This document discusses several topics related to leadership challenges and organizational change. It begins by outlining Mario Denton's research interests, which include managerial issues, workplace bullying, leadership failures, and team dysfunctions. It then provides thoughts on creating dissatisfaction with the status quo to drive change efforts and notes that change takes longer than expected. Several models are presented, including the change-resistant vs change-sensitive organization and categories of people-performance orientations. The document concludes with discussions of managing career crossroads, psychological contracts between managers and reports, and finishing one's career well through finding purpose and meaning.

1. The Challenges We Face
WHAT
causes nations and
organisations to
FAIL?

2. Mario Denton (MBA, MeCon, PhD)

3. Warning:
The following presentation
contains material
appropriate for passionate
leaders who are serious
about implementing
change starting with
themselves

4. Mario’s research interest
1. Managerial cataracts and MAD Disorders
2. Executive blind spots/Managerial infertility
3. Professional workplace bullying
4. Toxic and dark side of leadership
5. Signs of ethical collapse and low morale
6. Managerial derailment and Spiritual Leprosy
7. Detoxifying the workplace- Swine viruses
8. Dysfunctions of a team

5. Thoughts on change
 The first step to effective change is to create
dissatisfaction with the status quo. Change efforts
fail when people aren’t ready for them. So make
haste slowly. Sell the need for change with
everything you’ve got.
 We’re all prisoners of our past. To help people
change, help them see why yesterday’s ways are
inappropriate, and how something new might
make life easier. Encourage them to use their own
and ideas information - that’s the stuff they believe
in - to facilitate the change process.

6. Thoughts on change
(Continued)
 Change takes time, but quick-fixes are essential to
make it happen
 In a turbulent, fast changing, uncertain
environment, you can’t expect to get every-thing
right. So expect mistakes; don’t be paralysed at
the possibility of making them
 If you wait until all the facts are in, they’ll be
useless
 The biggest risk is to avoid all risk

7. Thoughts on change
(Continued)
 Doing nothing causes stagnation. What
achievement can you point to today?
 Organisations are change-averse. It takes
deliberate, systematic and sustained efforts to
move them in new directions. The task is always
harder than you think and it always takes longer.
 Change now!!!

8. Management
simulation
Send all your people
on a character
simulation
annually. Why
must Boeing 747
pilots do a
simulation test
before they can
renew their
licences every
year?

9. The change-resistant
organisation
Increasing
amount of
energy required
to deny need for
change
Organisation inertia
New
organisational
Inertia
Radical change
& upheavel
Catastrophic
event
Organisation
dies

10. The change-sensitive
organisation
Environmental forces
(External factors requiring change)
Warning signals
indicating the need
to change
Organisational tacking
(Incremental changes in response to
the environment)

11. Warm & Fuzzy
Sure Death
Authority-driven
Delivery
People
Performance
Hi
Lo
Lo Hi
People-driven
World Class
Performance

12. People
Performance
Hi
Lo
Lo Hi
Sure Death
Either-or mindsets
Flat batteries
Procedural bureaucracy
Silos and interdepartmental
conflict
Adversarial relationships
Rigid rank & hierarchy
Cold and frightening
Leadership vacuum at all
levels
Autocracy of uncertainty

13. Sure Death
People
Performance
Hi
Lo
Lo Hi
Warm & Fuzzy
Consultation Psychosis
Process Paralysis
Slowly-Slowly
Abdication of accountability
Entitlement
Unfounded trust
Warm and fuzzy

14. Warm & Fuzzy
Sure Death
People
Performance
Hi
Lo
Lo Hi
Authority-driven
Delivery
Under-value the human factor
People are factors of
production
Rationalistic & authoritarian
Quickly–Slowly: Rush
implementation, fight fires
Passivity of innovation
Erratic performance without
driven supervision
Abdicate people issues to HR
Autocracy from the top

15. Warm & Fuzzy
Sure Death
Authority-driven
Delivery
People
Performance
Hi
Lo
Lo Hi
People-driven
World Class
Performance
•All the pieces fit - aligned culture
•Purposeful leadership with heart
•Comprehension of the competitive
realities and challenges
•Passion for performance at every
level
•Responsiveness to the targets “set
by” the competitors and customers
•Democracy and freedom with rules
•Uncompromising delivery
•Consequences of non-compliance

16. Agenda: Seven Courageous
Conversations
 1. Your Design and Living according to His
Design
 2. Character and Competence = Consistency
Governance Conversation
 3. GPS and Vision Alignment
 4. Real Time Fine Tuning
 5. EQ Heartbeat Conversation
 6. Married and Parent for Life Conversation
 7. Finish Well Conversation

17. The 18 inch Journey to the Heart of Real Transformation –
Re-engineering Your Business
for the Future
Mario Denton (MBA, MeCon, PhD)
Ritz-Carlton Marina Del Rey

18. LABOUR RELATIONS: From
FULLY ENGAGED, DISAPPOINTMENT, DISCOURAGEMEN
T, DISTANCE, DISCONNECT, DISCORD and FULLY
DISENGAGED- What can organizations do to turn it
around?

