Over the years, business has been fervently looking for ways to control and reduce costs. There’s BPR, JIT, TQM, BPM, BPMN, BMM and more. All essentially systems designed to monitor, maintain, or reduce costs. Here’s what I find fascinating: amidst all of this focus on reduction there is little focus placed on amplifying and expanding the value of the company’s number one asset—the people that work there. The paradigm of ‘cost containment and reduction’ largely captures most of the attention. Here’s the thing, the number one asset of most organizations—the people—lies largely untapped. There’s that asset, showing up everyday, running at levels oftentimes well below potential. If a piece of equipment demonstrated similar efficiencies, the mechanics would be swarming. Yet, with people, it seems leadership is confounded as to how to enhance this vital asset. Simply stumped. In many ways, it’s not surprising. When it comes to working with people, the modus operandi has largely been ‘management’ oriented. A process which is in need of a significant refresh and quite possibly, a total replacement. It is simply an outdated tool. When you review what has occurred in the process improvement realm over the years, it’s replete with new ideas and innovation. When you review what has occurred in the people improvement realm…mostly different versions and varieties of ho-hum management. Let’s face it, many business leaders are unsure of how to legitimately increase the commitment, engagement, performance and productivity of the people in their company. The legacy of command/control and carrot/stick management practices, even in their more palatable forms, continue to be instituted. As such, they will continue to maintain what they have always maintained—most people doing just enough to not get fired. That is a waste of a remarkable resource. Without question, it makes sense to manage costs and reduce them where appropriate. But, it makes equal or more sense to expand upon the value of an asset that’s in place and showing up everyday. Getting out of the ‘reduction’ mindset with regard to people is essential. The name of the game on the people front is personal/professional expansion. Not from the old paradigm of “get more out of them,” but rather by increasing their connection, allegiance and willingness to do the job well. That’s the 180—people performing not because they are afraid of the repercussions if they don’t, but rather because it matters to them that they do. Is your company or management in need of a 180? How about your people? Give us 30 minutes. We’ll get you moving in the right direction. Schedule a Needs Discovery...

  Recently, I watched and shared a video featuring Life is Good cofounder, Bert Jacobs. If you’re not familiar with the company, he and his brother created this impressive business based primarily on selling tee shirts with simple messages and artwork. From the very first moment I saw their tee shirts hanging in a sports store I was smitten. The message “Life is Good” felt like a welcome reminder and healthy balancing agent. Their slogan got me thinking about the idea of not only “life” being good, but also of “work” being good. These two guys had obviously found a way to create a revenue-generating enterprise based on passion, fun, heart and contribution. A company that seemed to be about work and not struggle. They were clear about what they wanted, aware of their abilities, open to receiving input and guidance from others and intent on enjoying the ride. In addition, they had a larger goal than personal gain alone—the company’s gain was to be shared and extended outward. Now, there are business folks out there that may regard such thinking as Pollyanna or do-gooder. Many of us have become so inured to the idea of personal gain being the prominent objective of work and business that the idea of a broader perspective can seem irrational or suspect. More likely, that’s more of a conditioned perspective than an examined consideration. When you look closely and lay the two paradigms side by side, a legitimate argument is formed for the “Life is Good” guys. Their model unites and aligns energy for the good of the company and its numerous benefactors. The traditional model oftentimes has people pulling away from one another and towards themselves. That translates into energy that is un-harnessed, chaotic and in opposition. In essence, those people are likely working for another company altogether, one called Me and Mine, Inc. Life is good. Work is good. If not now, it can be. It’s all in what you see and make it. Life is Good decided to make their company and the way they do business good for all concerned. Rather than remaining in their van selling tee shirts, their philosophy magnified their business into a tee shirt empire. Now, some may call their philosophy Pollyanna, but not I. I would call it nothing short of head-based, heart-based genius. Make work good. Discover “5 Tips” to get good going. 5 Straightforward Tips to Become a Better Leader...

