The Essence of Life and Leadership

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“Emotions transform energy; energy creates movement; movement is change; and change is the essence of life.”  ~Darren Weissman 

Did you know?

  • Only 20-50% of re-engineering efforts succeed [1]
  • Only 28% of information technology projects are successful [2]
  • Only 33% of corporate mergers are successful [3]
  • 50% of firms that downsize experience a decrease (not increase) in productivity. [4]
  • 75% of all change efforts fail to make any dramatic improvements. [5]
  • An astonishingly high percentage of failed projects had excellent technical plans. [6]
  • Failure to change is the primary source of organizational failure.5

Empowering Interface

These dismal revelations about change management success and failure come right out of the research of real organizations, real projects, real managers, and real leaders.  If we were grading leaders and managers on their change management report card, they would get a ‘C,’ at best.

And wouldn’t you agree that, like life, change is arguably also the essence of leadership?

While there are many change management models, if there is one thing that would help your organization dramatically improve the quality of outcomes, it is empowering interface.  That’s what researchers from the University of Bath and George Washington University called it.5

Empowering interface occurs when executive leadership empowers middle management to interface comfortably between executives and frontline employees breaking down silos and enabling both macro and micro variables to change and cascading empowerment across the firm.

This process requires executive transparency and a “change sponsor” or “change champion.”

Change Champion

What does it mean?

It means that executives need to change the way they look at change.  In order to be successful at change leadership and management, you must break down the silos between executive and frontline levels using middle management, create a safe climate, and generate empowerment and trust through transparency and responsiveness.

If there is not open two-way communication and action, change efforts could be doomed.

Empowering middle management, especially with increasing discourse between executives and frontline, greatly increases the odds of success.

Exactly How to Fail

Macro initiatives designed solely by executives (no middle management or frontline input) creates a “closed system” or silos and spreads disempowerment (through rumors, false assumptions, and miscommunication) and that cultivates strong resistance.  Put another way, when change initiatives are rammed down people’s throats and without involvement, expect contempt, defiance, subversion, and eventually failure.

Successful change leadership and management are all about communication, relationships, empowerment, respect, and responsiveness.

This sounds a lot like love, if you ask me.

Work-Out and CAP

Jack Welch and Steve Kerr of GE developed one of the most well-known and successful change models in the late 80’s and early 90’s and used it successfully at GE.6  They called it “Work-Out.”  Similar to a “time out,” those on a change project take a “work-out” from typical bureaucratic practices and behaviors and instead rely on continuous focus, efficient decision-making, and accelerated implementation.

The Change Acceleration Process (CAP) part of Work-Out became popular because of its effectiveness and has since been marketed to many other institutions and industries.

It is no coincidence that a significant portion of CAP – the first four (of seven) steps – are exactly what the researchers describe as empowering interface above.

They call them:

1.  Leading change
2.  Creating a shared need
3.  Shaping a vision
4.  Mobilizing commitment

The last steps in CAP are:

5.  Making change last
6.  Monitoring progress
7.  Changing systems and structures

Change is at the very essence of life and leadership and “resistance to change” doesn’t have to be a given – at least not strong resistance.

Both the research and successful organizational change models like CAP are telling us that when people are involved in the change process, not only does cooperation increase, but the quality of the outcome dramatically improves, as well.

So how do you effect change with those you lead and your extended team?  What is the change management and leadership model and philosophy were you work or lead?  Do you or your organization even have it defined?  What steps can you take today to improve it?  What other models or techniques have helped you and your organization arrive at successful outcomes?

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Learn, Grow & Develop Other Leaders

——————–
Alan Mikolaj

Alan Mikolaj is a Professional and Inspirational Trainer, Keynote Speaker & Author
He is the author of three books and holds his Master of Arts  in Clinical Psychology
Email | LinkedIn | Facebook | Twitter | Book | Web

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[1] Strebel, P. (1996, May/June). Why do employees resist change? Reprinted in Harvard Business Review on change in 1998. Boston: Harvard Business School Publishing, pp. 139–157.
[2]
Farias, G., & Johnson, H. (2000). Organizational development and change management: Setting the record straight. Journal of Applied Behavioral Science, 36, 376–379.
[3] Dinkin, D. (2000). Unlocking the value of M & A. The Banker, 150(895), 118.
[4] Appelbaum, S.H., Everard, A., & Hung, L.T.S. (1999). Strategic downsizing: Critical success factors. Management Decision, 37(7), 535–552.
[5] Raelin, J.D. & Cataldo, C.G. (2011). Whither middle management? Empowering interface and the failure of organizational change. Journal of Change Management, 11(4), pp.481-507.
[6] Von Der Linn, B. (2009). Overview of GE’s Change Acceleration Process (CAP). Retrieved August 24, 2013, from Bob Von Der Linn’s HPT Blog: http://bvonderlinn.wordpress.com/2009/01/25/overview-of-ges-change-acceleration-process-cap/

 

Leadership Lessons: Success and Fatal Flaws

3 Flaws That Never Get Talked About

Fatal Flaw

There is so much glitz and glamour that comes with that power-word “success.” It says “You’ve made it!” And “From here on, life is good! Right?”

