"How big a goal would you set if you were assured of success ?"
Videos and Appearances
Catch my column in the Lee's Summit Tribune!
In times of change, learners inherit the Earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.
"To do something, however small, to make others happier and better is the highest ambition, the most elevating hope which can inspire a human being."
John Lubbock (1834 - 1913)
...is a planned, organization-wide effort to increase organization effectiveness and health through planned interventions in the organizations processes, using behavioral-science knowledge.
What do we do?
...help you be successful!
Leadership is no longer about possessing certain personal characteristics, but rather about the ability to set goals and achieve desired results.
What makes a person a leader is his or her ability to set goals and achieve desired results-nothing more nothing less.
Have you generally thought about leadership in terms of the attributes an individual has?
Can you relate to the statement “Leadership is all about results?”
The Inspired, The Desperate and The Status Quo...
There are two kinds of change....the change that might happen...and the change that will happen.
The top 20% of businesses perform that way thanks to inspired leadership. Like a championship team they plan and develop to be able to respond to change and take advantage of opportunities by anticipating rather that reacting. The inspired will weather storms and thrive during adversity because of their planning and ability to respond.
The bottom 20% face crisis when change arises. Often poorly equipped and ill prepared to deal with change when the unanticipated transpires.
The middle 60% are satisfied with the status quo. It's good enough. Why change anything that works if it's always been done it that way. The opportunity for payback on improvement is the greatest for this percentage of organizations.
One of the things we make a distinction of in our business is the differentiation between training and development. Training is basically teaching someone a new set of skills. Development is getting them to use their skills more often and more effectively. We're not a training company, we're a development company.
Ask yourself...
1. How do you measure employee engagement, how often do you do it, and what do you do with the results?
2. How do you measure customer loyalty, how often do you do it, and what do you do with the results?
3. Does your current cash flow situation allow you to return cash to shareholders, pay down debt, and/or borrow more to grow faster? If not, how much do you need to do so?
