MBL is “The New MBA” | © Copyright 2011 MBL Inc. All Rights Reserved Inc. Master of Business...

MBL is “The New MBA” | © Copyright 2011 MBL Inc. All Rights Reserved

Inc.

Master of Business LeadershipSystem and Coaching Platform

Wealth

Reduced Chaos

Revenue & Profitability

Employee Engagement

PromotionEmotional Intelligence

Service

Repeat and Referral Customers

Business Leadership

WisdomExpertise

Knowledge

MBL System Bridges the Gap Between Current and Desired Results


Inc.

Get The Results You Really Want!

Grow revenue and profitability year over yearGet your existing clients to help you find new clients

Raise employee engagement and reduce organizational chaosProvide better customer service and develop deeper client relationships

Share a Vision that motivates employees to take the strategic actions that generate wealthUse the Master of Business Leadership system to increase your visibility and prepare you for promotion

Wealth

Better Results, Less Effort, More Fun

Science & Wisdom

Business Leadership and Organizational Development

MBL is “The New MBA”

Graduate Level

Authentic Leadership, Emotional Intelligence, Organizational Change

MBL is “The New MBA”

Graduate Level

Authentic Leadership, Emotional Intelligence, Organizational Change


Inc.

The Stages and Dynamics of Organizational Change

Victims

Authentic Leaders

The best companies are thriving not because of one leader’s charisma but because they cultivate

leadership and emotional intelligence throughout the organization.

Managers have employees, leaders have followers. Managers make widgets, leaders make change. The future

belongs to the authentic leaders.

Putting Together an Authentic Team Guarantees Success


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1. Executives must be seen by fellow employees as change leaders through their actions.

2. Identify and develop the organization’s initial leadership group (20% employees)

3. Establish a shared passionate Vision that is communicated continually to everyone.

4. Create an action-results focus that moves the organization toward its shared Vision.

5. Empower the ‘business owners’ within the organization to deal with obstacles preventing progress.

6. Celebrating “Wins and Better Results” will help to silence those reluctant to embrace change.

7. Refuse to allow complacency to stop forward action toward the shared Vision.

8. Institutionalize these changes into the company’s cultural DNA, its hiring and promotional practices.

Creating Sustainable Organizational Change

Install caring as your organization’s cornerstoneWithout a customer you have no business

A sense of urgency is essential Culture always wins. Refuse to be surrounded by victims.


Inc.

A Sense of Urgency is Essential

In the next 20 years we will experience the equivalent of 100 years of change and approximately 20,000 years during this Century. According to renowned scientist and Presidential advisor Ray Kurzweil we are living in exponential times. We need to develop individuals and organizations willing to embrace rather than resist the inevitability of change.

We are much too complacent and we don’t even know it.John Kotter, Harvard Business School

Trying to maintain the status quo is both impossible and a mistake

Are you or your organization behaving like a slowly boiling frog? (Hint: The answer is yes.)

Everything has changed except human nature


Inc.

20

60

20

The Law of Diffusion of Innovation indicates that when approximately 20-25% of the organization’s employees get involved in the organizational change a tipping point is passed and the ‘fence sitters’ begin to join in the change movement. The credibility of these early adopters has been found to play an important role.

As more people begin to embrace the changes it becomes less risky for the ‘fence sitters’ and they begin to join the initial change leadership group. Facebook Example: Once a sufficient number of friends and colleagues were online, this group felt they had little choice. Converting these people (often against their short term wishes) is where Facebook's most recent 300 million users came from.

We also need to be aware of the negative energy and communications that some employees will encourage. These individuals will find it the hardest to embrace the new changes and may ultimately leave the organization.

The Water Line

Dynamics of Organizational Change

Mexican Crabs

Culture Always Wins … Refuse to Surround Yourself with Victims

There are always vanguards who embrace change and a rear guard that is unable to.


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20

60

Employees are passionate about their work and embrace changeUnderstand the need to connect with customersActions inspire customers to want to come back and buy againCustomers become raving fan advocates who tell their friends

Employees who are not engaged in their work, seeing it as just a jobThey fail to connect their salary and revenue to customer relationshipsLack enthusiasm failing to demonstrate passion and energyDo not provide a compelling reason for customers to ever buy again

Employees neither over or under performCustomers may or may not come back and buy againIndifference is the reason 68% of current customers will notcome back or refer their network of friends to your company

Every Employee Must Act Like a Small Business Ownerand Authentic Business Leader

Pro-Customer

Indifferent

Anti-Customer

… Without customers you don’t have a business.

Positive Referrals

Negative Referrals

No Referrals

They BelieveCustomer

We BelieveTeam

I BelieveYou

20

Caring and 1-On-1 Relationships Are Back!

For most of the past 75-100 years companies have not cared much about their customers. Caring about customers and one-on-one relationships took a back seat to profitability and shareholder value.


Inc.

Apple is the world’s first trillion dollar company. They and a growing number of other companies such as Southwest Airlines, Google, Infosys, Disney and Fed Ex have proven that the path to superior business results is through the development of the emotional intelligence and authentic leadership within their organizations.

Especially noticeable at senior executive levels, emotional intelligence capabilities have been shown to increase results by 85% more than IQ or technical expertise. Studies have shown it typically takes an IQ of 110-120 to get an advanced degree like an MBA which focuses primarily on left brain cognitive abilities. There is a high selection pressure for IQ to enter the executive ranks within corporations and relatively little variation among those who are in those ranks. But there has been little or no selection pressure when it comes to emotional intelligence. And so there is a much wider range of EI variation among business executives. Superiority in these capabilities counts far more than IQ when it comes to leadership performance. Within companies actively engaged in organizational change emotional intelligence has become a key hiring and promotional consideration.

Hiring and Promoting Emotional Intelligence

* Primal Leadership, Realizing The Power of Emotional Intelligenceby Daniel Goleman, Richard Boyatzis and Annie McKee


Inc.

Vision Consensus= Wealth Creation

VisionPersonal Fuel

VisionPersonal Fuel

VisionPersonal Fuel

VisionPersonal Fuel

VisionPersonal Fuel

VisionPersonal Fuel

New Habits

People Support What They Create

Aligned and Engaged EmployeeEngine “Pistons”

… Motivation and engagement is about creating a consensus between the individual’s personal Vision and the Vision of the organization.


Inc.

What’s behindour walls… Awareness

CalmIntuitionWisdomCourageTrust LoyaltyGraceRespectConfidenceCompassionCharisma

Emotional IntelligenceBenefits

InspirationHopeBeautyMore FunPassionBalanceBetter ResultsPatienceEnergyConnectednessKindnessPlay


Inc.

Master of Business Leadership Inc.www.MasterofBusinessLeadership.com

MBL is “The New MBA” | © Copyright 2011 MBL Inc. All Rights Reserved Inc. Master of Business...

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