Leaders: Treat Them Like Adults and Watch What Happens

Posted on April 11, 2013 by Anil Saxena

Babies at Work

What is it about management that turns some good managers into nannies? Sometimes the role of a manager or team leader has morphed into something resembling a hall monitor.

The problem is this: The more the restriction, the greater the tendency to rebel.

A Chemical Reaction

Just like in history, any dictator is often undermined by a coordinated resistance. Therefore, tightly controlling your employees and putting restrictions on them may very well lead to employees that are looking to get around the system. Why?

Oftentimes human nature follows the laws of physics,

“To every action there is always an equal and opposite reaction” – Sir Isaac Newton

Are there employees that will try to take advantage of the system were other people comply? Of course there will be. There are some people who simply want to get away with doing the least amount of work possible.

But this is not the norm, unless that’s the type of environment created. Yes, that type of distrustful environment doesn’t just happen, it’s created.

Rules Glorious Rules

Recently, I worked with a team that was challenged with its performance. The manager was certain that her employees needed to be to highly controlled because they could not be trusted. She told me about an employee that she monitored the start and end times of his day very closely.

“Why do you do that?” I asked.

She said, “Because he sometimes comes in late and leaves early. So now, I have demanded that he comes in no later than nine and leaves no earlier than five.“

“Has that made him or the team more effective?” I asked.

“I’m not sure,” she responded.

After interviewing the employee, I learned that he would often stay very late and sometimes come in very early to get projects done. He thought that it was really important to make sure that he met deadlines and milestones to make sure that projects were completed on time.

However, every time he left early his manager would question why he was not working a “full-day.”

No matter how many times he showed her that he had come in early or worked over the weekend or worked very late the day before, she would tell him that leaving early wasn’t fair to everyone else who was working on “full day” schedule.

She kept demanding that he was at his desk at nine and stay at least until five o’clock. He finally stopped coming in early or staying late, concluding, “If she wants me to work eight hours every day that I will, no more and no less.“

Creating an Environment of Trust

Like any healthy relationship, leaders and teams have to work in an environment where trust is high. This only happens if the relationship is an adult one.  Adults look for a few key elements in relationships:

Consistency

This is not about treating everyone exactly the same. Instead, consistency is about reacting to situations in a similar way regardless of who’s involved. It is important to adults that they don’t have to guess how the person they’re talking to is going to react.

Without consistency people tend to act in a way that is the least likely to “get them in trouble”, which often has people be guarded and defensive. There is little trust without consistency.

“Trust is built with consistency.” ~ Lincoln Chafee

Transparency

Nothing is worse than feeling like you don’t know what is going on in your workplace.  When employees are surprised about issues, problems or concerns there is little room for trust. It is imperative to make sure that employees know as much as possible.

“The principles of radical transparency improve business performance in terms of focus, engagement, and growing and recruiting talent.” ~ Ryan Smith and Golnaz Tabibnia

Autonomy

Giving an employee the latitude, authority and responsibility to complete the responsibilities of a job is not only a great way to treat an adult, it is good for business.

“Autonomous motivation has proven to generate higher productivity, less burnout, and greater levels of psychological well-being.” ~ Chad Renado

Everyone is Accountable

There is a caveat though with this approach.  There has to be accountability from top to bottom.  The team members, managers and leaders all have to be held accountable for their actions, successes and failures.  It has to be known and acceptable to

  • Reward well when goals are met and teams are successful.
  • Give nothing or take action when they are not.

It is not about firing people, but making sure that each person makes their very best effort to reach and exceed personal, team and organizational goals.

“Greater accountability eliminates the time and energy spent in unproductive behavior that produces wasted effort and confusing distractions.  Everyone is clear about what they are responsible to accomplish and take action to make that happen.” ~ The Oz Principle

Treating employees like adults frees them up to do great things and create results not thought possible.

“Don’t tell people how to do things, tell them what to do and let them surprise you with their results. ~ George S. Patton

Are you surprised by your team’s awesome results and accomplishments?  What kind of environment are you creating?

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———————
Anil Saxena
Anil Saxena is a Senior Consultant and Business Partner with Coffman Organization
He helps organizations create environments that generate repeatable superior results
Email | LinkedIn | Twitter | Web | Blog | (888) 999-0940 x-730

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3 Great Ways to Scare Off Potential Employees

Posted on March 3, 2013 by Anil Saxena

I Quit

Here are three sure fire ways to not only lose the people you have but also scare off any great potential employees.

