The Only Constant Thing

5 11 2012

It’s remarkable how many people spend valuable time and energy fighting against change. I assume you know the people I’m talking about. If not, they’re relatively easy to spot: they treat new ideas with the same enthusiasm you and I would show for a root canal. Without Novocain.

Remarkable is probably not the right word insomuch as the word has a positive connotation. Consider how much change we go through in a relatively short period of time. In my adulthood (not my whole life, just adulthood, mind you) I’ve seen the following:

  • The music industry was nearly knocked out by a computer company.
  • Computers have shrunk to the size of a wallet.
  • Soda serving sizes have increased to the size of a small cooler.
  • Smoking has become just slightly more acceptable than hardcore drug use.
  • Airport security x-rays me more than my doctor and dentist combined.

Book writing switched to the computer. Then book shopping. And now, book reading is too.
The list could go on and on, but the point is that change is occurring at a pace that would have made our forefathers dizzy. And while I’m not well-equipped to accurately predict the next big change, I’m comfortable with the statement that the pace will only accelerate from here.

There’s basically two camps when it comes to change: the ones that love it and the ones that hate it. I fit into the first camp and that has some drawbacks. For starters, people who change too much are seen as unstable. That said, I think the second camp has a tougher road to travel.

So if you’re in that camp, or you have an abundance of employees there, you’re going to have to figure out how to embrace the constant change in chunks that aren’t overwhelming. One suggestion is to create a list like I did above. It’s amazing how much we’ve seen in the last 20 years, yet I rarely recognized the impact while it was happening. I just knew it was typically an improvement in some way. That makes me hopeful about the “next thing”.





Ask Penn State if They Can Measure the Value of Culture

16 11 2011

“Integrity is how you act when people are watching.  Values are how you act when people aren’t”

Organizational culture is a hidden asset.  What I mean here is you can’t really see, taste or touch it yet its presence is always there.  When you nurture and develop it, the results often lead to very positive results.  I work with companies to define this intangible object and quantify it in real world value.  Because when you can quantify the influence of culture, it is easier to make an investment in its growth.

So what is the value of culture? Can things such as Vision, Mission and Values be quantified.  When things are going OK, it is easier to define.  When things go wrong, it can be blatantly obvious.  I have been a college football fan for a long time.  Since I am from Wisconsin, I like many others in this state are devout fans of the Badgers.  I remember going to games years ago when there would be 20,000 (I’m being optimistic here) in the seats to watch a game.  Nowadays games are sold out.  The stadium is packed and the Badgers often rank as one of the top teams in the nation.  University leadership created a sports culture built upon success and they have reaped the benefits.  The economic impact to the university has to be in the tens if not hundreds of millions over the past decade.  The indirect benefits have included other campus improvements for the university and a tremendous economic boost for the local community on any given home game for football, basketball or hockey.

What’s even more noticeable is when things go way wrong.  Penn State is going through that turmoil right now.  And it could have all been avoided if someone would have taken action.  Just in case you were under a rock for the past two weeks, a former member of the coaching staff for Penn State football was allegedly involved in a sex scandal.  The actions of this individual have been documented for the past decade along with the apparent cover up that led to the firing of key figures at the college and the dismissal of Joe Paterno.

At one time, Penn State represented a lot of the good things about college football.  Joe Pa was a well respected coach.  He had an excellent track record of finding talent that could also pass their classes.  Penn State was scandal free, avoiding issues of corruption that had plagued other large universities.  Joe Paterno and Penn State Football was an institution.  Unfortunately the institution had cracks in its foundation.  What the scandal exposed was a mis-alignment of values, vision and culture.  Penn State represented trust and integrity.  Yet at some point, leadership chose to betray those values to protect the image of the college over helping the innocent victims.  It is sad and unfortunate.  I have been to Penn State for a football game.  The hospitality was great and both students and alumni that I have met represent all that’s right with the college.  I am sad they have to go through this.  Unfortunately the majority suffer from the actions of a few.

That leads to the cost.  The impact of the scandal and cover-up go beyond emotional damage.  There will be a significant financial impact as well.  Paterno was responsible for bringing millions into the college.  Then there’s alumni donations which may take a hit.  Additional costs will also include the litigation associated with the scandal.  Also affected are college recruiting for both athletic students and regular academics.  While it is too early to measure the entire extent of the financial damage done, the costs will be well into the millions and impact the college for years to come.

While these are extreme examples from a large institution, each company has a direct financial impact created by their culture both positive and negative.  During challenging economic times the culture is often the first to be neglected influencing future success.  Do you know the impact your culture has on your business?  Have you measured it?  How will it influence your future?





You’re Dying From Cancer, But I Didn’t Tell You.

29 09 2011

Imagine not feeling well and going to the doctor to get things checked out.  The doctor looks you over and tells you there’s nothing to worry about.  The problem persists for several months, followed by several visits.  Each visit finishes with the same response until one day you are so sick and weak you now are taken by ambulance to the emergency room.  After a battery of tests the ER doctor comes into the room and tells you that you have been diagnosed with late stage cancer and you are probably weeks away from death.  Sad, fearful, and angry you call your regular physician and ask him why he didn’t catch this.  His response to you is shocking.  “I didn’t tell you because I was worried you couldn’t afford the treatment.”

Sounds like a lawsuit waiting to happen.  First of all, this is an example.  I know a lot of doctors and they would never put the welfare of their patients in jeopardy.  Nobody in their right minds could believe a doctor would do such a thing.  What about businesses?