  In business as in life, we tend to look upon frustrating issues in isolation of their original source. When a problem or issue is experienced, once or repeatedly, it is oftentimes dealt with independent of that which has actually caused it to occur. This process likely ensures the problem will have a nice long run of creating havoc over and over again. It may show up wearing a new set of clothes, but trust me, it’ll be connected to the same root cause. That type of thinking and (re)acting are versions of really old thought and behavior processes. What began as a great way to respond to and hopefully survive saber-toothed tigers in the wild…”Tiger!!! Run!!!”…can often hamstring us in our more modern world. Add to that the parade of distractions technology has unleashed, and you have the perfect storm. A storm seeming to produce a need for the quick, the immediate and the impulsive. Our finely crafted ability to sort and compartmentalize has over time become a liability. Don’t get me wrong, it’s a great skill to have in certain situations…just not all situations. In fact, it’s a skill that could use a wise, new colleague. This new colleague would quickly assess whether compartmentalizing and immediacy make good sense, as with the tiger, or whether a broader, deeper overview is warranted. The good news is that four-legged ‘lions and tigers and bears’ are not allowed into most workplaces. However, some two-legged forms do occasionally find their way in. That said, we rarely experience life-threatening, emergency situations at work. Yes, computer’s crash and manufacturing lines gum up, but most of the time there is an opportunity to cultivate a deeper understanding of the issue, as well as identifying a remedy more mindful of the root cause. In essence, to step into a more whole-system approach to the dilemma. Whole system, source-oriented thinking is a more evolved way of thinking. It introduces a different type of lens and focus to the process. It initiates a deeper exploration and allows for the additional time required. Like many aspects of business, which prove difficult to accurately calculate from a cost standpoint—the effects of disengagement, diminished productivity, lack of commitment, reduced workplace appeal—there are real costs associated with compartmentalized fixes. Making the choice to examine existing problems more wholly and with an eye to cause may take more time initially, but the gain will be found in the sustainability of the solution. Start seeing your company from a ‘whole’ new perspective. Become aware of how the parts impact the bottom line. Need some help sorting it out? Schedule your own complimentary Needs Discovery Conversation here...

  We’ve all heard the line “too big to fail,” but what about the lesser known, “too small (or insignificant) to succeed.” Although, that’s not a statement articulated in the news, I hear business people refer to it frequently. It’s heard in things like “they don’t care about this department,” “we’re not considered the profitable part of this company” or “we’ve mentioned these issues ‘til we’re blue in the face, let’s get real, nobody cares.” Now, it could be that such comments represent idle belly-aching or a passing-of-the-buck. But, it’s also possible that they are very real business issues, both troublesome and persistent, generating frustration for people on an ongoing basis. Either way, any recurring claims of perceived obstacles are best explored and addressed. If it’s simply a case of whining, address the person or persons. If it’s a legitimate problem or issue, address that. Repeated roadblocks to one’s personal performance and ability to be successful have a corrosive affect. Over time they kill motivation. Not simply because they’re a pain in the neck to deal with, but because unaddressed, they can send a message of organizational indifference or worse, neglect. Anyone in business knows there are obstacles and weak spots—technology gaps, process holes, outdated procedures, disengaged/underperforming personnel and limited resources. In fact, much of business activity is conducted in response to such issues. That’s not what I’m referring to here. What I am referring to are the recurring issues perceived as unacknowledged and/or unaddressed by leadership. These are often the issues that can cause a team, group, department or division to question their importance and value to the organization as a whole. This is where communication is key. The act of acknowledging perceived obstacles or issues and letting people know what’s going on in response to them is critical. Even if no solution is available, the acknowledgment has ballast. In essence, simply communicating what is being experienced and how, if at all, it is being addressed. For problems without definitive solutions, the same holds true. Acknowledging the situation, expressing appreciation for people doing their best in light of the circumstances and communicating updates regularly. These relatively simple acts of communication make a tremendous difference. For the people within the company, it says “we hear you and we’re paying attention.” The more leadership expresses sincere “we hear you, we’re paying attention” messages, the better. For you hardliners, this is not about mollycoddling. This is about listening and reducing the opportunities for people to fill in the blank with hypothesis, generally unsubstantiated and often negative. Listening, addressing and communicating are the elements of leadership. Being aware of what’s going on and speaking directly to it, are the elements of conscious...