 3 Great Ways to Scare Off Potential Employees

1. Use Layoffs as a Way to “Meet the Quarterly Numbers”

Although proven time and time again, somehow organizations STILL use layoffs as a tool.  Layoffs are NOT a good tactic to remedy short term budget crises.

More than anything, layoffs — and the potential for layoffs — causes a sense of panic within the employee base. ~ Mr. Van Gorder, CEO Health Scripps

2. Don’t Allow for Flex-Time, Working from Home, Job-Sharing or Other Alternative Work Arrangements

Somehow during economic programs like flex-time, working at home or alternative work weeks seem to lose their luster.  But why?  Is it because they are less effective?  No.  Most organizations see these types of work arrangements as “perks.” But they are not perks.  They are the new way of work and actually work to INCREASE productivity.

Companies are finding that flextime boosts productivity, and more and more of them, including Kraft Foods, Texas Instruments and First Tennessee Bank are taking advantage of it. When employees manage their own schedules, their stress levels decline and they focus better on their tasks. ~ Emily Schmitt, Forbes

Recently, Yahoo CEO Marissa Mayer announces that employees can no longer work from home and must report to a Yahoo office by June. The stated reason was to create more innovation. The company has been struggling and Mayer thinks that this will help them increase business through innovative creativity.

However, there is a large group of people think that this move will hurt more than help. They simply point to Google.

3. Don’t Focus on Results

There are still too many organizations that operate under the misconception that working longer hours (night, weekends, through holidays, etc.) shows how dedicated an employee is.  Often, employees that don’t put in that “face time” are seen as “not dedicated”.  Unfortunately, there is nothing further than the truth.

Simply put, punching a time clock makes no sense for professionals. Their contribution is not the time they spend on their work but the value they create through their knowledge. – Robert C. Pozen Senior Lecturer at Harvard Business School

All three of these facts indicate that employers need to start thinking of how to KEEP their best employees. What are you doing to make sure your best are not thinking of leaving AND you can hire the best when you need them?

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———————
Anil Saxena
Anil Saxena is a Senior Consultant and Business Partner with Coffman Organization
He helps organizations create environments that generate repeatable superior results
Email | LinkedIn | Twitter | Web | Blog | (888) 999-0940 x-730

Image Sources: 1.bp.blogspot.com

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How to Lead People You Don’t Agree With

Posted on February 6, 2013 by Anil Saxena

Conflict at Work

Politics and religion…

These are two topics that many people suggestion should stay “non-topics” in a polite society.

Fightin’ Words

Following politics in any country shows the passion that people have for their points of view. In the recent election for US President, the voting populace was severely divided.

Families fought and friendships ended.

But, what about at work?  Can you lead someone that you disagree with politically, religiously or otherwise?

Religion and politics are the third rail of work.  No one is supposed to talk about them or be upset about differences.

But is this realistic?  No.

Diversity and the global nature of work have caused an integration of people that, left to their own devices, might not associate with each other otherwise.

Leading Through Opinions

So, if we have to work with and lead people we don’t agree with how do we do it? 

Why is it hard to do?

There are two main reasons it’s hard to work with those that you disagree.

1. You see parts of yourself and your beliefs that you don’t really like

“The reason you can’t stand that person in the first place, is that they remind you of what you can’t stand about yourself.- Peter Bregman

2. It causes you to question your beliefs

Any time someone has a worldview or set of beliefs that are different than yours, it calls your beliefs into question.  That is never easy or comfortable.  But, unless its something fundamental like “thou shall not kill”, it can give you different perspective and help you see the world through other’s eyes.

So what do you do about it?

Engage and Finding Common Ground

Work hard to find things to agree and work together on.  There are often more similarities than differences between people. Organizations and teams are ripe with a variety areas to have common ground:

  • Team goals
  • Project completion
  • Project outcomes
  • Company success
  • Professional growth

Regularly explore and expand on them.

Whenever I take on a new team, I always meet with each person and spend time exploring our commonalities.  This way we can begin to build on those right away.  Differences come easily. If they show up after you’ve already built a foundation of commonalities, they are less likely to impact how work together effectively.

Focus on What They Do Well

No matter what you think of someone’s views, they often are exceptional, or at least capable, in a few areas.  When leading someone that you don’t agree with it’s important to keep those skills at the forefront when working with them.