Well, no… Not so fast…

The biggest distraction to success is all the stress and anxiety that sits like a weight in the pit of the stomach that often comes with the territory. It has to do with the worry that it will all disappear tomorrow, the next day, someday.

Falling From Grace

You know the saying:

The higher they go the harder they fall?”

It’s a warning to watch out, be careful because you never know when the party is over.

How about this saying:

“Don’t rock the boat.”

This tells you to play it safe and not take too many chances, especially once you have the houses, the cars, the perks.

Keeping Your Grip

So many films show the fall from grace; quickly going from success to the gutter. Why is this amorphous thing that we all covet, called success so tenuous to grab and to hold?

Partly because once success hits, there is a tendency to hide the fear by acting over-confident. You get used to being bowed to, applauded, and respected by folks who only know you by reputation.

They never see your uncertainties, hesitations, and inadequacies.

  • But what explains the unsettling tendencies for success to be so tenuous and difficult to support?
  • What are the enemies to success?
  • What causes a strong journey to fail along the way?

Take a look at these recipes to sabotage success.

3 Fatal Flaws

Here are the 3 Fatal Flaws that never get talked about:

1) Entitlement

Paradoxically, many people do not feel entitled to success.

Stupid idea? Perhaps.

However there is a sense that many successful people have, the “if they really knew me syndrome.” That thought of being in a masquerade, being seen as more than one really is, waiting to be “caught with pants down” often is a fatal flaw that sets up the fall down the slippery slope to failure.

You see so many times we have these self-fulfilling thoughts and deep in us we would rather be right than to be happy!

Doesn’t make logical sense, yet in the emotional parts of the brain, it is exactly correct and makes total sense.

2) Loyalty

Another flaw is loyalty spawned from generational expectations. This is where we look at success in terms of our lineage to understand benchmarking and standards. Consider this line of thinking:

If it is good enough for my parents and grandparents, then it is good enough for me.”

That is a set-up to not be capable of going beyond the level of the family, often for generations and generations. It means that if no one ever went to college, well you may be able to wear that cap and gown, but don’t ever expect to get the top job.

Or, if you do become the top dog, expect the fall from success to come along eventually. “After all, one shouldn’t stray too far from living at the level of the rest of your family.”

Does this make sense? Not really. Does it happen often? Absolutely.

3) Patterns

We all play roles in our families that become familiar ways to stay safe and accepted. Often these patterns show up when we are tense and anxious. When stress hits the hot button, we all tend to revert to childhood patterns that were there for security and survival.

These patterns may not be effective in high level positions, yet there they are making us look like we have spilled a bowl of oatmeal on our shirts.

So, if you think you’ve been acting like a baby, you’re right!

Now you know the flaws to watch. Take the time to understand and work on these areas of entitlement, loyalty, and patterns. By bringing to light these often invisible forces you can harness and refine them so that you will continue to build on success after success and leave a powerful legacy for future generations.

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——————–
Dr. Sylvia Lafair, Business & Leadership Coach

Sylvia Lafair, PhD. is President, Creative Energy Options, Inc.
She does Workplace Relationships, Conflict Resolution, Exec Coaching & Consulting

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L2L Infographic: 10 Qualities of Great Community Leaders

Infographic Courtesy of Wake Forest University’s Master in Counseling

 

On Leadership, Communication and the Personal Touch

Why Leaders Still Needs the Personal Touch In Today's Digital World

Digital channels like email, instant messaging, social media, and video conferencing can make communication within a business a lot easier easier.

It can allow leaders and teams to keep in touch with the office even if you are on the other side of the world.

However, it is important to realise that these methods cannot completely replace face-to-face conversation.

The Power of Person

Indeed, speaking to someone directly offers several benefits that cannot be recreated digitally. Personal communication remains the best method for delivering crucial information. If you need to get an important point across, inspire your workforce, handle a sensitive issue, or move people to action, face-to-face remains the best way to effective communicate.

This is why leadership training should still contain a strong direct communication element.

This article looks at some of the reasons why a good leader in the digital world still needs the personal touch.

The Personal Touch

Personal Relationships

Despite the obvious convenience aspect of modern digital communication methods, a significant part of leadership involves forming personal relationships with the people you are leading.

This is much easier to do when you are in the same room as them, talking to them directly.

Furthermore, direct conversations allow you to give people your undivided attention. If you are on a video call, or using an online messaging system, you may become distracted by an email or by having multiple communication channels open at once.

Talking to someone on a one-to-one basis lets them know that you value them enough to drop everything else and allows more authentic, individual connections to form.

The importance of forming meaningful connections with your employees is often emphasised in management skills training and it is significantly more difficult, if not impossible, to do that through an electronic device.

Clarity and Nuance

One of the primary advantages of digital communication is said to be speed. And indeed, when it comes to simply getting a message to someone else, it can be extremely quick. However, that speed can be counter-balanced by a lack of clarity, ultimately making it less efficient than face-to-face conversation.

