About LMI Modified

About LMI Modified

• 1.
  LMI ® Canada Inc. Results You Can Measure ©Leadership Management ® International 2009
• 2.
  Performance Improvement World-Wide Founded in 1966 by Paul J. Meyer Over 60 Countries 22 Languages “ If you do what you have always done, you will get what you have always gotten.” P a u l J . M e y e r Hundreds of Thousands of Satisfied Clients
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  LMI Around the World
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  Identify Specific GoalsMake In-House Decision Executive Showcase Serves three purposes Experience the Results You can…
• 5.
  LMI Clients AchieveResults “ Over the past 9 years, our sales have grown more than four fold and our profit has grown almost nine fold.” Bob Peacock Almag Aluminum, Inc. Canada Mogens Iversen BEC Bankernes Edb Central Denmark “ We have almost doubled the staff from 300 to over 500 employees and revenues from 35 million to 75 million USD.” Mr. Zhao HongAn Shanghai Dental Products China “ The company experienced a dramatic improvement in business volume in the last 12 months, from RMB77 million to RMB101 million. Profit jumped 31%.” Ruth Coleman Health Design Plus U.S.A. “ As an Inc. 500 company, Health Design Plus experienced significant growth in its ten year history. LMI’s process provided what we needed to transition from a small entrepreneurial operation to an effective mid-size company.”
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  We get RESULTSin these areas: Higher Productivity Enhanced Communications Increased Focus on Priorities Improved Teamwork - Development of Key Personnel
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  Dedicated to developing leaders and organizations to their full potential!
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  “ Companies that manage people right will outperform companies that don’t by 30-40%.” Jeffery Pfeffer “The Human Equation”
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  “ What resources are available? ” Seminars and lectures Books, magazines and newspapers Night-school and University classes Consultants Web based courses and software
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  They are allgood… … BUT they lack THREE THINGS! Long-term behavior change Measurable business results Return on investment
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  “ How doyou know if your development investment is working?” Information reported in the 2002 ASTD State of the Industry Report based on Kirkpatrick’s model for evaluation. behavior change, Less than 10% of companies measure or evaluate: business results, or return on investment
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  A PROCESS FORMEASURABLE “ We are committed to helping every client achieve measurable results toward their goals .” CHANGE
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  EVALUATE PERFORMANCE  STEP Identify Performance Issues EVALUATE PERFORMANCE Determine Current Level of Performance Calculate Performance Gap - 1
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  PLAN ACTION STEP Develop a Dynamic Plan of Action PLAN ACTION Identify Critical Success Factors Determine Method of Tracking Results - 2
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  CHANGE BEHAVIOR  STEP Implement Step-By-Step Change CHANGE BEHAVIOR Integrate Behavior Changes into Daily Productivity 3 Measure Progress as it Occurs -
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  MEASURE RESULTS  STEP Measure Results Achieved MEASURE RESULTS Identify Additional Areas for Continuing Improvement - 4 Document Return on Investment
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