Does Counting Coins Make You More Money?

Technological advancements just keep on coming. And all the while we tout them as “more efficient” and “better.”

In many ways, though, the technologies seem to only take care of “keeping the lights on” tasks.

Wasting Our Time?

These are just mundane or routine undertakings that once “wasted” precious human time.

  • Are we really any more productive though?
  • What do these technologies do to our ability to collaborate and innovate?

Compare and Contrast

I recently took a trip to the grocery store with a year’s worth of change, and after about 30-seconds of dumping coins into a machine, I was given a total and a receipt for my 22 pounds worth of coinage. When I was younger, I would bring this same pile of change to the bank, and wait patiently while the teller spent 10 minutes counting it out. During this time, my parents would chat casually with one of the bank employees.

While this wasn’t a huge transaction, or even particularly important business for the bank, manually completing the task allowed time for relationships to be built between my parents (the customers) and various bank employees (the business).

Now the automatic coin-counting machine has replaced the teller for this task. Yes, that bit of technology frees up some time for the teller and allows him or her to “get more done,” but at the end of the day, is it really making any more money for the bank?

Getting More Done With Less

With all of these technological breakthroughs, most of us are able to be very self-sufficient in the workplace. We can accomplish dull tasks more quickly and more accurately than in years past.

With that tech-based efficiency, however, we’ve adopted this idea that the same amount of work can be done by fewer people – and therein lies the problem.

It’s true that technology allows us to be more “productive,” but what are the underlying costs to the organization?

No Bandwidth

A recent client of mine, an information technology group, reduced its team of database engineers from 55 to 45 employees. Because they are exceptional people with state-of-the-art technology, they were able to maintain the same level of customer and project support even with the reduction in staff. There was no noticeable drop off in performance or reliability. There were, however, some unintended consequences:

  • The team has little to no ability to take on new projects
  • Team member get over 400 emails every day, and that’s not including phone calls, instant messages, and texts
  • Career development is stagnant – not intentionally, but because there is no time to dedicate to it
  • Database interruptions, though rare, now take almost 30% longer to resolve

While the current workload wasn’t impacted, the reduced workforce left zero bandwidth available to take on anything outside of their narrowly defined roles. Customers were mildly disappointed in this lack of expandable service, and other IT teams found the group difficult to work with – because the level of stress (with no prospect of relief) has the team stretched tight like a drum.

Now What?

Instead of looking at how to get more done with fewer people, organizations need to start asking themselves, “what’s best for the company?”

In an emergency, sometimes layoffs can’t be avoided, but it’s worth considering that a team with adequate resources and enough members is far more capable of scaling to meet demand.

When every member of a workforce is operating at maximum capacity, there is no room for additional polish on a task, no room for an expanded market share, and perhaps most importantly, no time to devote to solving problems and innovating within the company itself.

Doing Things Better

Instead of looking for ways to do more with less, companies should simply be look at how to do things better. The push to “increase productivity” is a false measure of success, because efficiency is not necessarily akin to quality.

Productivity is not just accomplishing more with fewer resources, or in less time, but rather the collective result of taking on greater workloads, improving efficiency, and delivering a higher quality result at the end of the process.

There is an assumption that technology has made organizations more productive, but is this really the case? They may be able to get the same amount of work done with fewer people, but what about taking on more work? What about coming up with innovative solutions to customer issues? What about fostering relationships?

At what point does squeezing efficiency out of a company become strangulation? When does “trimming the fat” turn into cutting out muscle? How much staffing margin be in place to make sure your organization is primed for growth and opportunity? I would love to hear your thoughts!


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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

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On Leadership, Perseverance and Leading Through Failure

Henry Ford's Model T

When great entrepreneurs set out on their quest to “do what they do,” they often times meet a massive amounts of personal, professional, and financial failure. Yet it seem like the most successful have one thing in common: Perseverance.

Title this one: “It Seemed Like a Good Idea at the Time: The Worst Failures By the Most Respected Entrepreneurs

Being Defined by Failure

There’s much that budding entrepreneurs and experienced business people can learn from the success of others, but entrepreneurs are also defined by their failures. Examples of modern entrepreneurs who came back from failure abound, from Steve Jobs, who was fired from Apple, to founders of budding companies, such as Todd Pedersen, founder of Vivint.

However, we would be wise to also pay attention to the lessons learned from some of the most respected entrepreneurs in our history books. These visionaries may be remembered for their great successes, but there’s a lot to be learned from their greatest failures too.

