The Space/Performance Quest                                     The romance/reality gap of                                ...
Measuring productivity has been the Holy Grail of workplace                     strategists for forty years. Twenty firms w...
HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
The movie Moneyball is the story of a quest by the general                     manager for the Oakland As, Billie Beane, t...
20 Organizations - Similar Quest                                   HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4...
Renovous                                        Steven Elliott                                           Dr. Vincent      ...
Why don’t owners see the added                     value?                     Why are practitioners frustrated by         ...
Like Billy Beane, each person has a personal journey that attracted them to this                                          ...
In 2006 Rex pursued a longstanding frustration with the architecture and                     construction side of our busi...
Participation in a 2010 industry world cafe on the current                     state of workplace strategy exposed that th...
Monday, June 4, 12
The aftershock of this event was Lehman Brother’s collapse                     on September 16th.                     The ...
HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
Eras of Rule’s Change                               Oral Age               Print                Broadcast                 ...
Management Philosophy and Workplace Strategy                                                The thinking behind workplace ...
By 2018, one building project away,                     there will be a power shift from                     Boomers to Mi...
Four generations work side-by-side in the workplace for the first time                     in history. This adds a new leve...
What does it mean to                     have a globe of mobile                      knowledge workers?                   ...
Unpacking the new approaches to                     creativity and innovation.                     Johah Lerher’s book, “I...
HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
The Mindshift 2.0 Mix of Thinking           • Neuro-psychology                                    • Business Owners       ...
5 Big Rocks - Guiding Principles                             Thinking Different                        Creating Fresh Pers...
HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
Monday, June 4, 12
Monday, June 4, 12
Question for Our First Offsite         What is the core belief or idea that will bind         us together, create an epide...
A Review of the 5 Organizing Principles:                               Thinking Different                     Creating a F...
CORE IDEA:                           Thinking Different                           How do we build room for                ...
Thinking Different                                                                                    Very different      ...
CORE IDEA:                     Creating a Fresh Perspective                     – New Ideas                     Push ourse...
Creating a Fresh Perspective                     Because it        Meet new          Broader             Learning         ...
CORE IDEA:                     Seeing Results                     Find a way to turn our ideas into                     pr...
Seeing Results                     A believable and Understand      Admit Boomers Integrative               Articulating  ...
CORE IDEA:                            Human Experience                            Celebrate work and life                 ...
Human Experience                                          I’m passionate                                                  ...
CORE IDEA:                     Essence of Change                     Strategize and design for the                     bet...
Addressing the Essence of Change                                                                                          ...
We will identify and prioritize                     the buckets of interest each                     member has in the Mis...
Questions Raised                                 HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
Summarizing Thoughts                                      HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
This list of take-aways captures some of the                     thinking form the group at the end of the day. The       ...
Going forward we still need to define the problem,                     find a venue that supports our desire to think       ...
The Razor’s Edge         •In any organization or community fundamental change           can happen quickly, when the belie...
The Leadership Crucible           An epidemic idea or belief is not a technique but a fundamental           attitude the l...
Moving Forward                                          To gain a customer’s eye view by          • 1st Offsite - Walking ...
Renovous                                        Steven Elliott                                            Dr. Vincent     ...
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Mindshift 2.0 Recap of the Kickoff

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20 leaders form world class organizations come together to tackle the challenge of employee engagement and measure the role that design and space play.

