For me, one of the things I liked best about being a corporate field salesperson was that it gave me the opportunity to run a business, without many of the issues associated with being a business owner. I adopted a business owner’s mindset–I was resourceful, took intelligent action, invested wisely, generated opportunities and secured sales. But unlike an actual business owner, I wasn’t bogged down with the million and one other things that have to be considered. I only had to run my part of the business. There was great freedom and opportunity in that proposition for me. It allowed me to be creative and innovative while still enjoying the benefits of sophisticated support systems. Systems out of reach for most independent business owners. Additionally, I was able to approach new prospects with something substantial and recognizable. Again, running my own business with the credibility of size and substance on my side. Perfect. When it came to business planning, I owned it. This was my baby and I had big plans for its growth. That mindset helped me energetically invest in my work in a powerful way. Intellectually, I wasn’t delusional. I knew that I was an employee in a sales department. But, I didn’t go to business with that thinking in place. Instead, I organized my intention around owning the plan, the work and the outcome. Today, I am a business owner and have the million and one other things to consider. The experience I gleaned from my years working for other companies has served me well. The opportunity to observe the good, the bad and the ugly has provided me insight and wisdom I handily use today—both within my own company and those I serve. Like with my earlier employment days, the concept of “owning it” is even more critical. Because, financially, I do. But, “owning it” is more than a financial reality, it’s an energy and mindset. Owning what I do, how I show up, the choices I make, the obstacles that get in my way, my successes, my failures…that’s the bigger ownership. Interestingly enough, that’s the real inner growth and ownership that makes the other possible....

What’s Really Going On In Your Business? There’s an old adage—you don’t know, what you don’t know. Applying it to business—it’s hard to move something forward, if you don’t know it’s stuck. Whether it’s a faulty process, an ineffective relationship, an outdated system or a limiting belief—they all impede forward motion in business. Learn more through your own “awareness” and Momentum’s needs discovery conversation....

A Gallup article landed in my inbox referencing engagement levels at companies.  The article stated “in the U.S., only 28% of employees are engaged” at work.  While I was disheartened to see that number, I wasn’t surprised. Many corporate  people I speak with mention some significant disconnect with regard to their  job, either with leadership, workload, management or the system. These are not grumblers. Far from it. Most are smart, experienced, high achievers. They’ve simply become frustrated and disengaged over the last decade or so.  In defense of their companies, tremendous pressures abound; competition, stagnating or shrinking markets, overhead considerations, stockholder expectations. All challenging, but basically external. The issue of engagement, however, is largely internal. It lies, in large part, with organizations employing twentieth century people solutions to twenty-first century people. During the last century, we were captivated by machines, assembly lines and process. Next, came our fascination with information and technology; numbers, data, metrics, reports, automation. All controllable, mostly predictable. But, when it comes to compelling worker engagement and human potential, everything gets a bit murky. No longer black and white, the grayness of it all can overwhelm. The reality is, most people know what compels them to care and work hard. It isn’t rocket science. The companies that understand their people and develop cultures that support them, will create engaged workers; like the Zappos, SAS and Southwest Airlines of the world. Companies that don’t, will likely continue to struggle. I believe this is the time where a concentrated and focused effort needs to be afforded the human element. Not at the expense of the other initiatives, but certainly equal to them. Companies that recognize the value of an engaged and happy workforce and make the cultural changes to support that result, will reap the benefits. We are indeed entering a new age…perhaps it’s the age of human...

This is a big day for me. The day of my first official blog post. My intention is to post topics, thoughts, ideas and concepts that align with people, performance, company culture, leadership and business in general. Rather a large body of water …so, let’s dive in. Grow Deep Roots. I woke up Monday morning, early, with this statement ringing in my ears, “Grow Deep Roots.” In fact, it also appeared in my minds eye on a mental billboard exclaiming,”Grow Deep Roots.‚” A sort of multi-media presentation. The whole experience had an etched-in-stone-sent-down-from-the-mount feel about it. Impactful enough, that I began to immediately reflect on the meaning and significance of the statement. What came through loud and clear, for me, was this idea of full commitment. Deep roots. Living a life comprised of full commitment. Engaging in work based on full commitment. And, continuing to develop and grow in that commitment over time. Ever deeper and stronger. The idea of growing deep roots feels really powerful to me. Especially in light of the transitory nature of so much of life and work. Change happens fast. Just keeping up with advancements in technology feels like a full time job. Communication is brisk and brief and fleeting. All around us, life is unfolding quickly. The notion of being fully committed to the important areas of my life feels like the perfect counterweight to the busy-ness and brevity that abound. It feels real and solid and secure. And, so, I will heed that early morning message; mindful of where I commit and the depth to which I do...