3 Great Leaders Who Led Through Failure

1. Henry Ford

Henry Ford created his first car inside a brick shed in his garden. Appropriately named the Tin Lizzie, it was pieced together with scrap metal, featured a two-cylinder, four-cycle motor, sat on four bicycle wheels and had no brakes. Ford probably first realized he’d made a mistake when the car wasn’t able to make it out the shed door, but after breaking down a wall and taking the car around the block, he realized the design wasn’t successful.

I’m guessing it had something to do with his inability to stop.

Ford’s failure didn’t stop him from pursuing his interest in the automobile, however. He approached a group of businessman to fund his venture and was given $10,000 to create ten cars. Unfortunately, Ford got so focused on perfection that he ended up spending the money without producing a single car.

After gaining some public recognition through racing, Ford once again formed a company, but due to production delays and conflicts with shareholders, Ford saw his company collapse once again.

Yes, it wasn’t until his fourth attempt that Ford’s famous Model T led him to success, but there is plenty we can learn from his failures as well as his successes:

  • Good ideas take time to develop
  • You need a good product to get funding; you need good business sense to succeed.
  • Don’t be afraid to fail (or knock down brick walls.)

2. Walt Disney

Walt Disney went through bankruptcy at the ripe old age of 22. His first cartoon series, Laugh-O-Grams, started out as short pieces on a weekly newsreel. The Laugh-O-grams were a hit, so Disney decided to start creating animated fairy tales that were modernized by including recent events. He managed to produce seven of the cartoons before his company went bankrupt due to the distributor failing to pay for the cartoons as promised.

Disney’s first big success also turned out to be a failure, as he lost the rights to his character Oswald the Lucky Rabbit as well as many of his workers who decided to work for the distributor instead of him.

The inspiring thing about Disney’s story is that despite being betrayed and cheated out of his business twice, he continued to take risks and develop something new, and Mickey Mouse was the result. The rest is history. What should we learn from this?

  • Despite our own talents and work ethic, we must also deal with the consequences of others’ actions.
  • The ability to take risks after experiencing failure is a key attribute for a successful entrepreneur.

3. Rowland Macy

For the first ten years of his business pursuits, Rowland Macy had four retail ventures fail. Despite these failures, Macy founded the first Macy’s store in Massachusetts. Applying what he had learned from his earlier mistakes, Macy started offering lower prices for cash purchases and eliminated bargaining in his store.

Unfortunately the changes he made weren’t enough to keep his venture from failing a second time. Still he didn’t give up, and once again founded a Macy’s store, this time in New York. Macy’s sought to learn from his past mistakes and chose to work on solely a cash basis, refusing any credit from wholesalers. His wise business decisions allowed him to turn a hefty profit despite the country being in a recession.

What we learn from Macy:

  • Pay attention to details
  • Learn from your mistakes. Don’t be afraid of them.

What other lessons would you add from your favorite entrepreneurial story or your own business ventures? How have they impacted they way you persevere? I would love to hear your thoughts!


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Robert Cordray

Robert Cordray is a freelance writer with over 20 years of business experience
He does the occasional business consult to help increase employee morale
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Leaders: Opening a Window to the Unknown You


What did you see the last time you looked in the mirror?

  • Were you surprised by (yet another!) new wrinkle?
  • Maybe you suddenly realized a haircut was past due?
  • Perhaps, it was the same tried and true smile you saw looking back.
  • Or, maybe it took you a second to recognize your own face, to see beyond the mask that was representing you at that moment, revealing only those characteristics of yourself that you were willing to allow others to see.

No matter what you saw, or think you saw, there is undoubtedly more to the picture that what was in the mirror.

You see, there are many different images, reflections, personas, faces, and interpretations to the person that looks back at you in the mirror at any given moment.

Seeing Yourself. Revealing Yourself.

Undoubtedly, you are fully engaged in many relationships, sharing and revealing aspects of yourself and your life with others to whom you feel close.

In other situations, you may favor a more conservative approach, so you keep information about yourself closer to the vest.

Knowing what, and how much to reveal about yourself is a challenge in all relationships at one point or another. For leaders in particular, such challenges occur with some frequency as they try to balance the need to develop trusting relationships with the hope of engaging employees on various levels, while at the same time establishing appropriate boundaries within those relationships.