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Mindshift 2.0 Recap of the Kickoff

  1. 1. The Space/Performance Quest The romance/reality gap of workplace strategy. Why is the employee engagement needle stuck at < 30%? Does workplace strategy need to sound like an insiders game? Are we even asking the right questions? HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  2. 2. Measuring productivity has been the Holy Grail of workplace strategists for forty years. Twenty firms with a similar interests and concern about the workforce and workplace of the future launched an initiative to tackle these unanswered questions together. The Chicago kick-off had a specific goal in the six hours we would be together. Is there a common sense that the current approach to workplace strategy is broken or ineffective? Do we feel the question is important enough to take a collective approach? Can we make a contribution to the dialogue or crack the code to justify our investment? What is the value of the journey to our organizations? Six hours together allowed an engaged discussion around the disconnects between the romance of workplace strategy and its reality along with aligning on key goals and outcomes. A full discussion of mission and goals is scheduled for a future retreat if the outcome of the kick-off led to collective energy around the subject. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  3. 3. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  4. 4. The movie Moneyball is the story of a quest by the general manager for the Oakland As, Billie Beane, to challenge baseballs tradition for evaluating and putting a price tag on talent. Beane was a product of the system and gave up his Stanford scholarship to play for the NY Mets. He was touted as the next Mickey Mantel. After two mediocre seasons with the Mets, two with the Twins and then two with the Oakland As and it became clear to Beane that he was not cut out to play professional ball. He asked the As organization to become a scout. Beane rose to become the General Manager for one of the cheapest owners in the game. The movie plot centered around the Oakland As loss of three star players, Jason Giambi, Johnny Damon, and Jason Isringhausen all at the end of 2001 in free agency to richer clubs. It seemed unlikely without comparable players that Oakland could repeat its 2001 trip to the postseason in 2002 without them. Beane solved the problem by redefining it. “Its all about evaluating skills and putting a price on them. Thirty years ago, stockbrokers used to buy stock strictly by feel. Lets put it this way: Anyone in the game with a 401(k) has a choice. They can choose a fund manager who manages their retirement by gut instinct, or one who chooses by research and analysis. I know which way Id choose.” Design and workplace strategy follows its own traditions with little predictability in results. Weve followed 40 years of measuring lighting, air quality, temperature and ergonomics with little to show owners in terms of what they get for what they spend. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  5. 5. 20 Organizations - Similar Quest HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  6. 6. Renovous Steven Elliott Dr. Vincent Culotta HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  7. 7. Why don’t owners see the added value? Why are practitioners frustrated by a lack of acceptance? What is the code to the lock? How does your journey and story lead you to this quest? HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  8. 8. Like Billy Beane, each person has a personal journey that attracted them to this quest. Rex Miller’s journey began as a project manager for Southwestern Bell(now AT&T) in 1978. They were one of Herman Miller’s largest users along with Texas Instruments and shared best practices. TI purchased the relatively new Ergon Chair. The purchase was justified using time/motion analysis that showed people sat in the chair an average of 6 minutes more per day providing an18 month payback. This was the first time Rex encountered the idea of furniture as a tool with a measurable payback. In 1998 he toured the then new headquarters for Monsanto. Joseph Pereira, head of facilities, provided an extraordinary tour. This was the first facility Rex toured tying using space as a catalyst culture change. Monsanto was previously divided into three separate businesses; Agribusiness (Round Up) Food Products (Nutrasweet) and Pharmaceuticals (sleeping pill). Each had aging patents and no new innovations. Their strategy created a single platform under Life Sciences. All members became part of open plan neighborhoods. Floors and meetings spaces were themed. Within the first year of the restructure and new space 18 new patents were created. Some of the new thinking included a collaborative effort between HOK, Fladd Architects and William Mackenna. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  9. 9. In 2006 Rex pursued a longstanding frustration with the architecture and construction side of our business for ignoring new ideas. He began to ask other leaders in the industry if they felt the same frustration and received unanimous affirmation. Dick Haworth endorsed the cause and Mabel Casey became the lead champion for an industry initiative to explore why it is an uphill battle to create well-coordinated projects that serve the customers interest. That initiative became known as Mindshift. Mindshift included 15 industry leaders from diverse stakeholder viewpoints. The mutual frustrations rose to the surface within the first few hours of their initial meeting. The discussion looked like it might devolve into finger pointing and blame. During one tense moment one of the leaders observed that with all of the talent represented by the organizations in the room and the long list of happy clients we must be doing something right. At the same time there seems to be something about the system that drives distrust that leads to self- interest and can sometimes manifest in bad behavior. That was the mindshift. What is it about the system that drives distrust? What would a trust-based system look like? That was the two-year journey for Mindshift. The results of the research and the many incredibly successful case-studies using a trust-based approach were captured in the book, "The Commercial Real Estate Revolution." The book ended with an unfinished question. If there is so much waste in the process and trust-based teams can drive out significant waste, what does that mean for the people working and living in the space? The book and the Mindshift effort also received the 2009 CoreNet Global Innovator of the Year Award. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  10. 10. Participation in a 2010 industry world cafe on the current state of workplace strategy exposed that the conversation hasn’t evolved much in 40 years. There are the insiders and then the masses and no bridge in-between. The latest and award winning book, “Design With Science,” is a pager turner for insiders and a snoozer for anyone else. The timing for Mindshift 2.0 comes in the wake of the 2008 financial collapse and leaders hitting a wall with old thinking and practices. Questions about the future are top of mind and there is no bigger question than what the future workforce will look like and demand. The business pressures for performance and a large gap in engagement presents a need and opportunity not yet met. The gap between technical studies and pop literature creates an additional need for research with sound theory but practical and accessible to business leaders. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
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  12. 12. The aftershock of this event was Lehman Brother’s collapse on September 16th. The stock market plunged and lost 50% of its value. A few contrarian’s like Michael Burry were undistracted by the emotion, hype and trends. They saw fundamental fractures in the financial foundation and took steps to take advantage of a predicted collapse. With instruments like Credit Default Swaps Michael Burry increased the value of this hedge fund 1000 fold. The potential lessons offer a deeper look at the fundamentals of work trends and getting a handle on the implications of a New Normal. • What will companies do with a large surplus of office space? • What will the office landscape look like after organizations re-examine what they really need? • Could there really be a reduction of up to 50% of the current office footprint in the next 10 years? • What is the new social contract between organizations and their employees? • How do firms recruit and retain employees in this new and unpredictable environment? HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
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  14. 14. Eras of Rule’s Change Oral Age Print Broadcast Digital Age Age Age Prin%ng  Press Television Internet 1455 1950 1992 Ancient Modern Era Contempory Post Modern Authority Kings Elected Visionaries Grass Roots CRISIS CRISIS CRISIS Credentials Position Credentials Appeal Community Influence Elders Experts Influentials Creatives Commerce Agriculture Factory Service Federation HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  15. 15. Management Philosophy and Workplace Strategy The thinking behind workplace strategy that emerged in the 1970s has peaked and is losing its relevance within the context of the new world of work. New approaches and styles of work are emerging. These are challenging both our understanding of organizing this work and it is challenging the work spaces we’re designing We’ve reached the end and are witnessing the domino failure of industrial era designed organizations, hierarchical structures, large bureaucracies and command and control management. At the same time we do not fully understand, have the skills or possess the instincts for structures, roles and processes that are best fit for a complex, fluid and unpredictable environment. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  16. 16. By 2018, one building project away, there will be a power shift from Boomers to Millennials. Boomers hold the controls but Millennials know the new operating system. The immigrants are in charge of the natives. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  17. 17. Four generations work side-by-side in the workplace for the first time in history. This adds a new level of complexity to our understanding of generational differences. Distinct markers between generations no longer provide simple solutions. The compression of these generations with the emergence of dramatic technological shifts blurs the lines. This requires a new approach. Silent Generation (1925–1942) Baby Boomer (1943–1960) Generation X (1961–1981) Generation Y (1982–2001) There is the print cohort made up primarily of older Boomers. There is the broadcast cohort made up of latter Boomers, GenXrs and early Millennials. Finally, there are the digital natives made up of late Millennials and the next-gen cohorts. Each cohort’s brains are actually wired differently. The print cohort use their left side of the brain more: linear, rational, sequential, black & white, clear categories, clear roles, hierarchy... The broadcast cohort: right side - expressive, big picture, entrepreneurial, marketing (image oriented), visionary leadership. The digital cohort: multi-modal/multi-sensory - bi-lateral. This cohort will be intuitively system’s thinkers, collaborative, tribal, innovative, highly-engaged (when interested) HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  18. 18. What does it mean to have a globe of mobile knowledge workers? (a new cohort begins - 2007) HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  19. 19. Unpacking the new approaches to creativity and innovation. Johah Lerher’s book, “Imagine” Innovation finds new answers to current questions. A Paradigm Shift poses new questions to current answers. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  20. 20. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  21. 21. The Mindshift 2.0 Mix of Thinking • Neuro-psychology • Business Owners • Decision Economics • Landlords • Behavior Economics • Architecture • Sports Economics • Workplace Strategy • Lean Practices • Manufacturing • Futurist • Branded Environments • Infographics • Change Leadership • Biomimicry • Organizational Culture • Ethnographics • Technology • Equity Capital • Information Modeling • Real Estate Development Participants who bring alternative perspectives around the issues of : Performance,Value and Metrics HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  22. 22. 5 Big Rocks - Guiding Principles Thinking Different Creating Fresh Perspective Seeing Results A Focus on the Human Experience Capturing the Essence of Change HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  23. 23. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