Otherwise, the people you don’t agree with will become stereotypes.

Conservatives will seem militant; liberals will seem noncommittal, etc.  This occurs because of a phenomenon called “self fulfilling prophecy.”

“A self-fulfilling prophecy is a thought or expectation that occurs because it has been thought. For example, when a teacher assumes that a certain student is not intelligent, the teacher might give that student less positive attention and more negative attention, resulting in poorer performance by the student….. Our behavior can affect others, particularly people over whom we have authority or with whom we spend significant amounts of time.” ~ GoodTherapy.com

The problem is that it can impact the folks we lead and work with. Working with people that are different than us can make us better if we let it.  Remember to focus on each person’s positives.

Don’t Dwell on What You Don’t Agree

When there is an area or topic that you don’t agree with someone about, don’t make it the focal point of your relationship.  It is not healthy and makes the team less productive.

  • Time spent trying to change an opinion that doesn’t impact the success or failure of the team is time wasted.
  • Move on and focus on activities THAT WILL PRODUCE RESULTS.
  • Surprisingly, people are much more tolerant of others when they are winning.
  • Focus on being a high performance team creates tolerance.

Seeking Out Their Opinion

Some of the very best advice given is from folks that you don’t agree with politically or philosophically.  Their opinion is unvarnished. Compliments are more sincere, criticism more pointed and solutions more clear.

People that think differently than you come at issues, problems, etc. from a perspective you don’t have.

It provides for rich ideas that you might not think of on your own or with someone who thinks like you. Actively seek out opinions of those you don’t agree with, you will develop better solutions and become a better person in the process.

Fightin’ Fair

In order to have a high performing team or organization, ideas and solutions must come from everywhere.  People must feel free to share their thoughts without worrying about self-censoring their own beliefs.  This stifles creativity and tamps down productivity.

  • Stick up for their right to have an opinion different than yours and of others.
  • Champion the voice of those that you don’t agree with.
  • Make sure they have the platform to speak and share ideas.

Real leaders and partners give voice to everyone on the team, not just the ones that are the same religion or political affiliation.

Being a leader means that you will work with all kinds of people, those that you agree with and those you don’t. You are creating a legacy with every interaction. What is it that you are creating?

**********

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Learn, Grow & Develop Other Leaders™

———————
Anil Saxena
Anil Saxena is a Senior Consultant and Business Partner with Coffman Organization
He helps organizations create environments that generate repeatable superior results
Email | LinkedIn | Twitter | Web | Blog | (888) 999-0940 x-730

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Sowing the Seeds of Mutiny – The Lunacy of Just-In-Time Scheduling

Posted on December 11, 2012 by Anil Saxena

Acrobatic Employee

Every company wants to run a tight ship because it is important to make efficient use of resources and to schedule employees work hours to make sure that customers get the very best experience. 

But this mindset can go too far and begin to sink that tightly run ship…

Far too many organizations are pursuing this goal at the expense of their employees by employing a tactic called “resource optimization” or “just-in time scheduling.”

Just-in-Time, Out-of-Touch

Just in Time Scheduling , widely used in the service industry, results in last-minute schedule changes with employers even sending workers home after they arrive for work or asking them to stay beyond the end of their shift.

This practice is ridiculous, really.

Time and time again, managers and corporate planners put policies in place that are meant to boost numbers or cut down on overhead, but actually work much better to anger and alienate their employees.

Retail companies (Whole Foods and Container Store, among others) are notorious for this, rotating their employees’ schedules to meet customer demand, and inadvertently disrupting their personal lives in the process.

The flexing schedule is meant to keep costs down and provide improved service for customers, but instead creates resentment among workers who can’t plan other responsibilities around an unpredictable schedule.

Bad for Business

Employee MutinyIt sounds great in a corporate board to utilize employees or resources only when they are needed. That is not to say employee scheduling should not be managed or maybe even automated – that would be naive.

But scheduling employees to open the store one day and close the store the very next day is not only bad for them, but also bad for business.  Employees who don’t feel like they have some control over their time can leave work feeling left out, in the dark, and like they have no control of their lives outside of work.

If employees feel like they are getting the runaround from management, or that their interests are secondary to profit, the only outcome is reduced job satisfaction and plummeting morale.

