Turning Self-Actualizing into System-Actualizing thereby escalating the achievements of all partners. Maslow’s Hierarchy of needs has been a leadership staple for four decades. Self-Actualizing is assumed to be the top that can be achieved and advocated.

However, hundreds of businesses learned decades ago how to redefine what is on the hierarchy and link it to business and ecosystem success. Learn the new Hierarchy and how it has another level that is the goal that really matters.

• Learn why incentives and rewards are demotivating, even to the persons receiving. And what to do instead.

• Learn the three brain science principles that update motivation to the 21st Century and how to implement them

• Learn to tie personal growth directly to strategic customer relationships and have your people driving them.

The biggest error that business has made in the last 1/2 Century has been about motivation. Leap front very one and get ahead of the new curve.

The Mind of a CEO is holistic and highly integrated. A CEO mind sees the implication and ripple effect of every decision, action and engagement and modifies to align with outcomes. A CEO considers ethics and responsibility as how he or she does business. They understand how you produce earnings, margins and cash flow, not just count it after the fact.

When New in the role or planning to be in the role, it is a mind that must be developed including the systemic thinking, leadership and work design to achieve the aspirations and intentions of the business.

But everyone in an organization can learn to think with the mind of a CEO.

Learning Objectives

1. Know how to assess the effect of a choice or choices one has to make.
2. Know how to use a system that is more systemic for planning for large or small teams
3. Know how to assess the impact on earnings margins and cash flow of activities.

Business who pay attention to how they design work and how they foster motivation can count on double digital growth year over year. This workshops or Keynote is about the six criteria for structuring work, from organization design, to how you pay and promote people, that ensures a growth pattern THAT big.

I have worked with Google, P&G and 100s of other businesses that have these results. You have to be ready to be a contrarian since much of what you are currently doing slows growth and undermines motivation. The Top 20 patterns that are toxic to growth and motivation are very popular. Yet, they have no research behind them.  They spread widely, often, because consultants are good salespeople. Ask for the scientific evidence. Once you know the difference between what is toxic and what fuels growth. from the most indepth research, you are on your way to growth.

Only one more thing you have to be open to. There are three ways to grow, and most companies, businesses, use only one and some use two. It is only the top growth companies that understand all three. I have written two best selling, multi award winning books that are case stories on how to grow, through innovation, and to do it responsibly for all stakeholders. No tradeoffs. And I can teach the frameworks for getting you there.

Companies spend millions of dollars annually on recruiting and  hiring executives and business unit leaders. And yet the ‘stick’ rate and ROI is the largest complaint in the search for talent in a very competitive market matched only by the difficulty in finding A talent in the competitive market.

The fight of many new startups makes developing talent a much better option and is paying off for that that do. It gives them the advantage and they beat the odds of success.

The ROI on BUILDING talent internally, when the right conditions are met, is 15 times higher than buying talent much of which is paying recruiters. The loyalty rate is higher, innovation that fits and gives a returns, as well as creating a culture that develops people becomes the way of doing business.

Google has done this for its two decades of existence but most businesses don’t understand how to do it. This talk give the specifics how to implement a “build, don’t buy” strategy.

1. What are the five  conditions to make it work?
2. What are the three subjects areas to be taught and developed specifically to get A talent for every executive role. ?
3. What are the five phases that makes is predictable successful?
4. How to blend with hiring and changing how to hire and integrate.
5. Five case stories of all sizes who have made the switch and how they did it.

The speaker works deeply inside many companies over 40 years developing executives and business unit leaders, and their replacement so the bench strength is deep and wide. This includes her research and practice in Google, DuPont, and hundreds of mid size businesses. She also runs a program at the University of WA that offers this work for Puget Sound businesses.

Based on my  multi-award winning book. learn the system to make Responsibility an embedded activity that grows your business by double digits. It offer The Responsibility System that is being used by over one thousand small, medium and large size companies, including Google, Seventh Generation, DuPont. It is also being taught at Harvard, Stanford and MIT plus over 100 other universities.

The system is based on building an ecosystem starting with the effectiveness of the customer’s/user/consumer. Then connecting all (co-creators-employees, suppliers and contractors) to the customer’s measures of success (not only the business’ measures). The work of co-creators also is leveraged by responsibility to Earth and Communities in which they work. It is also includes financial effectiveness (including investor returns) based on significant growth in Earnings, Margin and Cash Flow. This systems is widely acclaimed and available in a two hour workshop or a keynote.

Learning Objectives:

1. The Responsible Business System for growth and innovation
2. How to tie Earnings margin and cash flow to decisions about growth and responsibility
3. How to teach employees the means of making a difference in a systematic way, from their everyday decisions.

• The Realizing Entrepreneur:  Industry Game-Changer
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• The Reciprocity Entrepreneur: Culture Game-Changer
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