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  26. 26. Question for Our First Offsite What is the core belief or idea that will bind us together, create an epidemic movement and bring about Transformational Change? If less than 30% of the workforce is engaged in their work and the current domain of workplace strategy has not moved the needle over the past decade – then maybe we’re asking the wrong questions. If we instinctively believe that the places we occupy effect how we live and work – yet little progress has been made in creating the kinds of places we would readily chose to go to, then perhaps we’re missing some key component. If the way we work has radically changed and yet we’re still using concepts from the 1980s like hoteling and collaboration spaces – are our solutions current and relevant? Are we similar to the scouts in Moneyball whose tradition, language and culture insulated them from recognizing just how dramatically the world and their sport had changed? HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  27. 27. A Review of the 5 Organizing Principles: Thinking Different Creating a Fresh Perspective –New Ideas Seeing Results Human Experience Essence of Change HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  28. 28. CORE IDEA: Thinking Different How do we build room for divergent thinking into our process? Where can we make new thoughts and new connections part of our strategy? Can we learn to play? Can we get in touch with our “deviant side?” HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  29. 29. Thinking Different Very different Radically different New thoughts & Learning Process thinking - new thinking new connections ideas Being with people Increase Help our that are interested resources Mapping customers think in making a throughout the differently difference thinking chain Being with new Getting to know Thinking outside Pattern people who see more deviants the box recognition things differently What are the real Divergent then A brand What is the elements of great convergent perspective problem? space? thinking (outside/in) Confirming 30 What does the Moving away from years of trying to gaming industry Insane simplicity the obvious solve a complex have to teach us? problem How can this be Will virtual applied outside Make if fun! buildings replace I am not nuts the office? built buildings Applied process design HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  30. 30. CORE IDEA: Creating a Fresh Perspective – New Ideas Push ourselves to ask, “is there another way?” Create the opportunity for exposure to varied thinking Practice and teach the art of productive failure and risk Making the complex simple, again. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  31. 31. Creating a Fresh Perspective Because it Meet new Broader Learning Perspective really can be people understanding something new better Assemble How to engage Increase my Listening/ Add to the body multiple ideas an enterprise to toolbox with debating to of knowledge to create new reach their new doing connections goal? perspectives Listening and Seeing the understanding Relationships Ecological same thing occupants and Innovation and networks literacy differently bring them into the process Opportunity to What if no one create New wants to come The art of Meeting bright breakthroughs Connections into the office failure people by exposure to anymore? varied thinking New thinking about the What do Collaboration principles with Effective workers really with a super Collaboration the hope of Interaction want with their talented team actionable space? solutions Why do we Will millennials Decision need a evolve these economics Why is the day Play workplace in spaces applied to 8 to 5? the first place? organically? behavior How do we improve the Collaboration Integrated Creativity and Cradle to cradle process for skills for sticky processes innovation thinking creating a great decisions workplace? HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  32. 32. CORE IDEA: Seeing Results Find a way to turn our ideas into proof of concept Experiment on ourselves Finding the link between design and proven performance Develop and showcase an evaluation system beyond ROI What are the new value metrics of the new normal? HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  33. 33. Seeing Results A believable and Understand Admit Boomers Integrative Articulating Crack the code clear business “place” and how won’t solve what others for business thinking case to improve it every issue. can’t leaders Can the for- Just plain lucky To reach Where does Can the R/E We are able to profit R/E to be business leaders space rank for market deliver demonstrate market get contributing to to help them influencing value? results! passed one use real workplace see the power performance? of capital? change of place Can we Employer’s Get to the “C” How do you understand how perceptions of Positive what employees Move ideas to suite for measure and everyone in the outcome. Client action support and quantify this? chain makes should be buy-in. funding. money? doing? Should we by Land use To lower the # ask owners how Focus on what Financial Business areas: of people that analysis using they measure matters. Analysis Admin and Mgt. hate their job. ESRI success? To see a Helping our dramatic spike How will THIS What REALLY What does the Energy industry drives in sustainable work drive C-suite really consumption demonstrate buildings and business results? workplace care about? impact. performance? behavior. Is ROI reductive An outcome What hasn’t the when we need that makes a To understand Belief that it Taking the green message to look at difference in the the real (mindshift) is results out of broken through adaptive built purpose. possible THIS room. to building criteria? environment. owners? Enhancing the Business Increased How does message by How can you Offer proof that improves when connect a global productivity design become tying data to is easy for employees with happy intelligence for positive organization? decision makers touch with the people. business? outcomes real world. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  34. 34. CORE IDEA: Human Experience Celebrate work and life We have a passion for creating great spaces and experiences–earn it a place in the workplace discussion! Doing what you love in a place you love as the goal for the new workforce Redefining the age range for work HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  35. 