Dr. Fred M. Mills

1. “Winners to Champions” Creating Peak Performance in Your Organization Dr. Fred M. Mills Transportation Conference F. M. Mills, Inc. (209) 954-9528 Office (209) 954-0188 FAX (209) 608-0946 Cell FMMILLSCO@aol.com

2. Change • People don’t mind change, as much as being changed. • All lasting and meaningful change starts on the inside and works it’s way out. Change is a personal decision and requires accountability. F. M. Mills, Inc.

3. INDIVIDUAL PEAK PERFORMANCE • FOCUSED • IN THE MOMENT • CONCENTRATION • ATTENTION • CONFIDENCE • BELIEF • PROACTIVE • CALM & IN CONTROL • POSITIVE ENERGY F. M. Mills, Inc.

4. Team Structure Vision Mission Climate Goals VALUES Roles Core Competencies Systems Mind Set F. M. Mills, Inc.

5. Team Climate Team Results Accountable Commitment Healthy Conflict Open Communications Trust F. M. Mills, Inc.

6. AWARENESS The clarity with which we perceive and understand everything that affects our lives. F. M. Mills, Inc.

7. Reticular Activating System A filtering device that allows only personally profitable information to register (pay value) or information that poses a threat (fear). F. M. Mills, Inc.

8. Scotoma “A sensory locking out of the environment caused by conditioning.” F. M. Mills, Inc.

9. RED/BLUE CHAIR ROSE F. M. Mills, Inc.

10. Lock On/Lock OutLO/LO We can only consciously see or believe one thing at a time. We develop an attachment to that which we are first exposed. F. M. Mills, Inc.

11. Cognitive Dissonance Theory We cannot have two conflicting beliefs at one time without causing disharmony. We gather information to support our dominant beliefs. F. M. Mills, Inc.

12. Parachute Principle The mind is like a parachute… it only works when it is open! F. M. Mills, Inc.

13. Lock-on EFFECTIVENESS AWARENESS 4. Decision & Action 1. Perception CONSCIOUS 3. Evaluation 2. Association CREATIVE SUB-CONSCIOUS SUB-CONSCIOUS How We ThinkThe Thought Process Makes me act like me! F. M. Mills, Inc.

14. Leadership Leadership is communicating to people they’re worth and potential so clearly that they come to see it in themselves. From the eighth Habit F. M. Mills, Inc.

15. Leadership Competency Management of Attention • Focused direction • Vision, mission, values, goals Management of Meaning • Clearly and consistently communicate the vision. • Align people with the vision. Management of Trust • The main determinant of trust is reliability. • Trust requires interaction. Management of Self • Knowing one’s skills and deploying them effectively. F. M. Mills, Inc.

16. Bringing Together Voice and Touch Servant Leadership Create the Vision • Without vision there is nothing to motivate people beyond self interest. Communicate the Vision • Communication without understanding is fruitless. • Understanding without communication is futile. • Communication comes in both words and deeds. Support Others • Ways to support: tasks, caring, recognition, live the vision/mission/values. • Our ability to support others is a reflection of how we feel about ourselves. • Supporting others means letting go------Empowerment. Monitor, Change, Evaluate • People • Plans • Process F. M. Mills, Inc.

17. Evidence of Effective Leadership • People Feel Significant People feel they make a difference • Learning and Competence Matters People value learning and mastery • People Are a Part of a Community Where there is leadership, there is a team, a family, a unity. • Work is Meaningful Leadership is pulling, rather than pushing people toward vision, mission, and goals. Leaders articulate and embody the ideals toward which the organization thrives. F. M. Mills, Inc.

18. Requirements for an Effective Organization • Strategy • Marketing • Finance • Technology Be Smart • Minimal Politics • Minimal Confusion • High Morale • High Productivity • Low Turnover Be Healthy • Build Cohesive Teams • Create Organizational Clarity • Over Communicate Clarity • Develop Human Systems Healthy Organizations F. M. Mills, Inc.

19. Why Conflict? • Perception • Values • Attitudes and Habits • Stress and Tension • Self Esteem • Change • Fear • Negative Imaging F. M. Mills, Inc.

20. Assume Let me test your ability to discern if you know all the facts by recording this account. On a cold January day, a 43 year old man was sworn in as chief executive of his country. By his side stood his predecessor, a famous general who 15 years previously had commanded his country’s armed forces in a way which resulted in a total defeat of the German nation. The young man was brought up in the Roman Catholic faith. After the ceremony there was a five hour parade in his honor, and he stayed up until 3:00 a.m. celebrating. F. M. Mills, Inc.

21. Pay Values of Conflict • Excite to action. • Lead to acquisition of new information. • Serve to increase group cohesiveness. • Allows individuals/groups to measure their strength/ power. • Demonstrate what is really cared about. F. M. Mills, Inc.

22. Conflict • Conflictis Negative: • When people begin to feel defeated. • When a climate of distrust and suspicion develops. • When resistance rather than cooperation becomes the norm. • When people begin to react defensively. F. M. Mills, Inc.

23. Types of Conflict • Self vs. Self When we hold two personal values at an equal priority in our value system. • Self vs. Other When we hold a personal value at an equal priority with someone else’s value system. • Self vs. Organization When we hold our values at equal priority with those of a group, organization, or society. F. M. Mills, Inc.

24. A Model for Role Clarification and Negotiation “The Pinch Theory” termination AFTER reconciliation Gathering Data and Clarifying Expectations reconciliation under duress Role Clarity and Commitment premature reconciliation planned reconciliation resentful termination Stability and Confidence Crunch Choice Point Pinch Choice Point anxiety, resentment blaming & guilt ambiguity uneasiness Disruption of Shared Expectations F. M. Mills, Inc. J.J. Sherwood & J.J. Scherer

25. Comforter Clarifier Confronter F. M. Mills, Inc.

26. Positions • Confronter • Confronted • In the Middle Conflict Management Invite Solutions • Set Goal • Plan of Action • Affirmation Acknowledge Others Feelings Summarize Share Your Feelings F. M. Mills, Inc.

27. Self-Esteem It is an emotion. An attitude of self acceptance, despite our weaknesses or human frailties. F. M. Mills, Inc.

28. Elements Necessary For Building High Self-Esteem • Acceptance • Others • Self • Limits • Guidelines for self esteem (self-discipline guidelines/ limits) • Respect • Grow within the limits F. M. Mills, Inc.

29. Qualities of High Self-Esteem • Personally effective • Poised • Competent • Capable of independence • See strengths in self and others • Accept compliments graciously F. M. Mills, Inc.

30. Steps in Building Self-Esteem in Others • Help them see they are beautiful just the way they are. • Guide them away from believing they have to measure up to others. • Help them to understand they are not their actions (based only on their awareness). • Include more experiences that build self-reliance and accountability. • Help them see mistakes as stepping stones to success. • Discuss the beauty of enjoying each day, one day at a time. • Give plenty of praise for efforts. F. M. Mills, Inc.