If the ship metaphor holds, these are grounds for mutiny.

Righting the Ship

Little by little, managers and corporate policy-makers are starting to understand the importance of happy, engaged employees – according to Vineet Nair in his recent book Employees Come First, Customer Come Second:

“If you do not put the employee first – if the business of management and managers is not to put the employee first – there is no way you can get the customer first.”

Plenty of companies are still out there making decisions based on dollar signs instead of their employees’ best interests. If only they understood that if they put their staff members first, necessities like efficiency, teamwork, and great customer service improve naturally!

Until companies realize that personally invested, contented employees are their greatest asset, there will continue to be this kind of poor decision making that keeps workers and managers at odds, hurting the productivity of the business at every level and sowing the seeds of mutiny.

What good is a captain without the support of his crew?

So, how are you managing the scheduling for your employees that works best for everyone involved? How can you work to keep the right balance of employee engagement with profitably and productivity and avoid a mutiny? How close are YOU to irritating your people to where they make YOU “walk the plank?” I would love to hear your thoughts!

**********

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Learn, Grow & Develop Other Leaders™

———————
Anil Saxena
Anil Saxena is a President & Senior Consultant Cube 214 Consulting
He helps organizations create environments that generate repeatable superior results
Email | LinkedIn | Web | Blog | (847) 212-0701

Image Sources: extensispeo.com, 1.bp.blogspot.com

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Hey Leaders: No One Values Bland Corporate Values

Posted on November 18, 2012 by Anil Saxena

Corporate Values

It seems like most businesses, from mom and pop shops to corporate giants, are getting caught up in the trend of “defining company values.”

While this isn’t necessarily a bad thing, it can be pretty useless if not executed correctly.

Creating Unity

Companies want to create unity among their employees as well as project an image of solidarity, value, and respectability to potential customers or clients. This is all well and good, of course.

But what happens when every business is making a move to show it?

We end up with a great deal of generic, trend-following value statements that are ambiguous to both customers and employees. This diluted mass-minded approach defeats the purpose of defining values in the first place.

Corporate-Speak

Often, the problems have been that the values are typically expressed with meaning-neutral (if not meaningless) corporate-speak, or that the values aren’t of a first-order nature.

That is, they don’t touch on what truly constitutes the “good” for people inside and outside the organization.

Of course “customer service” is valued at any given company.

Q: What business doesn’t value their customers?

They would be foolish not to provide great service to their patrons.

Q: But does this really have to be defined as a corporate value?

The same is true for other generic values like “market leadership” and “commitment to employees.”

Do a quick Bing search, and you can probably find 200 companies with these same phrases listed among their company values – hardly a unique position.

Getting Real

If the point is to select and identify values for all employees to embrace, then these values have to be relate-able  and more importantly, specific to each unique business.

Overly-generalized value statements come off as corporate jargon, and most employees will simply let this kind of talk go in one ear and out the other.

To present values that are actually valued by employees, owners, and management teams have to find factors that the staff actually identifies with.

They have to be tangible.

Creating stellar core values isn’t exactly easy. You’ve really got to dig deep and figure out what is at the core of you business. That kind of soul searching doesn’t happen overnight and often takes someone outside of the company to take a look at your business.

Great Examples of Values

For workers constructing skyscrapers, perhaps “fearlessness” is a value that is both identifiable and extremely important to a job well done. For those handling dangerous chemicals, a “commitment to proper use of safety equipment” is something that employees can get behind.

Corporate values should be important to the success of the business AND the direct interests of employees.

There is a great deal of emphasis on how to make corporate values “sticky” to staff members, but this is a classic case of putting the cart before the horse.

If the ideas are to be truly valued, they have to be valuable to the people adopting them – specific, well-thought corporate values will be perfectly “sticky” all on their own.

So, how is your organization doing in creating honest and authentic core values statements that reflect the true essence of your mission? What steps can you take to recalibrate your core values statement to better align with your people’s true heartbeat? How can you improve your internal communications to help your team(s) improve their values alignment? I would love to hear your thoughts!

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Learn, Grow & Develop Other Leaders™

———————
Anil Saxena
Anil Saxena is a President & Senior Consultant Cube 214 Consulting
He helps organizations create environments that generate repeatable superior results
Email | LinkedIn | Twitter | Web | Blog | (847) 212-0701

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Leadership Follies: Telling the Truth or Just Lie?

