants experience in the executive role.
Get Clear
Know whose problem
you solve, how, and
how well.
Truth. An organization exists
to solve a problem for people.
Action.
6
provides…
WHAT
for…
WHO
WHYthey pay for it.
The ___________________ organization:
7#7truths
What AMC provides, for WHO, and WHY.
• For residential homeowners and light commercial business owners.
• Designers/architects/engineers.
• For current clients.
for…
WHO
• Our skill set and personalities suit working with end users.
• Because there is a large gap in knowledge and systems for all
independent design professionals for outlining a scope of work that fits
the end user and desired budget.
• To keep relationship continuity
WHYthey pay for it.
Are some of these not in 1 and 2?
What are the skill sets and personalities?
Between what and what?
Does this apply to home owner or
designer/architect or both?
Are residential and home redundant?
Residential Remodeling Services to homeowners living in San Francisco.
We have revisited the industry standard way of signing up clients with a
heavy focus on pre-construction services. We create a team pre-project
(homeowners, designers and builders), so we can meet the clients needs
while staying within budget and time constraints along with giving insight of
potential problems / cost-overruns etc. that we foresee.
AMC provides…
WHAT
Answers WHO
Answers WHY
Where: In SF? Bay Area? North Bay?
Profile:
• With certain income/wealth?
• at a certain age/stage or circumstance?
Answers WHAT Answers HOW
8
Case Example
Pre: Walked away from a $9M
purchase offer.
“We do stuff for money”:
• IT billing system for energy business
• War-room build-outs
• Packaged collaboration software
• Strategy facilitation for government
leaders
• Strategy facilitation for corporate
leaders
Post: Sold 4-years later for $30+M.
One WWW:
.
.
.
Visually stimulating strategy setting
facilitation, top team alignment, and
initiative implementation support.
provides…
WHAT
US Federal Government leadersfor…
WHO
Make a difference, accomplish a
mission, leave a legacy, get
promoted.
WHYthey pay for
it.
• P R E P AR I N G A W W W I S M O R E O F A C H AL L E N G E
T H AN I T F I R S T S E E M S .
• I T ’ S S T R AI G H T F O R W A R D F O R A T E AM T O U P G R AD E
I T S W W W … B U T I T T AK E S F O C U S E D E F F O R T .
• I T I S W O R T H T H E T R O U B L E F O R A T E AM T O W O R K
O N T H E I R W W W .
• AL I G N M E N T F O L L O W S C L AR I T Y R E AC H E D J O I N T L Y .
WWW Take-Aways
Get Aligned
Decide what kind of
leader to be and collect
followers.
Truth. It takes a team.
Action.
11
There are many ways to lead.
SERGEANT: follow me
LEAGUE: team of leaders
ICON: team carries leader
HERO: leader carries team
HERDER: get along
TEACHER: come along
Plan Change
Truth. Context matters.
Decide what must
change, why, and how.
Action.
13
What Happens After a Typical Offsite
Offsite
.___
.___
Actual
.___
.___
Implementation
Flat-lined Same meeting
next year!
Imagined
Offsite
Thriving
Benefits
realized.
Implementation
What must be done to achieve the Target State
Have audit team review program for approval. Implement
new hire training program and refresher course training for
current employees. Evaluate program quarterly.
Change Framework Example
Good: Create a more aligned and efficient
training system that allows us to retain 10-15%
more customer sales annually.
Bad: Continued losses in sales and new
customers, increasing our competitors market
share.
How things will be.
1. Increase sale orders
by 10-15% annually.
(Decrease “pending” to
25%)
2. Analysts are aligned
with support staff and
working together to
improve process and
efficiency.
3. Analysts have proper
knowledge base and
support to improve sales
performances. 1. Changing old behaviors and adopting new ones
takes time to learn and adjust. (Especially top
agents familiar with old system)
2. Getting all of the supporting
structures/departments in the US to align and
communicate in an efficient and productive
manner.
How things are now.
1. 40% of our current
sales orders are placed
into the "pending" cue.
2. Support staff are not
aligned. Quality Control
is seen as a negative.
3. Process of managing
and implementing new
changes in KB is
inefficient and costly.
Case for Change
Target State
Barriers
Current State
Meet with leadership team; conduct surveys and
interviews with employees and learning consultants to
create new training program and process.
15
Nail the context and launch
initiatives at the offsite.
Use the Initiative-to-Action template to launch initiative, seed
expectations, and lay a governance foundation before the offsite ends.
