The Radical Disrupter Is Back in Town to Help Business Leaders Stop Sabotaging Their Own Performance
Dan Prosser is proud to be branded “the radical disrupter”. “I disturb the status quo, in a good way!” he clarifies. The award-winning CEO mentor and coach explains, “When I go into a company, I’m literally looking for what’s keeping them small and helping managers remove those obstacles. It’s a very effective system.”
Prosser’s best-selling book, “Thirteeners: Why Only 13 Percent of Companies Successfully Execute Their Strategy — and How Yours Can Be One of Them” is striking a chord with Twin Cities executives because it captivates their imaginations. This powerful book, which was named one of top five business books in the world at the Frankfurt Book Fair, may soon be a catalyst for changing how Minnesota-based businesses work toward growth and expansion.
Teaching leaders to believe in themselves
Prosser believes that working on business strategy and processes will only take a company so far. “Leaders have to change their thinking. Thirteeners is based on the idea that in this world, there are two value systems. There’s transactional, such as a high-volume department store that serves the masses; and there’s relational, where more of the focus is on service. They deliver very different experiences.” He helps executives fine tune the latter.
Prosser calls his process the Breakthrough Solution Framework (BSF). “With my work, I’m more interested in focusing on transforming what’s going on in the background … the hidden contexts that are sabotaging performance. I’m altering the conversations.”
He explains that, “Just as a butterfly is not a more-improved version of a caterpillar, I help businesses undergo a metamorphosis to become an entirely different creature. I disrupt the status quo that is keeping a company small and from moving forward. I help leaders identify the weaknesses that are undermining and sabotaging their performance.”
The guy with the white hat rides into town
Prosser has been a successful entrepreneur, CEO mentor and coach, team educator, software developer, speaker and author. His work with clients has created Fortune 500/5000 Fastest Growing and Best Place to Work companies. A Twin Cities native, Prosser most recently lived in Houston where he helped turn around major corporations as well as high-profile nonprofit organizations.
Prosser’s independent research into Best Place to Work companies uncovered a unique understanding of the distinctions that exist within these exceptional workplaces. These distinctions that make them achieve two to three times the growth of non-best companies.
He returned to the Minneapolis area because of its business diversity. “There is a lot of innovation that exists here,” he comments. “That innovation is a function of the diversity. I’m excited to start working with these companies.”
The 13 things leaders need to know to become a Thirteener
Prosser estimates that 87 percent of businesses face the same 13 weakness. He has created the The CEO Blueprint for Building a Thirteener Company program, available through www.DanProsser.com, to help leaders address these issues:
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The vision for their business is ambiguous and does not reflect the reality of the marketplace they are truly in.
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They have failed to effectively articulate who they are for their clients and instead communicate a vague understanding of what business they are in. This confuses employees whose job it is to execute the muddled strategy.
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There is extreme difficulty in finding the right people to put on the proverbial “bus” but more importantly getting the wrong ones off without hesitating to take action.
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Management doesn’t utilize accountability practices that engage employees in promise-based management.
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Employees are ill-equipped to sell the company’s products.
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Leaders who have experienced a loss of power because of weak multiple iterations in strategic planning and then producing strategies that then fail to be executed.
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Employees who do not know what to do and wait for “leadership” to tell them.
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Sixty seven percent of employees are either disengaged or actively disengaged, and are merely showing up for work to collect a paycheck.
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Change that doesn’t produce results because it’s based on fixing past failures contrasted with inventing new futures.
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Not being in tune with technology that is giving innovators a competitive advantage because it connects them to the customer in new ways that are designed to eliminate the competition.
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An entire generation of employees coming into the workforce with a highly defined set of expectations, along with feelings of entitlement, that demand companies change and adapt to their lifestyles, 51 percent of whom say they are actively looking for a new job.
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Managers who don’t understand how to adapt so management styles meet the needs of the younger generation of employees in the workplace.
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Not knowing how to survive in a competitive ‘employer-of-choice’ marketplace where skilled and talented workers are gobbled up before others even know about them.
“The goal of ‘Thirteeners’ the book, and ‘The CEO Blueprint for Building a Thirteener Company’ program, is to improve employee engagement through the design of a core strategy built upon the framework of a ‘relational value system’ and then the delivery of a signature experience that separates an organization from the competition,” says Prosser. “This will enable it to own its marketplace to the exclusion of others.”
Biography: Dan Prosser
