Sometimes we struggle to achieve professional goals. Often, we are so busy juggling conflicting priorities and tasks that well-intentioned objectives stay indefinitely on our to-do lists or only half-heartedly get accomplished. This session helps you find the discipline to ensure that they make the things that are important happen.

1. 1
Make it Happen!
Productivity in the “New Normal” World
www.bizlearning.net
Karl J. Ahlrichs, SPHR.
Expertspeaks.com
September 26, 2014
6 Seconds

2. 2
Today’s issues:
Complexity
Integrity
Today’s answers:
Subway Map
CEO pay & Soccer

3. 3
Massimo Vignelli 1931 - 2014

4. 4
Making it Happen is about
engagement teams
that
observe
analyze
communicate
Making it Happen is not about
charts and data
it’s about
wisdom
motivation and
productivity

5. 5
PRODUCTIVITY
In the future
is not about
Outlook Calendars
To Do Lists
Process diagrams or org charts
Task and Checklists
PRODUCTIVITY
In the future
is about
Technical competence
Understanding motivation
Communicating with all generations
Wisdom and coaching

6. 6
PRODUCTIVITY
will be measured by:
Cost and value
Input and contribution
Output and impact
Basic Survival or sustainability
you mustTAKE
CONTROL
of the
people in the workplace
what should you
know?

7. 7
You need
to know:
Marketing
Motivation
Management
Power
of
Summary

8. 8
Punch Line
Punch Line

9. 9
Punch Line Put the
first!
.
Superior
Producers
Top 16%
Poor
Producers
Bottom 16%
Average
Producers
68%
Produce
-20%
Produce
60%
Produce
60%
Karl Ahlrichs - Karl@expertspeaks.com

10. 10
Integrity
Personal Security
A Sense of Priority
Vision
Influencing
What does YOUR CLIENT
care about?
Great Outcomes
Great
Customer
Service
Engaged Culture,
Job Fit
High Performing
Employees
Hiring &
Managing
Smart

11. 11
Q: If you are 10% better
than your competition
at keeping high performers
no matter their age…
Is this a competitive
advantage?
Competence
Composure
Likeability
Honesty
Energy
Similarity

12. 12
When should you learn this?
…before you need it.
What do we need?
• A crisis to add a sense of urgency

13. 13
So,
What’s
New??
Two surprises!
Generations Birth Years Age - 2014
Veterans 1925 - 1945 69 – 89
Old Boomers 1946 – 1954 60 - 68
Young Boomers 1955 - 1964 50 – 59
Generation X 1965 - 1976 38 – 49
Millennials/Y 1977- 1993 21 - 37
Gen Wireless 1992 - ? 20 -

14. 14
2 Simple Truths
1. All generations value belonging
to a group, high integrity
leadership, and being rewarded
for getting it right
2. The best thing you can do to
engage any employee at any
level is appear to listen to them
Millennial Facts
36% are living with their parents
17% Unemployment rate
If employed, often dissatisfied with job
They often say they are unhappy
in general.

15. 15
The Formula:
Happiness =
Reality - Expectation
Success
Boomer
Expectations
Years
Reality
Happy!

16. 16
Success
Millennial
Expectations
Years
Reality
Not
Happy!
The Echo Chamber

17. 17
Pop Quiz
Which generation matches each style of
feedback?
– I want it once a year, with lots of documentation
– Feedback whenever I want it, at the push of a button
– Sorry to interrupt, but how am I doing?
“When Generations Collide at Work Quiz” at
humanresources.about.com/od/conflictresolution/a/
generationquiz.htm
33
Most Indifferent?
Boomers

18. 18
Most Important?
Gen X
Most Talked About?
Millennials

19. 19
Most Scary?
Gen
Wi-Fi
Why did is Gen Wi-Fi
scary?
What are
high school students
saying about ethics?
Let’s ask the
Josephson Institute of Ethics

20. 20
Have you cheated on an exam at least
once in the past year?
80%
70%
60%
50%
40%
30%
20%
10%
0%
2012 2011 2010 2009
Yes!
In the real world, successful people do what
they have to do to win, even if others consider
it cheating.
62%
61%
61%
60%
60%
59%
59%
58%
58%
57%
57%
2012 2011 2010 2009
Yes!

21. 21
These will be your new hires.
Note to self:
Schedule ethics classes, build
Integrity and ethics into every possible
interaction with new hires
Where did this
come from?
Facebook
Video Games

22. 22
Work on Feedback And
Communication
43
The Rules Have Changed
Original Rules
• Good
• Fast
• Cheap
Internet Rules
•Perfect
•Now
•Free

23. 23
Key Point:
Everyone
(audit clients, co-workers &
bosses) is developing:
shorter attention spans
higher standards
You must understand
clients
Define them with two key descriptors:
How much Information do they want?
How much of a Relationship do they
want?

24. 24
The Interaction Model
0 Relationship
Transaction Oriented
• Low Information, Low Relationship
– Price, Price, Price
– Speed, Speed, Speed
– Accuracy, Accuracy, Accuracy
– Often “Theory X” thinking style
“I just want it good, fast and cheap”

25. 25
Information Oriented
• High Information, Low Relationship
– Want you to keep them informed
– Don’t necessarily want to be your friend
– Love info on trends, big picture issues
“Here’s my e-mail. Keep me posted.”
Relationship Oriented
• Low Information, High Relationship
– Interested in personal advice
– Want you to have intimate knowledge of their
department
– Want your problem solving
“You’re the Expert. What Do You
Think?”

26. 26
Partnership Orientation
• High Information, High Relationship
– Want to create and sustain a long term,
mutually beneficial relationship
– Want all of the attributes of all the types
“Join our Executive Team as a
Member”
Ask Information Questions
• How much do you want me to keep you
up to date on details?
• How important is it that I help you gather,
synthesize and understand data?
• To what extent do you want me to inform
you about industry trends and new
technologies?

27. 27
Ask Relationship Questions
• How important is it that my people know
people in your department, and vice
versa?
• How important is a mutually beneficial
relationship and joint long-term goals?
• To what extent do you want me to advise
you?
Key Learnings
• Treat client as they want to be
treated
– Some never want to be a partner
– Your free gift? Not wasting time..
• All quadrants care about time and money
• Organizations value you as consultant and
broker of information

28. 28
Consulting Disciplines
• Thinking Strategically
– Anticipating ways to create value
• Managing Information
– Delivering focused, usable information
• Advancing the Relationship
– Increasing trust and commitment
• Orchestrating Resources
– Form a team and manage it well
When should you learn this?
…before you need it.

29. 29
Audit Action Grid
Can Control Can’t Control
Mastery
- Success
Wheel Spinning
- Frustration
Victim
- Helplessness
Letting Go
- Relief
Take
Action
No
Action
A Perfect Storm is a Perfect
Opportunity.
Karl Ahlrichs
317-250-9081
karl@expertspeaks.com
317-250-9081 www.gregoryappel.com/download