The Johari Window

The Johair Window

The Johari Window provides a means to help better understand and explain group dynamics.  Four quadrants delineate between what we and others know (or don’t know) about ourselves, and how much we are willing to reveal about ourselves to others. The four quadrants are:


Things that you know about yourself and that others know about you. This would include issues that are common knowledge such everyone’s role in the organization, or knowing how many children a colleague has as a result of your informal conversations or having seen photos on his desk.


Those characteristics that others can see in you, but you do not see in yourself.  Studies indicate that supervisors often evaluate themselves more positively than do their employees. So, while you may think you are being crystal clear with your expectations, staff may be frustrated with your communication, or lack thereof. Alternately, your off-the-cuff acknowledgements of staff accomplishments may have much more of an impact on satisfaction and appreciation than you know.


These are the things you keep to yourself. Perhaps your employees would be shocked to hear that you dread speaking publicly given your frequent presentations; or, maybe they assume that your professional attire is a choice that reflects your position when, in reality, you always wear long-sleeves to cover a tattoo or scar.


Issues that neither you nor others know. For example, your company may be targeted for a takeover; or someone’s currently undiagnosed illness may have serious implications for staffing.

At both the individual and organizational level, this model offers leaders’ guidance on disclosure and self-evaluation. One way to better understand the model is to use one of many exercises that help leaders (and group members) gain a better sense of who they are and how they appear to others.

And there are multiple benefits from going through this practice!

On Self-Disclosure

Research suggests that self-disclosure, the intentional act of revealing personal information, helps reduce perceptions of status difference, which can lead to greater participation in discussions, more feedback across teams and increased feelings of respect.

Self-disclosure also leads to greater liking, which leads to greater self-disclosure because we feel safe disclosing to people that we like.  A potentially even greater benefit is the opportunity for thoughtful self-evaluation from having received feedback that addresses those aspects of yourself for which you have no awareness.

Self-disclosure also helps:

  • increase self-awareness
  • build trust
  • develop and maintain relationships
  • lead to feelings of closeness with those to whom you disclose
  • create a safe and supportive environment

On a very pragmatic level, creating better, more participatory relationships can lead to greater job satisfaction, job productivity, and involvement.

Leadership Impact

Of course, disclosure should be appropriate to the relationship and the situation.  It’s important to build up to appropriate levels of self-disclosure to avoid “over-disclosing.”

This could make those to whom you are disclosing feel uncomfortable and potentially have a negative impact on the relationship. This is especially true for leaders.

Ultimately, however, as self-disclosure increase, the “open” quadrant of our own Johari Window become bigger as we learn and reveal more about ourselves as a result of feedback from others.

Self-disclosure offers great opportunities on multiple levels.  As the leader of your organization, it is incumbent on you to support, or perhaps even initiate appropriate disclosure.

How comfortable are you self-disclosing to your peers at work? To your employees?  Are you letting your own hesitancy or discomfort limit your interactions? How might you establish a culture that supports appropriate self-disclosure?


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Andrea Pampaloni
Andrea M. Pampaloni, Ph.D is Professor of Organizational Communication at LaSalle
Her research focuses on Relationship-Building and Presentation of Image
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On Leadership and The Crisis Moment of a Decision

Decision Making
Recently I became acquainted with a leader serving an interim position. 

“Interim” positions are always difficult, both for the organization as well as the person filling the temporary role.

Leading in the Moment

I have been an interim leader twice in my career, and so I fully appreciate the transient-feel of the role. By definition, the person must keep things going and serve as a leader in the moment, yet very few interim leaders I have known feel comfortable enough to make a l decision impacting long-term on the basis that the assignment is short-term.

I was the opposite:

While I was “interim,” I felt a strong responsibility to act decisively and make decisions that would impact short and long-term gains, but most “Interims” I have known do not feel this way.

A Wobbly Interim

My recent acquaintance is one such leader.  So far, 100% for 100%, when a decision has come up or just before a final deadline, I have been on the sidelines watching the Interim choke, hyperventilate, paralyze, and hold up progress while everyone looks in bewilderment for a reason for such a slow-down.

This person shares strong opinions openly, a range of criticisms (some that have improved certain areas exponentially), and strong views about nearly everything—even pop culture.  Technically he has most of what is needed for the role, and when he is focused on an area that area gets an enormous amount of valuable support.

All of this and yet I haven’t seen any real leadership-level decision come about, at least not without a painful journey by all who surround him.

We all know this type of person. And he is not the first I have encountered. So it got me thinking: “Why?”

What Drives a Decision?

I chuckle at the sound of “making a decision.”  I joke that it is really about “concluding a decision,” if that makes any sense at all.  There are so may things that go into the process of decision-making, and the study of this topic could keep anyone up for days.

