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...

  One of the casualties of our time is the reduction of…well, time. By that I mean the steady erosion of what may be considered “available” time—time free of electronic distractions, scheduled events/activities, unscheduled events/activities and the myriad other “things” that eat up a day. I refer to this as a casualty, because this perceived loss of time can also seem to remove opportunities for generating deeper awareness. When I refer to “generating deeper awareness” I am not suggesting spending untold hours in contemplative quiet. This is not about sitting Zen or living in hermitages or reciting mantra’s, although, all are good and fine if they resonate. What I am referring to is becoming present to and aware of the brisk current of modern-day life, which has the seductive power to yank us into a default trance-like state. Being present is a state of deeper awareness, by its very nature. The fruits of deeper awareness are infinite. Cultivating a deeper awareness helps us to know who we are, what we value, what is truly meaningful to us, how we want to live our life. We are better able to move away from a lifetime of conditioning and default behavior to one of conscious choice. We can begin to see patterns that may be self-limiting, that minimize our opportunities to experience deeper joy and fulfillment. Without deeper awareness we are likely to operate on auto-pilot…handy if you’re a Boeing 777, not so handy (or fulfilling) if you’re a human being. Professionally, deeper awareness can help us recognize where and when we are in (or out) of alignment with both work and/or our work environment. Many people complain about the suitability of their work experience, but do not take the time to recognize and understand why. Why does it feel off? Why does that matter? What is missing? What do you want instead? Beyond the general emotional or mental frustration, deeper awareness can bring clarity and relevant insight. Just feeling lousy changes nothing and gets us nowhere. Regardless of how busy your day and your life may feel, consider doing yourself the great honor of dedicating time and attention to deepening your awareness. We are more than herd animals. We are more than programmed workers/consumers. We are more than Pavlov-ian dogs. Take the time to get clear about the “more.” You begin, by sincerely asking yourself, who do you think you are? Create a calm moment to help cultivate awareness. These “6 Ways” can help you create that moment at work. 6 Ways to Create a Calming Moment…at...

  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...

  My husband John and I made our annual pilgrimage to a sacred rite of summer’s end…the Minnesota State Fair. We get there early and stay late, covering miles of fair territory and eating more food than is normal for two human beings. As is customary, we ambled through the cattle and horse barns, delighted by the napping Brown Swiss calf with his unbelievably long eyelashes, as well as the Scottish Highland, looking laid-back, his long shaggy hair blowing breezily in the wind. In the horse barn we saw “Cayenne,” a majestic though anxious horse standing uncomfortably in its stall, a Post It note warning “Do not pet. I bite.” I asked a woman sweeping near the stall about Cayenne and she told me that Cayenne simply does not like being at the fair. She pointed to a fresh new board in the back of the stall, sharing with me that Cayenne had just kicked the old board out yesterday. Cayenne’s handler, she added, doesn’t know what to do to make him comfortable. That word handler, got me thinking about the business environment. Being a self-admitted word geek, several years ago I had looked up the root of the word “manage.” Turns out, it comes from two Latin words, manus meaning “hand” and agere meaning “to act.” Manager and handler are eerily synonymous. While I’m fairly convinced but not absolutely sure that most animals don’t like being handled, I can say without a shadow of a doubt, that most people do not. Being handled or managed often feels manipulative, which not so coincidentally bears the same Latin root, manus. With traditional forms of management, oftentimes, there lacks an inherent trust in another person’s ability to know, to self-govern, to set relevant goals, to perform, to excel. I suggest that all of this people “handling” is creating many of the issues that company leadership bemoans. Perceived lacks of initiative, slacking work style, disengagement, resistant behavior and other negative actions and attitudes may all be born of this dispiriting style of interaction. Many forms of management are still largely un-evolved. Still evident in today’s workplaces is a trace of the paradigm found in the horse and cattle barns. Stalls = cubicles; handler = manager; produce = produce. Hey business, it’s time to leave the barn. Our understanding of what inspires and stimulates human beings and evokes real potential is available and continuing to emerge. There is no reason to remain with these older styles of people management. They are, at their core, limiting and uninspired. Business leaders! Explore what is now available with regard to creating work environments that stimulate potential and engage people to the company and the work. Increasing...

  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...