Building a Strong and Functional Community for your Company

Lately it seems when I meet or talk on the phone with a leader, he or she tells me that they are either miserable at their job, hate the place they work, or they can't engage, attract, or retain employees because their organization is not sexy enough. 

I have talked with people who display unethical behavior and pretend to know a great deal about their work, make promises they can't deliver, outright lie to others just to save face, talk behind each other's back, speak ill of another employee directly or indirectly to make a statement of their power and position,  or treat patients or customers horribly. Our research shows that unethical and incompetent leadership is based on a disrespect for oneself and others. Creating a safe environment for respect and innovation is the basis for positive leadership behavior and workplaces that people love and will perform at their highest best.

I have facilitated and designed transformational meetings that produce tangible business results, tied directly to the Board and CEO strategy for the last 20 years with a near perfect track record. I have learned from my failures.  It only happened twice. The first time, I learned and the second time I stopped. I learned if my client is "just not into it", leave the building immediately. Don't hang around and go through the storm, norm, and perform process with them. Leave. Time and time again, if people don't want to change, usually... they simply won't. When we talk, I will tell you my two stories of failure. If you really want change for your company, you are in the right place. If you don't want to change and just give "change lip service", go ahead and do the same thing over and over again and expect different results, you insane clown. 

I have written over 10 books on best practices in leadership development and change including the Change Champion's Field Guide and Best Practices in Leadership Development and Organization Change - and have been a business anthologist and anthropologist since I began my career in management and leadership 20 years ago. I have been on a quest to unlock why people wish to destroy each other and the very fabric of great leadership and service. My quest has allowed me to talk with 1000s of executives and get their best and worst practices. My perspectives on these conversations has given me a look into people, leadership and human nature - some of which is extremely bleak and others which is quite motivational. And, this is exactly why I knew this study and book on Most Loved Workplaces had to be written. Only when and if leaders choose to begin the process of changing themselves and their organizations will real transformation happen. Many organizations I know could have easily thrown in the towel, declared bankruptcy, divested their businesses, turned to acquisition, or went into great debt with further loans. However the living organizations, did just the opposite: they dug deep to work on sales and business development and re-invested profit into a mix of innovation, branding, marketing, and development of their people. 

In a quest to find what makes organizations tick, I started a research study on Most Loved Workplaces. I uncovered a lot along the way about how people think, act, and react when it comes to loving and giving back to their organizations and others. 

I then dug a little deeper and started talking with top brass leaders in the Army, Navy Seals, Defense Intelligence Agency, Pentagon, and Humana, MasterCard, KeyBank, CIT, Hopkins Manufacturing among many others to get the stories on what's best and makes for success. 

My new book, Working Love:  The Power of Personal Change and Respect on Business Results is based on research of over 300 companies and employees from around the globe who disclose how they want to "over-perform" for their organizations because of love of their organizations and careers. 

Would you like your employees to love your organization and over-produce for you?  Give your team and employees a culture of "oneness," an extraordinary customer and employer brand and the desire to give their highest potential.