Just Bing “The Anatomy of a Decision” and you will see what I mean.

Each resource always mentions the various steps to decision-making, from gathering information to assessing various outcomes, blah blah blah.

Case in Point

The one I like the most, though, is from Fordham Law Review (1984) where Judge Irving R. Kaufman takes on the decision-making topic in a most interesting fashion.

If you look at Judge Kaufman’s time as a Federal Judge for the United States, he was involved in some of the most interesting cases in the 20th century, from the Julius and Ethel Rosenberg case to his rejection of the government’s attempt to deport musician John Lennon.  Most of us will never know the pressure of making a decision at that level.

Most of us will never make decisions at that level, either.

And even more of us will never think too long about how we might make a decision or how much will go into it: we either make one, stall out, or reluctantly finally get around to it.

Easier Said Than Done – For Some

Sure, some would argue that a simply Myers Briggs will help us (face it, some are more comfortable with making decisions than others), but the truth is that decision-making is far more than just a matter of innate preference for closure or commitment, as Myers Briggs or any Jung-type assessment would suggest.

Judge Kaufman’s decisions, for example, had far-reaching implications—far more than the ones we are generally up against each day: whether an inexpensive training should take place, or if a meeting of senior leaders should include financial business analysis, or what to eat for lunch, for example.

Then how do you do it?

4 Ingredients in Making Decisions 

Of all the resources I have reviewed, and years in my own decision-making (and sometimes decision-deflecting) tenure, four items remain steadfast for decisions, good or bad.

I have marginalized these common items to a fault, but you will get the gist:

1) Facts

Good or bad, the starting point of a decision is what you know and the best decisions are based on hard cold unbiased facts and data points.  Period.

2) Interpretation

This is related to what you do with the facts after you review them, and it is largely based on who prepared the facts, who is telling you the facts, how you like the facts, and whether you believe in them.  This is also when confidence builds up or shuts down.  This is the crisis point of decision-making and usually when leaders (or anyone) realizes whether he or she is up for the task.

3) Guidelines or Governance

After the facts are interpreted, we often have guidelines or governance that will help us along the way… and sometimes not so much.  If we interpret that a project will be late based on all the facts, various project rules will require us to escalate immediately.  Black and white, yet not always done for a number of reasons.  This goes to the next item:

4) Courage

Defined in The Free Dictionary as “the state or quality of mind or spirit that enables one to face danger, fear, or vicissitudes with self-possession, confidence, and resolution; bravery.”  Yes, leadership always goes back to Courage, doesn’t it?  And when all is said and done, when it comes to decisions (particularly the difficult and ethically based ones), this is really the one that will galvanize what people remember the most.

So what are some of your thoughts of recent events around the globe?  How do leaders around the world make decisions?  What are the basis points for your decisions? I would love to hear your thoughts!


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Christa Dhimo
Christa Dhimo is President & Founder, via Best Practices
She helps clients by aligning human capital performance with business results

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The Scourge of the Zombie Employee

`Zombies at Work

Zombies exist – and they just might be working for your company.

In the day and age of belt-tightening across industries, reduced budgets, and a focus on maximized productivity, employees are being asked to take on more and more responsibility, including increased workloads without an increase in pay.

Because many jobs are hard to come by these days, employees have no choice but to acquiesce to increased demand.

Creating the Dead

Unfortunately, the burden of an increased workload can lead to:

  • Employee health problems
  • Increased mistakes
  • Reduced effectiveness of communication
  • Decreased customer satisfaction

As employees push themselves harder, with no relief in sight, they tend to wear down over time, becoming less engaged in their work, and frankly, more apathetic about their role in the company.

Most of them just go through the motions.

So, in the age of cost cutting, what can an organization do about this potentially devastating problem?

4 Ways to Keep Zombies Away

Here are four ways to make sure your people stay engaged and don’t turn into zombies.

1. Focus on Customers

As ridiculous as it might sound, plenty of organizations are guilty of not putting their customers first. In an attempt to reduce overhead or fine tune internal processes, decisions are made that are not in the best interest of customers – like overworking employees or shortening business hours.

Companies should center every decision they make on what’s best for the customer, because a focus on providing the best products and the best service will keep customers coming back – and ultimately keep the doors open.

2. Consider “Line of Sight”

Line of sight” is the correlation between an employee’s actions and the impact they have on gaining and retaining customers.