Posted on September 19, 2012 by Anil Saxena

Truth or Lies

Why is telling the truth so hard?  What is it about being honest about results of a survey or project that makes organizations want to run for the hills?  

There is a tendency in many organizations to shade or soften bad news so that “people don’t feel bad” about it.

Shading the Truth

Over and over again, smart and dedicated people purposely alter how they communicate data to make very bad survey results seem positive, or at least “not that bad.”  They alter results on Employee Engagement, Customer Satisfaction, Exit Interview, etc. This is very bad because it skews reality and creates an atmosphere of distrust.

Being unable to relate results honestly is yet another symptom of Organizational Learned Helplessness (OLH).

Organizational Learned Helplessness  occurs when people in an organization believe there is nothing they can do to make a difference.

Symptoms look like this:

  • Performance spirals downward
  • Communication and respect for others decreases
  • People fall back on primitive self-protection behaviors

Killing the Messenger

Results shading is a symptom of organizational learned helplessness because somewhere in the organization’s history telling and dealing with the truth is not rewarded.

This is called ”Kill the Messenger” management.

Unfamiliar with this form of management?

Here is a simple description:

Senior leaders belittling or reprimanding a junior person (anyone that reports to them) because they deliver results or news that is not favorable.  The junior person is not in control of the results (they are not the thought-police or enforcers of any kind) and therefore are simply reporting.

We have all seen it. It is not to say that you should be unkind or demeaning in delivering results.  Even (and especially if) they are bad.  But, killing the messenger does nothing but tell people that the truth is only good when its favorable, even if that is not what meant.

Over time, organizations that suffer from Learned Helplessness almost never let data, results or news go out without “shaping it” or softening it or whatever colloquialism is used to say “change it to make it sound better”.  Therein, leaders never really hear the real unfettered truth.

This is one of the big reasons that consultants are brought in to uncover why things are really going awry (if they are.)

Setting the Truth Free

It is not easy to tell the truth, but in the long run dealing with bad news or results head on enables the organization to learn and recover quickly.  Sometimes, it even makes them more effective. Here is a simple process.  The problem is that the process will take some work, as most simple things do (…think diet and exercise.)

Making it easier/better to tell the truth:

1. Build the Ark 

There is a tendency to be afraid to tell bad news because telling bad news because it does make people feel bad when there is nothing you can do about it.  It can leave the person(s) receiving the message as if there is no hope.  That makes them either angry or depressed.

The best way to avoid this is to couple a solution or method to uncover why the news is bad with each piece of bad news.  That takes a bit of work, but its important that bad news isn’t just left out there without something that can be done about it.

2. Prepare leaders 

Let senior leaders know that the news/results are not good.  It’s never a good idea to blind-side leaders with bad news.  So make sure they are aware of it, potential rationale for why it is bad and what could be done about it.

3. Let everyone know the “real” results QUICKLY 

One of the worst things that can be done with bad news is to hide it or “shape it to not sound so bad”.  It’s important that accountability for the results at every level is discussed.

Don’t point the finger at mysterious forces out of the organization’s control like “The economy” or “Outsourcing”.

Of course those things will have influence, but they are not the only (or sometimes even the primary) reasons for the bad news/results.

4. Take action 

This is the most critical part of the process. Inaction is a contributing factor to on going OLH and why employees don’t trust “management”.  When an issue is uncovered, action must be taken.  Organizational inertia has a tendency to stifle action that may disrupt the status quo, but if nothing is done to impact bad news or results people see ongoing failure as a self-fulfilling prophecy.

Then the next bad news/results are found they don’t believe anything will be done about it and so its better not to admit them at all…sound familiar?

Taking action doesn’t have to be bold or splashy, but it must be done.

  • Q: Wonder why employees don’t think engagement matters?
  • A: Look at the lack of action from previous results.
  • Q: Wonder why employees don’t believe that the consultants were really brought in to make the organization more effective?
  • A: Look at the lower earnings that were released or the layoffs that occurred after the last consultants were brought in.

If there is not a commitment to follow though with action, talking about the bad news is not worth it.  If there is not commitment to taking action on results, conducting an employee engagement is counterproductive.

5. Follow up

Don’t just leave the news/results lingering in employees memories. Follow up with news of the action taken.  Then ask for more input, conduct another survey, etc.

