John FoppeBorn without arms, John Foppe has had to break down and re-engineer every aspect of day-to-day life. He learned that the inability to do something didn’t rest on the lack of resources or vision. Instead, it has more to do with one’s subconscious perception to meeting a challenge head on. In the field as part of his master’s degree in social work, John saw this scenario play out repeatedly. To his surprise, he discovered that many people subconsciously substitute personal improvement with systems to support their perceived limitations. As a speaker, John also witnessed this resistant mindset operate in all sort of companies. He repeatedly heard leaders complain about how difficult is to motivate their people. John has addressed this common challenge through years of research, clinical study and field testing, which ultimately led to the discovery of the primary cause of failed vision execution. In light of this important, personally-significant discovery, he has developed a variety of solutions to help individuals and leaders overcome their exasperation and translate their visions into outcomes.His compelling story and methods caught the attention of the legendary Zig Ziglar, who broke his long-standing rule of promoting from within and recruited and mentored John. In 1995, John launched a successful training business that has taken him to 15 different countries, pro-football organizations like the Miami Dolphins, and to Fortune 500 clients such as Boeing, GE, and State Farm. John’s insights on how the biggest vision can be derailed by the smallest bit of resistance are now being used to orchestrate the missions of visionaries and change agents around the world.MOST REQUESTED PROGRAMS: Getting It Done or Making It Happen? Encoding Excellence into ExecutionI In “Get It Done” organizations, people show up and do their jobs. Work is fine, but not fantastic. In “Make It Happen” companies, employees don’t just do their work—they love their work. Employees don’t just meet their goals—they exceed them. Customers are not simply satisfied—they’re elated. In this inspiring presentation, John Foppe, a veteran author, trainer, and adviser to executives, reveals how a “Code of Exasperation” can unwittingly exist within an organization defining the difference between “getting it done” and “making it happen”. It’s no secret employees can become burnt out, fearful, and complacent. Instead, the secret is how these reactions kill vital initiatives. John was born without arms, and he once led a life of dependency. He created his disability through exasperated perceptions, reactions and practices. Likewise, John reveals how employees create an organizational reality that either makes or breaks the company’s vision. The “Code of Exasperation” can’t be purged, but it can be re-written into a “Code of Execution”. John teaches how to encode a new reality and healthier roles where people execute in their own way. As employees understand the part they play in the big picture, they naturally embrace the vision. Rather than trying to transmit the vision to people, now people realize the vision through their own initiative. Instead of simply getting it done employees make it happen! Being an Executor, Not an Executioner How to Get Everything Done Without Destroying Anything Have you ever felt like a hamster on a wheel? The faster you go, the better you get, but better probably isn’t enough, so you have to go even faster—an exhausting cycle. Eventually, work falters. Enter the executioner! Managers crack down with tighter controls. When controlled workers feel they have no choice, they stop taking initiative. Workers also become executioners—slowly killing initiatives with inaction. John explains how to break the cycle by showing people they can choose to be Executors. Making things happen becomes a way of life. Employees will learn how to be executors through three ways of:: o paying attention o stating intentions o applying efforts. Walking the “Ellipse,” a specific set of practices which mobilize one to circumnavigate problems and maintain the vision.Understanding how 90% of making something happen involves making oneself available. John details five benchmarks for employees to measure their own availability for making things happen. No more painstaking efforts to get people involved. Now, people get involved! When people choose to be Executors, turnover drops, innovation abounds, targets get hit.
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