19. Reasons why entrepreneurs fail

20. “I got tired of focusing
on disease – I was more
intent on focusing on
health.” – Dr Garth
Japhet
It is far easier to cure
someone with leprosy
than it is to cure a
social outcast.
“You can't patch a wounded soul with a Band-Aid
HEALING OF THE SOUL
Inner wound
Healing of
the body
Healing
of the
nation
Healing
of the
soul

21. We are a nation at war against
ourselves.
Abuse, xenophobia, murder, corruptio
n …
Our deeper hopes is to promote the
unseen healing so desperately
needed in our nation.
The healing of relationships, the
healing of flawed identities, of
character issues that can transform
communities.
It is time to have the uncomfortable
conversations, to open the wounds so
that true healing can take place.
HEALING OF THE NATION
Societal wound
Healing of
the body
Healing
of the
nation
Healing
of the
soul

26. Coaching Conversations - Types
Sharpening
or
improving
a competence
Building a new
competence over
several sessions
Longer conversation
for fundamental
change
Type 2
Depth
Of
Issue
Time
Type 1
Type 3

27. Courageous Authentic
discussion One: Your Design

28. Career Direct ®
Educational Occupationaland

29. THE CAREER DIRECT ASSESSMENT +
ACTION PLAN = PROCESS

30. TM
Character
= C1
Competence
= C2
Consistency = C3
The C3TM
Concept: Conversation two

31. Why Character?
“I’m convinced that
90% of failures in life
are character failures,
not ability failures.”
—Stephen Covey,
The Eighth Habit

32. The C3TM
Concept: Conversation
Two

37. High
Character
Low Skills
High
Character
High Skills
Low
Character
Low Skills
Low
Character
High Skills

38. Commit to Sustain
Character First

39. {
Reflective
Question:
What have you
heard so far?

40. Harmony

41. Conversation 3: GPS and Vision
Alignment
 What is the vision for the future?
 What is the strategy? How will the strategic
vision be accomplished?
 What are the organization's objectives? What
needs to be done to keep moving in the
strategic direction?
 What are the Critical Success Factors? Where
should the focus be to achieve the vision?

42. The Five Practices ®
Model the Way Inspire A Shared Vision
Enable Others to Act
Challenge the Process Encourage the Heart

43. Defining KPIs
 Which metrics will indicate that you are successfully
pursuing your vision and strategy?
 How many metrics should you have? (Enough, but
not too many!)
 How often should you measure?
 Who is accountable for the metric?
 How do you ensure the metrics reflect strategic
drivers for organizational success?

44. Financial Perspective
Knowledge and
Learning Perspective Internal Perspective
Customer Perspective
The Elements of the Personal and Organisational Balanced Scorecards
PERSONAL BALANCED
SCORECARD
Personal Mission, Vision and Key Roles
Personal Critical Success Factors
Personal Objectives
Personal Performance Measures and Targets
Personal Improvement Actions
Organisational Improvement Actions
Organisational Performance Measures and
Targets
Organisational Objectives
Organisational Critical Success Factors
Organisational Mission, Vision and Core
Values
ORGANISATIONAL
BALANCED SCORECARD

45. Crossroad #1
Managing self to
managing others
Crossroad #2
Managing others to
managing managers
Crossroad #3
Managing managers to
Functional Manager
Crossroad #4
Functional Manager
to Business Manager
Crossroad #5
Business Manager to
Group Manager
Crossroad #6
Group Manager to
Institutional Leader
Critical Career Crossroads

46. The Psychological Contract: How to
manage Upwards
 What do you expect from me as your
manager/supervisor/leader?
 What role do you see for yourself relative to the rest of
your team?
 How does our organization's culture fit with your
values?
 What makes you want to 'give your all,' and work really
hard for your team and your organization?
 Which aspects of work give you the most satisfaction?

