It’s astonishing to me when I consider that we modern-ish human beings have been around for about 45,000 years. Even more astonishing, when I consider that the Industrial Age came into being only 165 years ago. A hundred and sixty-five years is not a long time to get the hang of something…in evolutionary terms. As such, we are still relative neophytes when it comes to organizing and compelling joint action from groups of people not considered slaves or enlisted personnel. Let’s face it, commanding and controlling other folks, being commanded and controlled ourselves is the longer legacy. Though the imprint of that consciousness remains alive either in memory or in reality, we are now in the process of moving beyond it to something different and more evolved. Unlike some extraordinary bacteria, able to change and mutate instantly with newer circumstantial information, we humans take awhile. The great news is that what we may lack in evolutionary speed we can make up for with awareness, creativity, intention, and will. These more advanced minds of ours are extraordinary for witnessing a current reality, assessing it’s value, exploring possibilities and taking action in ways that can move us forward more intentionally. Our ability to create better outcomes is both singular and a profound responsibility. We now find ourselves in a very interesting time and place from an evolutionary standpoint. There is a crossroads feel about it. On one side lies the trajectory we have been on, on the other side, the invitation to step up to a new level of being human. This is not the first such crossroad and, hopefully, not the last. In the arena of business, this is a powerful opportunity. Most companies only access and receive a very small part of the potential of those that work for them. Not because they don’t desire the fuller potential, but because they don’t know how to call it forward. That’s the more evolved work. To do so, requires an acknowledgment of what exists and an exploration of what’s possible in its stead. The great up-leveling opportunity and invitation is upon us…in life, at home, at work. We can keep our focus distracted and small or we can become aware of the immenseness of this time. Business environments can become one of the great benefactors of this remarkable moment as can all areas of life. As with other extraordinary moments, it begins with a conscious choice at a crossroad. Lead your people and your business forward. Check out “8 Ways” to get things moving! 8 Powerful Ways to Energize Your...

  If you are reading this right now, there is a 100% chance that you are a human being. Incidentally, for you sticklers out there, I do not consider a scanner or any other technological device to actually be “reading” the way we humans do. So, back to a 100%. The reason I bring this up is that for each of you reading this composition, there is a unique and distinct article being read. It’s not the one I wrote. Nor is it the same for any other person reading this very blog. For every reader, every person, this article will be sui generis…unique and singular. I see that as one of the great mysteries of being human. We are a parade of uniqueness. We tend to believe that this world is being perceived in a similar fashion, in a similar way. By similar, I mean, like we see it. But, not so. For every person there is nuance and novelty in both perception and reality. It’s an exclusive lens, this lens of ours, through which we each perceive life and the world. And, much of our complexity as a species is tied to this uniqueness. Now, here’s the paradox. In the midst of all this complexity, there is also simplicity and constancy. While we humans may be complex in our perceptions and expression, our “human” needs are fairly consistent and simple in their nature. We all share basic physiological and safety needs, as well as needs for belonging and esteem—feeling competent, heard, valued; and, beyond that, a need for meaning. Regardless of culture, ethnicity, gender or age, these needs are part of our human DNA, as detectable in New Guinea, as they are in North Hollywood. This is important for business leaders to get. Companies are a product of their people…including their leaders. People are the stuff of business. It matters that a leader recognizes both the complexity and the simplicity inherent in both themselves and their people. The “simple” needs, or the one’s we all share, can be addressed foundationally—those of environment, security, behavior and culture. The complex or more singular aspects can be supported through helping people become more aware of their unique operating style and potential. In essence, standing in support of the personal responsibility required to move into potential. Complexity and simplicity. That’s the truth of us. By creating workplaces that pay attention to both, you are unlocking the door to some uniquely remarkable potential—the human kind. How strong is the foundation your business operates on? Is it strong enough to support people moving into their potential? Learn how to name it and claim it with...

There’s a prescript that’s uttered when people are feeling distracted, disconnected, overwhelmed or fearful—and that is, “pull it together.” It struck me several days ago, that that is what my work is about. Helping companies and the people that work there, pull it together. But, it’s more than moving out of disconnect and overwhelm—it’s about energetically and actively coming together. In essence, becoming a healthy community of people committed to a shared vision…and “pulling together” towards that vision. Right now, we are in the midst of a significant shift in our paradigm of “work.” There is an up-leveling underway and it’s gaining traction. If you aren’t aware of it or aren’t sensing the shift, it’s time to take note. Business has, in essence, examined and refined most every aspect of business operation. Technology, systems, reporting, data, automation and process have experienced remarkable change and improvement. There remains, however, one glaring area that has yet to be powerfully understood and attended to…the people who get the work done. The reasons for this are numerous, but it doesn’t change the truth of it. Most businesses “manage” their people in a style that harkens backwards and not forwards. Even larger corporations with their healthy budgets and intricate HR departments, haven’t created far-reaching change. There’s a lot of lip service and pomp and circumstance, but the end result is oftentimes only incremental in its effect. Here’s the reality…the people that work for a company are the single most important asset of that company.  They are the company. They are the customer service person who daily engages with the people buying the product or service. They are the salesperson hitting the pavement everyday in search of a new opportunity. They are the warehouse person managing that which comes in and that which goes out. They are the administrative person keeping the wheels moving smoothly. The people that buy the products and services, that engage with the company, rarely deal with the executive or management group. They are, however, interacting daily with those mentioned above. A company that has “pulled together” enjoys an enormous advantage over a company that is disconnected and unclear. They know their most important asset is united and aligned to the company and the work. Their people know they are valued and important. All of this combines to generate a culture that is empowered, innovative, collaborative and growing—that’s the energizing (and prosperous) new paradigm of...

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....

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...