Zombie Employees

There should be a direct link between the tasks your employees are completing and a benefit to your customers and prospects.

When employees understand this connection (and the importance is has to the organization), they are more likely to be engaged in their activities, and thinking about them in a larger context.

On the employer’s side, this means keeping employee assignments relevant, and if need be, explaining how a particular task is beneficial to the customer (and the company) in the long run.

Certain parts of every job are mundane, but if the employees understand the overall importance, they are less likely to be dejected about the less-than-interesting tasks.

Also, don’t assign “busy-work.” Everything your employees do should be important in some way.

3. Don’t Implement Layoffs at The Expense of Service

Budgets are hard to meet. Overhead is hard to keep down. Revenue isn’t always as high as you need it to be.

These are simple realities of running a businesses – but the answer to meeting these problems is NOT to simply reduce your workforce. In some scenarios, layoffs are inevitable (in emergencies or massive changes in service or scope), but it should never be a go-to method for saving money.

In fact, layoffs may even be more problematic than you realize.

Diminishing a workforce may save you some money each month, but at what cost? Trying to maintain the same level of service with fewer people will only bog down your employees.

And here’s what’s worse – when you start laying people off, it affects the people who keep their jobs as well. Suddenly, those people are feeling tense about their job security, feeling less emotionally and psychologically attached to the company, and maybe even a little resentful that some of their colleagues are no longer there. This means reduced productivity across the board.

4. Transparency

One of the key components of employee engagement is transparency, plain and simple. When an entry-level worker can see where they fit in the context of the whole company, they are more likely to embrace that role and put personal stock into the work they do.

Throughout an organization, the context of a particular task or role is important. Much like “line of sight” with customers, transparency between departments, or from management down through the ranks, helps everyone understand the important role they play in the overall success of the organization.

Stepping Up Your Game

When costs seem oppressive or sales are down, the solution is not to slash budgets or pare down services. In fact, the best solution is just the opposite – if the company is struggling, it’s time to step your game up and build the organization your customers are proud to do business with.

In doing so, you’ll create an organization that your employees are equally proud to work for.

Zombie employees are the byproduct of lack of engagement. Without anything to strive for, or a clue about why they’re performing a certain task, would you expect anything less?


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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
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The Seven Pillars of Transparent Leadership

Transparent Leader

The need for transparency in society is at an all-time high. Trust and transparency are crucial elements to every leader. People have grown tired of dishonesty and want to exist in a work environment that allows one to have greater transparency of words and deeds.

This is accomplished by eliminating the unknowns that continue to crawl into our minds with each relationship we are part of.

Truth Will Set You Free

Today’s employees want to be a part of a workplace culture that delivers the truth every single time.  They desire leaders that are proactive in sharing enough information and feedback with their teams.

In other words, they just want trust and transparency so they can be well-informed in their relationships.

People want to know that their leaders have experienced the same challenges and/or how they have overcome personal hardships. People feel closer to their leader when there is openness and clarity with expectations-trust in the day-to-day relationships whether it’s an employee or a customer.

Here are seven powerful things that happen when a leader can be transparent:

1) Being overwhelmingly honest

As a leader who wants to be more transparent, you have to deliver full disclosure of information to your team. It doesn’t help anyone if you are only sharing partial information needed to help our team be more successful.

You have to ask yourself these questions:

  • “Am I setting my team up for success?”
  • “Am I sharing important information to help them succeed?”
  • “Do they have all the pieces to the puzzle to make it a success?”

By taking the time to share all the information needed to make your people successful, they will trust and see transparency throughout the organization. When you share all the information needed, you are preparing the soil for growth and an environment of trust.

2) Delivering bad news well

Delivering bad news must be handled with care but important to share with everyone to build more of the trust and transparency in your organization. Occasionally, there are moments of bad news in every company’s journey to success. Those moments are the most crucial moments to be forthright and honest with your team.

We all heard that phrase that honesty is the best policy. It does apply in delivering bad news as well.

People would not perceive you to be less of a leader if the bad news is a reflection of your leadership and organization direction. Be humble and you will begin to understand that all leaders sometimes have set backs and it’s important to be honest about them. People understand leaders are human and at times need to make adjustments to their leadership approach.

4) Properly handling mistakes

The way leaders handle mistakes can be more important than getting things right the first time. Sometimes leaders think that admitting mistakes would come across as incompetence on their part. Admitting mistakes sends message of courage, accountability and humility.

Mistakes are part of an opportunity to be visible and human as you demonstrate commitment to honesty to your organization.