35. Human Experience I’m passionate Youth - experts in Passion, experience We have fun in the about helping technology’s use for and desire to process create great social interaction transform place spaces! We need to get the Cultural Having a day “off” To celebrate work! millennial anthropology perspective! Freak-A-Nomics: Ethnology - “A day Jazz Music What motivates in the life...” people? How does place Relationship of Pursue your contribute to Learn from college kindergarten to the passion - advice to “meaning” in one’s campus life. office environment? the young life? How can our built We create a environment Laughter Social psychology marketable product celebrate work? How do you embody the non- How do we resist Helping create great Stress physical people technology slavery? space for people. issues in the physical workplace? Self-Awareness Culture Hope Consumer behavior Behavior Why do behavior Economics economics matter? HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  36. 36. CORE IDEA: Essence of Change Strategize and design for the better future and new workforce Seek to change the way work and workplace are defined Connect workplace design to the future of work culture What is the fractal nature of the workplace and the next anticipated transition? HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  37. 37. Addressing the Essence of Change To be part of What if we’re Change the world a something that can designing a solution To transform work little for the better be a huge game- for a dinosaur? changer I refuse to accept One year after, To help shift the field mediocrity and this the documentary An opportunity to to be valued and effort is committed of actual shifted make a difference valuable to society to a better future minds How do we transition support Changing the way the future Practicing the Cultural work is defined workforce + Moneyball philosophy transformation changing global perspective? Can space/place To learn and Appreciate the Having a method to drive the contribute to the potential that articulate and innovation engine pursuit of holistic mindshift hold for persuade others for organizations? buildings... the marketplace The pilgrims on How to align the all of How can we Grape growing and the journey to the the players that affect connect space to wine making mindshift the workplace? culture? Transfer our In an increasingly How can we eliminate How can architects knowledge to the digital world how the work/life line change their pricing next generation so do we facilitate without becoming a model (it is NOT they don’t make the social slave... working)? same mistake storytelling? How does life stage impact perceptions of space? HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  38. 38. We will identify and prioritize the buckets of interest each member has in the Mission of Mindshift 2.0. What buckets are important to you? HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  39. 39. Questions Raised HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  40. 40. Summarizing Thoughts HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  41. 41. This list of take-aways captures some of the thinking form the group at the end of the day. The group was able to cover a lot of ground with candor - more than expected. People noted just how diverse the group was and that would contribute to thinking outside our normal confines. We stand a chance of not becoming the proverbial blind man describing an elephant. There was a willingness to wrestle with complicated, gnarly, issues while acknowledging that we are looking at this topic through a foggy lens. "It is possible to prepare for the future without knowing what it will be. The primary way to prepare for the unknown is to attend to the quality of our relationships, to how well we know and trust one another." Margaret Wheatley HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  42. 42. Going forward we still need to define the problem, find a venue that supports our desire to think outside the box and from diverse angle. We asked how to bring in other generational angles and need to include owners in our next conversation. We were still focused on commercial real estate and the desire is to broaden the discussion. The consensus was the time in Chicago was a good start and ended with a commitment to take the next step to attach the current maze of issues we began to uncover. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  43. 43. The Razor’s Edge •In any organization or community fundamental change can happen quickly, when the beliefs and energies of a critical mass of people create an epidemic movement toward an idea. •The key to unlocking an epidemic idea is concentration not diffusion. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  44. 44. The Leadership Crucible An epidemic idea or belief is not a technique but a fundamental attitude the leader embodies. It’s the leader’s attitude that prevails over other competing beliefs, fluctuating anxiety, acute and chronic challenges. It’s the calm stable presence of the leader that creates the holding environment where the transformational work can be done. The “holding environment” is the crucible where transformation takes place. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  45. 45. Moving Forward To gain a customer’s eye view by • 1st Offsite - Walking walking through the maze of issues, challenges, approaches and tools that Through the Maze owners are confronted with when they take on the task of addressing workplace strategy or design. • 2nd Offsite - Gathering the To discover who is breaking the rules but getting great results. Identify the Research, Identifying the common principles in their practice and the different tools they deploy. Early Adopters • 3rd Offsite - M2.0 To provide a “TED” style gathering of some of the top experts in the field to hear their latest thinking, hopes and Showcase - Invite the frustrations as they continue to find ways to help companies provide Subject Matter Experts engaging places to work. HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12
  46. 46. Renovous Steven Elliott Dr. Vincent Culotta HELPING CLIENTS EXPERIENCE TRANSFORMATIONMonday, June 4, 12

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