Use the Change Framework to tell the whole story for each initiative:
16
Integrate Launching Implementation
with Setting Strategy.
Discuss,
Dialogue, Create,
Debate, Decide
Traditional Offsite
(Process)
Collect/
Organize/
Assess
Pre-Offsite
(Input)
Assign, Drive, Govern, Monitor, and Communicate
(Implementation)
Meeting Flow
Activity
Initiative-to-Action
(Process)
Exec
Committee
Meeting
Initiative-1 Workstream
Initiative-2 Workstream
Initiative-3 Workstream
Initiative-n Workstream
Initiatives
Do & Review
Take action.
Review what happens.
Truth. It pays to pay attention.
Action.
Do & Review Cycle
Annual Cycle
Goal Achieved?
To do differently
going forward
Determine significance
and impact
NOW
WHAT?
SO
WHAT?WHY? WHAT?
Determine why actual
differs from projection
Determine
what occurred
Monthly Cycle
Are
results as
expected?
Exception Process
Are
observations
correct?
No
Yes
NO: Fix
Quarterly
CycleVerify goal
is still right
What’s
next?
Start
Set goal for
measures
Set what
to track
Defi
ne
Su
ccess
Stu
dy l
ike o
rgs
Get Help
Truth. No leader succeeds alone.
Build a board. Retain
experts. Get a coach.
Action.
20
Support Structure for Success
Leader
Workers
Subject Matter Experts
Accountability Board
Executive Coach
Inside the organization
Outside the organization
Core Leadership Group
Leadership Community
Learning Community
Peer Group
DISCUSS: Name an example of a Learning Community?
Focus
Truth. It’s OK to do what you
like and are good at.
Act intentionally,
persist variously.
Action.
Those who want to do what they are good at and
like doing are more engaged and perform better.
Good
AtLike Want
Good
AtLike Want Value
Value
• Give yourself permission to
want to do what you are good
at and like doing.
• Study those you work with to
learn what each likes and is
good at doing.
• Convince each to want to do
what s/he is good at and likes
doing because it is highly
valued.
Grow
Grow to increase value, impact,
and opportunity.
Truth. Growth is good.
Action.
24
Concept Startup Credible Sustainable MatureSTAGE
CONCERNS
DEFINING
ELEMENTS
• Execution
• Growth
• Performance
• Plan
• Leadership
• Drive
• Payoff
• Managing
Growth
• Going Concern
• Sale or Finance
• IPO
• New Growth
• Complacency
• Routine
• Proof
• Survival
• Focus
• First clients
• First employees
• Revenue/Funding
• Get Started
• Concept
• Money
• Team
Organizations evolve through five more-or-less well-
defined stages of operational maturity.
25#7truths
Strategic Leadership Immersion Program: Learn to Lead using the Seven Truths teaches leaders and those who help and support leaders to be self-aware and to foster engaged workplaces.
• Optimized for virtual delivery.
• Your case is the course for reflective and experiential learning.
• Enables leadership teams to reach their potential to performand grow.
• Offers on-going personal coaching, executive support, and learning community.
Twenty virtual, instructor-led, interactive class hours
in two-hour, weekly sessions that teach a plan of
action and tools to make planned change using
Applied Behavioral Theory.
provides…
WHAT
Leadership teams of up to five, who run a significant
business they want to change in a specific way to
perform better or grow faster.
for…
WHO
• Make the change leaders want.
• Shared team experience working ON the business.
• Develop messages to share with stakeholders
(employees, clients, investors, partners, recruits, etc.).
WHYthey pay for it.
26
Program Outline
STRATEGIC LEADERSHIP IMMERSION PROGRAM
PHASE TIMING TOPIC DESCRIPTION
PREP ~2-Months
Ahead
Set expectations Instructor meets with leader to get to know each other, the organization, the
team, priorities, and planned change.
~1-Month
Ahead
Set expectations and get
team buy-in
Instructor meets with leader and team to review objectives, set expectations,
get buy-in and commitment.
Week Ahead Pre-Work Specify: organization, leader, team, change in-mind to make
LAUNCH Week 1 Get Loose Nine-dots, Idea-to-Benefit, four kinds of help, how a new skill becomes core
GET READY Week 2 Get Clear – WWW MARKET served, PROBLEM solved, SOLUTION provided
Week 3 Get Clear – HOW DO, SELL, and GROW systems; identify which constrains performance
Week 4 Get Clear – HOW WELL Compare performance to PAST, PLAN, and PEERS
Week 5 Get Aligned Decide what kind of leader to be and collect followers
GO Week 6 Plan ChangeAssign sponsor; launch SYSTEMS, PROCESS, and BEHAVIOR change
initiatives
Week 7 Do & Review WHAT Happened, WHY, SO WHAT, NOW WHAT
GUIDE Week 8 Get Help Build a board, find experts, get a coach, peer group, learning community
Week 9 Grow Five stages of organization maturity, characteristics, and concerns.