Competition is a tricky concept within the realm of company and culture strengthening. Inherent at the onset of the industrial age, competition has established a deep root both in and outside of organizations over the last 250 years. Moreover, it is a global economic cornerstone and the largely unquestioned milieu of most business. Without a doubt, competition is an active and persistent juggernaut in the marketplace. But, how does it measure up within the walls of the workplace? In that particular environment is it likely to be a constructive force or a destructive one? Fortifying or corrosive? As a business advisor and organizational culture specialist, these questions are both significant and intriguing to me. When building a strong, unified company culture, where does internal competition fit in? Or does it? The more genuinely cohesive, collaborative and connected an organization is, the better, stronger and more profitable it tends to be. There is a synergy generated through a unified collective of people working for a shared purpose. A “power in numbers” effect that tends to expand and build on itself. In my experience, the key qualities required for this type of dynamic unification to emerge and take hold are trust, inclusiveness, support, candor and clarity of purpose. It’s against this backdrop that competition needs to be examined. Curiously enough, the origin of the word comes from the Latin competere, meaning to meet or come together. The purpose of this coming together, however, is as opposing rivals. This is where the idea of competition gets tricky in business. If a company’s strength is tied to the cohesiveness and connectivity of its people, what is the cultural effect of rivalry? Becoming aware and paying attention to the use of competition and how it is framed within the company walls, is critical to cultural health and internal stakeholder performance. Inviting people to weigh in on how they experience internal competition is a great way to get a sense of its value or not. Asking where and how they see it working also shines a light on its effectiveness. The important thing is that a leader become aware of its overall value or liability to the organization. Simply employing its use because “that’s what’s always been done,” is neither smart nor strategic. If it’s important to know, and I suggest it is, just ask. A strong and unified organization is built through the power of connection, not division. Leadership catalyzes this power…or not. Like everything, it’s a choice. Check out these “5 Tips” to better your leadership! 5 Straightforward Tips to Become a Better...

  Companies, as an entity, emit a certain quality or energy. That particular quality is a product of the collective culture of the organization. Firmly within that collective is leadership, powerfully influencing and shaping both the culture and the quality it emits. Like a beacon or harbinger, this unnamed and largely unacknowledged quality broadcasts outward. Beyond carefully designed branding and/or PR, this quality is communicated through the interactions people of the company have with those outside of it. Vendors, customers, friends and family of employees, consultants and others are able to perceive a great deal about the company even tangentially. Like some kind of fascinating sonar, information is being transmitted. As humans, we are big energetic cue readers. We’ve needed it to get the group to 2015. It may seem like we are all communicating on a mostly verbal and visual dimension, but there is much more “communication” happening and much of it is soundless and sightless. This quality, that we are less aware of, is energetic. Try as we might, this is not a quality that takes its orders from marketing gurus, ad agencies or even the C level. For company leadership, this is a very important realization to get. The energetic quality of an organization will be transmitted. The pervasive cultural quality will echo forth. If there is a preponderance of dissent, corruption, confusion, discord, rancorous competition, anger, greed or mean-spiritedness, that’s the signal. If there is a prevalence towards care, fulfillment, supportiveness, openness, collegiality, happiness or the valuing of contribution, that will be the signal. Ask someone their thoughts about any given organization they interact with and they may or may not be able to articulate them. But, they will act and behave in accordance to them—articulated or not. Those actions and behaviors show up in the form of sales, customer loyalty, referrals, productivity, healthcare costs, new hires, attrition and many others. Human evolution has crafted some well-honed tools over the last 200,000 years. Not the least of which, is our ability to interpret energy. Regardless of ad campaigns, HR posters, PR spins or company mission statements, that channel of communication is open and operating on a very powerful frequency. It is imperative for leadership to tune in. Discover “8 Powerful Ways” you can affect and influence the energy your company emits. 8 Powerful Ways to Energize Your People...