4) Keeping Promises

When leaders do what they say they will do, they place high value on transparency and trust. They do their part in honoring commitments to their relationships. More importantly, their promises are not hollow and they deliver the goods promised to their team.

In the age of communication, it’s given that many people are going to talk and share a perspective.

The real question is whether that “talk” is the going to be demonstrated by the “walk.”

5) Keeping your composure

Communicating effectively requires composure and grace. Challenges, stress and obstacles are part of every organization. How leaders conduct themselves during the good times and the bad times can be a reflection of their character, competence and eventually their credibility.

Followers expect their leaders to be composed and professional as they are always watching. They are watching for trust even when emotions get high.

6) Letting your guard down

Leaders must remember that if you want to be authentic and sincere, you have to let your guard down to welcome more opportunities for growth. Creating meaningful connections by revealing personal information to your team will always adds value to the context of culture and leadership transparency.

Doing so, requires maturity, self-awareness, and a heighten sense of how people might perceive, dissect and disseminate the information you had to share. Leaders must find those moments of authentic connections to engage with their people as they allow others to know them.

7) Showing others you care

To lead effectively and have a positive influence, your followers must have solid answer to the following question: “Does he care about me?” Leaders must think and work toward ensuring the answer is yes they do care. This is done by the commitment to developing your followers on a daily basis-recognizing them, seeking to know their aspirations and dreams.


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Tal Shnall
Tal Shnall Coach/Trainer Development Renaissance Hotel Dallas Richardson
He specializes in Service and Leadership Development
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The Arranger: Making the Impossible Possible

Office Juggler

The Office Juggler

How often have you longed for an extra arm to help you get everything done? Or for a few more hours in the day? And, just as you feel you’re as stressed as you can be, you see your co-worker across the hall juggling what seems to be an infinite number of parts and arranging them into several well-laid patterns.

Not only is he keeping everything up in the air, he actually seems to enjoy it.

Curious of his methods, you ask how he does it, and all he can do is give you a blank stare. From his perspective, he isn’t doing anything even remotely remarkable, just behaving as he always does. You’re probably convinced he has a third arm in there somewhere, or at least a magic genie.

What Type of Sorcery is this?

This office juggler isn’t using any magical powers; he is simply employing his Arranger strength. An Arranger has the ability to manage all the variables of a situation and piece them together to make the most effective solution possible.

Where this talent really shines is in the face of adversity.

Often times, extremely well-laid plans require adjusting in part, or in whole. It is during these times that Arrangers excel the most. Do not confuse their calm collected exterior for a strength in Adaptability; Adaptability will go with whatever decision is made, but Arranger is the one who concocts the perfect potion for the best outcome.

Their minds are constantly swimming with alignment after alignment – their willingness to change plans at any point is simply because a better option presented itself.

A Juggler with Nothing to Juggle

If you are someone strong in Arranger, you can probably attest to the fact that when an Arranger doesn’t have enough to juggle, they don’t perform to their fullest capabilities.

They are good with the big picture, so focusing on one part conflicts with their multitasking nature.

Imagine watching a juggler juggle just one ball. There’s not much to imagine there; the lack of excitement you feel at watching a juggler with nothing to juggle is magnified for the juggler. Arrangers get more done with more to do.

So, leaders, with this in mind:

  • If you are managing an Arranger, make sure they aren’t in too rigid of a routine. They excel in dynamic situations. This is an awesome skill to have on your team, especially if it’s low on your strengths’ totem-pole. They may be able to get you out of some pretty tight spots with their effective flexibility and drive to find the best recipe to reach your goals.
  • If you are the Arranger, be aware that rigid processes are just a part of life. Unfortunately, some arrangements in the workplace do not welcome change. Also, use caution when changing long-standing plans, especially at the last-minute. People on your team with Deliberative, Analytical, Intellection, and/or Consistency will have a hard time coming to the same conclusion as you quickly. Your strength will come in handy often – it’s up to you to choose your battles wisely.

If you’re a leader with Arranger, do you find it difficult to stick to one plan for long? If so, what kind of feedback do you get? If you are leading someone with Arranger and someone with Analytical, how would you coach them work together? If you’ve worked with, or are, an Arranger, do you agree that a dynamic work environment is better for productivity?


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Alexsys "Lexy" Thompson HCS, SWP
Alexsys “Lexy” Thompson is Managing Partner at Fokal Fusion
She helps building Strong Leaders through Strong People Strategy
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