Week 10 Executive Session Present to an outside board to test clarity and get advice
Week After Submit final project Incorporate outside input to advance thinking.
LEARNING
COMMUNITY
Every 4
Months
Share experiences,
lessons, new contentE.g., Focus: Do what you like and are good at doing; help others do the same.
GOVERN Quarterly2-3 Hour Executive
SessionsOngoing accountability and guidance
27
Strategic Leadership Immersion Program Road Map
Manage to Lead using the Seven Truths
Final Certificate Awarded
GO
GUIDEGO
GET READY
Session 1 Sessions 2-4 Session 5 Session 6
Session 7 Session 8 Session 9
Executive Session
Email and phone support throughout
Optional Ongoing Coaching
…
WWW - HOW - HOW WELL
Optional Advanced
Preparation Coaching
Brief
Ongoing
IntelliVen
Learning
Community
Submit Final
Project
Brief Another Team
Pitch Another Team
Brief Instructor
Pre-Work
Optional Follow-on Coaching
What You Need to KnowIMMERSION PROGRAM
• Offered Feb-Apr and Jul-Sep.
• For leadership teams in any size
organization, in any industry,
using any business model.
• Ten instructor-led, interactive
virtual sessions; two-hours each.
• Minimum of one-hour preparation
and one-hour application per
session advised.
• Optional 1-to-1 coaching ahead of
and post-program recommended.
• Customizable for internal use.
LEARNING COMMUNITY
• Meets virtually 3X/yr for program
alums to share-and-compare
experiences and lessons learned.
• Continuous, on-line access to
program content.
• Attend later cohort sessions for
make-up/refresher.
• First three sessions included with
tuition. Modest per-person
maintenance fee thereafter.
• Open at a higher price to non-
alums who qualify after viewing
Session 1 and ILC 1 recordings.
29
What Participants Say
• “The Strategic Leadership Immersion Program is for leaders of a small team all the way
up to being CEO of a global enterprise.” Reid, CEO of PE-owned $100M company.
• “I like the processes we are learning here. You try it, see if it works. If it does you go with
it. If it doesn't, you tweak it and try again. It works wonderfully.” Bob, Owner/CEO; $1M company.
• “Amazing results! We are soaring.” Rich, CEO, $200M company.
• “I appreciate the simplicity with which concepts are presented - not dumbed-down, just
simple and clear. … Prepare to work hard and come to every session…it’s WORTH it!” Gena, $4M Marketing and Communications Executive.
• “This was a good session… we were talking about issues we rarely get to discuss”Scott, Services Director, $15M company.
• “I got a lot more out of the program than I thought I would. It challenged me to step out of
the day-to-day to learn new things I was able to immediately apply to my organization
and to my own personal growth.” Brian, Director of $20M Division.
30
Pricing
Post-program Support
Core
Program
Pre-program
Support
Learning
Community
Monthly Leader
CoachingTeam Executive Sessions
Individual$2400/per
participant
$500 One pre-meeting
with team leader
First year included$200/year
thereafter
half-hour session
included$500/hour thereafter
Team$3000/team
of up to five
$1000One pre-meeting
with team leader
One pre-meeting
with full team
First year included $200/person/year
thereafter
one-hour session
included
$500/hour thereafter
$500-$5000/2-3hr session
based on scale:
Note:
• Amounts quoted are due and payable up-front and are non-refundable.
• Coaching sessions draw down pre-payment for at least 10-hours.
• Paid team program slots and coaching retainers do not expire and are non-transferable.
• First year of learning community starts with program launch.
• Preferred pricing for associations, non-profits, trainers, and groups of more than 25.
Special Offer to
Association Members
• Teams of up to five can enroll now for program launching
February 6th.
• Meets virtually, ten consecutive Wednesdays at 8:00 AM
pacific time.
• Core Program participation at half-price with verification of
qualifying association membership.
• Includes first-year Learning Community membership.
32#7truths
Leading Change is the heart of a curriculum to develop self-aware leaders who foster engaged workplaces at every level of system.