Shining the Light of Truth

The truth is vital to shine a light on real issues within the organization.  It is so important to tell the truth because no matter what the truth always comes out (think Enron) and dealing with it head on make the organization more credible and builds employee trust of leaders.

Not telling the truth will continue the shaping, double speak and distrust found in many organizations.

Have you seen instances of “kill the messenger management?” What are you doing to help encourage more openness about results?  Please let me know. I would love to hear your thoughts!

**********

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Learn, Grow & Develop Other Leaders™

———————
Anil Saxena
Anil Saxena is a Senior Consultant and Business Partner with Coffman Organization
He helps organizations create environments that generate repeatable superior results
Email | LinkedIn | Web | Blog | (888) 999-0940 x-730

Image Sources: lifetickler.com

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Leaders: Stop Trying to Control the Truth

Posted on September 2, 2012 by Anil Saxena

No Spin Zone

One of the most prevalent signs of Organizational Learned Helplessness (OLH) is the art of making any news sound good.  Better known as “spinning.”  Spinning takes its queue from George Orwell’s 1984:

“Day by day and almost minute by minute the past was brought up to date. In this way every prediction made by the Party could be shown by documentary evidence to have been correct; nor was any item of news, or any expression of opinion, which conflicted with the needs of the moment, ever allowed to remain on record. All history was a palimpsest, scraped clean and reinscribed exactly as often as was necessary.”

Essentially, it is perpetually changing the story to make the company, country, person, etc. sound/look the best.  Companies do this constantly.  Although their intentions may be good, the end result is not.

In fact, the results can be tragic for the organization’s internal and external reputation.

3 Results of Controlling the Truth

Big Brother1. Investors (and therefore the public for most part) don’t believe when things are going well and over-correct when things are bad.

“Saying what’s so makes the bad less bad and the good better” ~ Jim Kramer

2. Consumers/customers stop trusting the organization and look for reasons to flee.

“Toyota lost more customers each time they came out with a statement about the brake issue. Had they just corrected it, the story would have been over in a week. They perpetuated it by trying to control the truth”

3. Employees stop listening to the “corporate communications,” begin to believe rumors, and actively undermine the organization (even unconsciously.) This is caused by lower trust and usually results in lower profit.

What Can a Leader Do?

Not constantly spinning goes against the “new normal,” but has been shown to reap huge benefits – look at Apple, Ford, etc. There are three fundamentals to gain and maintain trust:

1.Tell the whole truth earlier

In the age of the Internet and WikiLeaks, there is no doubt that the truth will come out eventually. In addition to the fact that it just plain the right thing to do, it is imperative that you tell the whole truth because you will get busted sooner or later.

This seems counterintuitive to the art of spinning.

But, employees, customers, and investors are likely not going to believe the spin. They will fill in the blanks on their own. They have been taught to do this by the constant masking of what is really so. If the truth is told early then you can get out in front of the issue and begin to correct it.

2. Instead of controlling a story, try solving the problem

This sounds deceptively simple, but it’s not. The focus should never be damage control, but solution creation. Once a mistake is made, it’s made. The real test is can the issue be resolved to become stronger. Tylenol did this beautifully. An issue with their product became a catapult to huge market share and public safety.

3. Accept blame and move on

Admittedly, this is the hardest one. In our litigious society it is difficult to accept blame because there could be larger ramifications. However, the quicker that blame can be assessed, the better that a solution can be provided. Now accepting blame or fault doesn’t necessarily mean that the entire situation was yours or the organization’s fault.

Really determining the issue and then working towards a solution will make everything resolved more quickly and more amicably.

The truth will always find a way out, always. Organizations that get out in front of problems and start to provide solutions can move past a problem and turn it into a win for the organization will be seen as far superior to their competition.  That is why we still talk about Tylenol’s outstanding reaction more than 25 years later.  My wife used to tell me something that still holds true today -

Spinning your clothes doesn’t get the stain out, it embeds the dirt deeper.

The truth can’t be controlled, so you might as well stop trying…ask the leaders at Toyota.

What do you think about controlling the truth?  What is the danger of telling too much truth?

**********

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———————–
Anil Saxena is a President & Senior Consultant Cube 214 Consulting
He helps organizations create environments that generate repeatable superior results
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Filed under: Leadership Lessons Learned, Leadership vs. Management | Tagged: , , , , , , , | 3 Comments »

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