47. Conversation Four: Real Time Fine tuning
 Performance, Frustration, Conflict and Anger Eye
Ball
 360 performance review
 Power of eye ball sessions
 Energy Wasters, Energy takers and Energy Givers
 Top line Enablers- Have to have
 Bottom line Disablers
 Engagement

48. Conversation Four: Real Time Fine tuning
 Performance, Frustration, Conflict and Anger log
 360 performance review
 Power of eye ball sessions
 Energy Wasters, Energy takers and Energy Givers
 Top line Enablers- Have to have
 Bottom line Disablers
 Engagement
 Golden, Red Alerts, Rusty, Blue skies

49. EQ Heartbeat Conversation 5

50. P6
EQ Content Subscales
59
74
0
82
66
100
0
99
60
0
65
104
93
0
68
76
76
62
87
0
50 70 90 110 130 150
Happiness
Optimism
General Mood EQ
Problem Solving
Flexibility
Reality Testing
Adaptability EQ
Impulse Control
Stress Tolerance
Stress Management EQ
Interpersonal Relationship
Social Responsibly
Empathy
IntERpersonal EQ
Self-Actualization
Independence
Assertiveness
Emotional Self-Aw areness
Self-Regard
IntRApersonal EQ
Areas of Enrichment Effective Functioning Enhanced Skills

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insert company
name
Double-click to insert date

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54. Authentic Conversations

55. {
Reflective
Question:
What have you
heard so far?

56. Conversation Six: Married and Parent For
Life
 Can you merge Career Success and Family
Excellence?

57. A NEW SOCIAL PHENOMENON
HALFTIME
“People now have two lives
LIFE 1 and LIFE 2
and they are over prepared for LIFE 1
and underprepared for LIVE 2,
and there is no university for the second
half of life”
PETER DRUCKER

58. Conversation 7: Half Time and Finish
well

59. Stage One: Foundation of
Success
 Is there more to life than my current situation?
 What do I consider eternally significant?
 What on earth would give my life meaning?
 How much (stuff, money, advancement) is enough?
 In what way was my first half experience a foundation
for something more significant in my second half?

60. Stage Two: Inward
 What are my greatest strengths and core
values?
 What am I really passionate about?
 What makes me come alive?
 What is my calling in life?
 What is my personal mission statement?
 Who can help me make sense out of this time
of life?

61. Stage Three: Awakening
Challenge
 How do I prepare my family and myself for
this transition?
 How will I leave a legacy through my children
and grandchildren
 In what arena should I serve: my church, my
community, or in some very needy area of the
world?

62. Stage Four: Reaching Potential
 Does this work environment give me energy? Do I
need a different office arrangement, different support
structure, more or less variety, etc?
 Based on the work I have done so far in my second
half, what is my highest and best contribution?
 Am I growing closer to God and to those I love as I
pursue a second half of eternal significance?

63. Authentic Optimal Wellbeing- Finish Well
Source: Dr Bruce Wilkinson
1 Physically Exhausted/Tired Energetic/Strong
2 Emotionally Discouraged/Down Encouraged/Up
3 Mentally Bored/Discontent Challenged/Content
4 Spiritually Depleted/Empty Growing/Full
5 Geographically Distant/Alone Near/Together
6 Relationally Alienated/Cold Close/Warm
7 Internally Hopeless/Sad Hopeful/Happy
8 Personally Insecure/Unsure Secure/Confident
9 Secretly Bitter/Angry Forgiving/Accepting
10 Deeply Wounded/Hurt Appreciated/Love

64. Man’s Economy God’s Economy: Servant
Leadership
1 Our company His company
2 Performance first Servant’s Heart
3. How much can I make How much can I give?
4 Personal success Helping others achieve
5 Pleasing man Pleasing God
6 Living in daily fear Living with hope
7 Short-term gain Lasting legacy
8. Uncertainty Trusting God
9 Profit over principle Principle over Profit
10 Whatever it takes Right purpose
11 Stress- crisis Contentment
12 Anxiety Patience
•Source: Jim Dismore

65. Requirements for change in
excuses
+ +
Clear
vision
Actionable
goals
Pressure
for
change
=
CHANGE

66. Requirements for change in
excuses (Continued)
+ +
Actionable
goals
Pressure
for
change
=
PLODDING

67. Requirements for change
(Continued)
+ +
Clear
vision
Pressure
for
change
=
MARKING TIME

68. Requirements for change
(Continued)
+ +
Clear
vision
Actionable
goals
=
DUST GATHERING

69. Man’s Economy Money Philosophies God’s Economy
1 Money Who is the master? God
2 Money What is object of affection? God
3. All we have is
earned/deserved
Why do we have income? All we have is given to us
4 Live independently Reason for wealth? Given to help others
5 Insulate from
problems
Purpose of money Accelerate fulfillment of
God’s purposes
6 Personal
fulfillment/happiness
Purpose Trustworthy steward
7 Benefit self Goals Follow God’s will
8. Achievement Definition of Success Faithfulness
9 Temporal rewards Return on Life energy Eternal rewards
10 Work/Riches/Power. Source of Significance Child of God
11 Significance/security
/trust
What drives /impresses God’s glory/Fame
12 Dependent on
circumstance
Emotional state Contentment
•Source: Chuck Bentley

70. Chicken Lifestyle

71. {
Reflective
Question:
What are you
going to stop,
start, initiate
and maintain?

72. MENTORING THE NEW
GENERATION-THE
DESTINY WAY