I take a great deal of pride in the work I do for my clients as well as those contacts who aren’t.  I have the strong belief that my role is to do what is right for the people and the business.  Because of this I may tell people things they don’t want to hear.  Some cases I have lost projects because of it.  Yet in most situations that is what gets me hired.  I tell leaders what they need to know.  If I am not the right resource I refer them to the proper professionals that can help them out.  While I am conscious of the client’s situation, I recommend the action they need to take and leave it up to the referral to see if they can help.  After all, if someone has a cancer in their business, I do not want to be the one who didn’t warn them.

So why do I bring this up?  My rant begins with a conversation that took place with a service provider who was talking to me about referrals.  To be clear, this was not a situation where i was asking him for referrals, but more of a discussion about the practice.  He said he was often aware of needs that his clients had, but was reluctant to refer to outside professionals because of what they might think.  Like the analogy of the doctor, he knows his clients have issues that could prove costly, yet he fails to act out of fear that they will balk at the idea or that they are unwilling to pay for outside help.  The difference here is there is no perceived malpractice.

I do not say these things because I desire more regulations or outside intervention.  I merely wish to bring up a point.  As a professional, you owe it to your clients and colleagues to help them be successful.  If relationships are built on a foundation of trust, I believe your clients and others in your professional circle will value what you have to say.  If you are concerned about it you may need to do a gut check on how solid your relationship is.  My clients are successful because they are told things they don’t want to hear,  but NEED to hear.  Because of this, many of these people are experiencing substantial growth when other businesses are struggling to make ends meet.  They set goals and act deliberately while their competition worries and unfocused action.  Many of my clients are building and expanding while others are shrinking.  All of my clients are through referrals.  In other words, they came to me because someone had the courage to say there is help available.

Whether you are a banker, accountant, marketer or even a coach, your actions towards your clients speaks volumes about your values.  That is why as professionals we build relationships of trust with other service providers.  We may not be doctors, but we do need to hold ourselves to a higher standard.  It is how we will grow and innovate.  So go out and build those relationships, check backgrounds, research and build your circle of professionals.  When you help a business grow, not only do you help that business, you help create jobs, and strengthen our economy.  Not to mention you have strengthened a relationship that will pay you back ten fold over time.  Be courageous, build trust, and create growth.





Short Week Equals Short on Writing. So Here’s an Article From a Friend.

7 09 2011

Believe it or not I took the holiday weekend off and spent time with family.  Now with the short week I have been playing catch up on work so until my posts start again tomorrow, I invite you to view an article from a friend and colleague of mine.

John Ingrisano is a fellow consultant and he puts out some pretty good stuff.  I liked his recent article and think it is well worth sharing.  Read and enjoy!

To Survive the Recession, Ditch the Hunker-In-The-Bunker Mentality





When is OK No Longer OK?

31 08 2011

I recently had the opportunity to speak to a group of young professionals about leadership. During the discussion, the group brought up complacency. Their observation was that many people were just fine where they were at. One person recognized that people take into account what they hear in the news. “If we hear the economy is bad,” he concluded, “then I should be happy where I am at.” I can relate that to comments I hear from some business leaders who are happy to be doing as good as the market is. While they are not seeing growth, they are happy to at least be holding their own.

However, this satisfaction is not reflected in the news we hear. Confidence is at an all-time low. We point our finger at whichever political party or country we believe to be at fault. In the end we accept things for the way they are and move on. So when did OK become the norm?

In order to improve our outcomes, we must never settle. We must always strive to be better, both personally and professionally. When times are good, it is easy to hit cruise control. “Just keep the pace,” we say. When business drops off we wonder why. Fortunately there are leaders that say OK is not good enough. They continually strive to be better. That is what I saw in this group today. They were active, engaged and motivated. Their willingness to share ideas and be part of something bigger is exciting. In fact, their energy could help motivate others. For them, good enough isn’t good enough.

What about your organization? Are you utilizing the best talent to grow? Or are you willing to settle? You have the power to change the situation you are in. Accept the challenges around you and do something about them. More importantly, if you are unhappy or complacent about your current situation, only you can change it. Becoming settled is unsettling because if you are not willing to change your outcomes, someone else will do it for you.





What is Your Risk Factor?

31 08 2011

Business innovation, growth, profitability, and long-term success. These are traits virtually every business aspires towards. Yet how many companies do all these things? Do they all matter? What about stability, safety and being cautious in order to protect the business?

Many companies are risk averse but does that really equate to stability? If you were to speak to many leaders today they might say no. A bad economy will quickly expose what can be a company’s greatest weakness. Their unwillingness to change.

As much as we would like things to be the same, they never are and as much as we would like to avoid risk, we never can. In a recent New York Times article (http://nyti.ms/jobs_risk) Steve Lohr highlights the benefits of risk taking using the example of Apple and Steve Jobs. Because of Mr. Jobs willingness to take risks, Apple, Pixar and Next all benefited from his leadership. Apple has been the big winner. Under Job’s tenure, Apple has experienced an innovation premium with stock price. This premium is an investor’s bet that the future of the company will be even better than today because of innovation.

When done correctly, risk is actually the least risky venture of all. In order for innovation to take place, diversity in experiences, creativity and a willingness to experiment with new ways of doing things is necessary. However the greatest skills for growth are often the least developed. What are you willing to do to develop these skills in your company?








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