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32 The PCB Magazine • March 2016 I'm going to take liberty here to share my opinion on the critical nature of systems think- ing. Of the Four New Agreements, systems thinking is the most important one. If leaders and managers can learn and practice this single agreement, any business can be transformed quickly, easily, and sustainably. I believe systems thinking should be taught in school every year from grade school through graduate school. If people, both in the work- place and at home, could begin to think in terms of systems, the whole world would change in profound ways—for the better. It ap- pears widespread systems thinking, particularly in the workplace, could be a catalyst for resolv- ing the many seemingly intractable problems facing humanity worldwide. The rise of terror, climate change and other sticky issues are, for the most part, systems prob- lems. Our current response: more-better-different. I normally keep my opinions to myself on these types of issues. However, as I'm becoming old- er and looking at the world we are leaving for our children and grandchildren, I feel a need to speak out. Thank you for listening. Fourth New Agreement: Practice a Little Every Day Realizing life purpose and attaining certain levels of mastery in the workplace requires prac- tice. It's the same for organizations. If we desire to learn something new and make this new skill set a part of how we operate in the world, the organization must create and maintain a prac- tice. The most effective practice is done every day. For example, if you want to make the New Agreements real in your organization, you will need to practice using the tools that make these powerful agreements real. Practice doesn't have to be arduous. Actually, we do our best practice when we are inspired or having fun. We must remember that, good or bad, we become what we practice. If your organization practices suppressing workers in the name of control, you will get good at it. Conversely, if you and your organization practice purpose- driven, systems-based service to your workers, suppliers and customers, you will become a master of the workplace. Profitability will rise dramatically—not because you drive it—but be- cause you are doing the right things that allow profitability to happen. Conclusion We have been brainwashed to focus on a relatively small number of metrics such as rev- enue and profits as the driving force behind critical outputs of our organizations. The actual driver of these critical metrics is the mostly in- formal systems in which the company operates. Because in excess of 90% of the profitability of a company is systems-based, a sustainable in- crease in profitability requires changes (optimi- zation or re-creation) in existing systems. The biggest challenge to increasing profit- ability or making any significant change in a business is the existing thinking of leadership and top management. The mind (thinking) tends to filter anything unlike itself and send the company into the more-better-different firefighting trap, with no real changes in the systems. The Four New Agreements for Leaders and Managers offers a comprehensive roadmap for building great companies with high levels of profitability. Of these four new agreements, "Be a Systems Thinker" is the single most powerful one and one upon which anyone can build a transformed business. Adding the other three agreements significantly speeds the process and makes work life for leaders, managers and work- ers more fulfilling and meaningful. As a now proven roadmap to significantly increased prof- itability, consider implementing the four new agreements in your company. PCB References 1. The New Agreements in the Workplace 2. The New Agreements in Healthcare David Dibble is a keynote speaker, trainer, consultant, executive coach, and systems thinker. For more than 25 years he has consulted and trained in the workplace, with a fo- cus on his systems-based, The Four New Agreements for Leaders and Managers. To reach Dibble, click here. the four new agreements to explode profitability