Mina Chang, CEO of Linking The World explains it this way:

It’s easy to misinterpret a text or email. For sensitive or otherwise important communication, having tone and body language for context makes a difference.”

Research shows that effective communication relies on non-verbal cues. Generally, digital communication removes these, along with nuance, increasing the chance of misinterpretation. Tone, for instance, cannot be conveyed through email or text messaging, while even video communication impacts upon the ability to read body language.

Sensitivity

Throughout their leadership career, people will encounter a number of serious or sensitive issues, which need to be dealt with carefully. For example, they may need to address an employee’s personal appearance, deal with a complaint about workplace bullying, or give a staff member a strong verbal warning about their conduct.

Dealing with such issues face-to-face demonstrates your personal commitment to reaching the best possible outcome. It helps to foster a greater level of trust between you and the employee in question and it is the best way to ensure that their dignity is preserved and your message is clear.

Reactions and Feedback

Finally, leadership often relies upon feedback and the ability to gauge reactions accurately, which can be done more easily through direct communication. You may notice hesitations or changes in facial expressions, which can act as a cue for you to develop points further or ask for opinions.

This ability is inevitably lost through digital communication channels.

Employees like to feel as though they are valued and their contributions to discussions matter. Once again, it is easier for them to make contributions during face-to-face conversations, which allow for interruptions or deviations.

Moreover, people pay closer attention and participate more actively in conversations if the person they are speaking to is actually present. This is partly because they are also aware that that person can pick up on their reactions.

So, what can you do to make your communications more effective by making them more personal? How can you create environments that make it easier for all team members to communicate confidently with personal tones and calm body language? What steps can you take to evaluate how you come across to others? I would love to hear your thoughts!

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Learn, Grow & Develop Other Leaders
——————–
Alison Brattle

Alison Brattle is a marketing manager at Uk Based Company AchieveGlobal
She specialises in providing Exceptional Leadership Management Courses
Email | LinkedIn | Web 

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Employee Development: Who Should Take Responsibility?

Training Development

Having been on both sides of the manager-employee equation, I sometimes wonder who should take responsibility of an employee’s growth and development.

This because I am a firm believer of self-awareness and constant growth of an individual.

Finding the Way

The process of identifying a development area and then working on it is now ingrained in me and I consciously work on it. However, some aspects of an individual are harder to identify and work on, than others. Some habits if not identified and worked on in the nascent stage can become an annoying trait.

These annoying traits can come back to bite an individual in the most crucial times.

I believe that in addition to an employee taking responsibility for their growth, managers should also take the time to give timely and appropriate feedback. Levitt LLP will help you with your employment law or labour law issue.

On Strengths and Weaknesses

Of all of my personality traits I have worked on over the years, some were easily identifiable by me. However, there were a couple of weaknesses that if not pointed out by my manager, I would never have identified the root cause and possibly never worked on them.

From my experience, each and every aspect of an individual can be worked on by carefully identifying the root of the problem and then coming up with appropriate steps to correct it. Having an understanding mentor or coach is the key to this process especially for those problems that are harder to work on.

Sometimes a couple of different solutions may have to be tried before one can completely fix a problem but the key is to keep trying.

Performance Reviews

What I have often seen is that most managers (if not all) dread when the time comes to giving performance evaluations to their employees.

This begs the question why?

  • Evaluating an employee’s performance should not be such a fearful process.
  • After all aren’t managers are also supposed to be coaches for their direct reports?
  • Isn’t annual review the time for employee growth and development?
  • Shouldn’t performance evaluation be the time where managers can be proud of their coaching skills?

Well, there is only one explanation of why this happens. These managers don’t give direct feedback to the employees all-year-round and wait for the yearly performance evaluation cycle. Some companies conduct mid-year evaluations. Even if companies don’t mandate a mid-year performance evaluation, managers should make it a habit to give feedback to their employees throughout the course of the working year.

Be Wise, No Surprise

Another important aspect of the review process is that any feedback should not come as a surprise to the employee at the performance evaluation time. If the feedback is a surprise, it would certainly make the process difficult and dreadful.

Coaching employees is one of the most rewarding skills for a manager and they should make it work to everyone’s advantage.

I would urge all managers to not let any annoying habit fester in an employee. Help them identify the root cause and work with them to correct it. It is quite possible that they may not be fully aware of the issue and simply need an empathetic guidance.

Source: Labor Law Compliance Center

So how are you doing at identifying your personal and professional needs for growth? And better yet, how well are you doing this same thing for the people that you lead? What can you start doing TODAY to provide the helpful feedback your people need to help them learn, grow, and develop better performance? I would love to hear your thoughts!\

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Learn, Grow & Develop Other Leaders

———————
Aditi Chopra
Aditi Chopra is an experienced leader in the software industry
She is a consultant, writer and a leader
Email | LinkedIn |  Web | Blog | Twitter | Books

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Leaders: You Do Not Need to Be Nice to Be Kind

Kindness is not softness, it is not weakness, and it doesn’t always have to be nice.

In fact, sometimes kindness requires you to be tough and direct. I have seen the misinterpretation of this word negatively impact many organizations.

Leadership Mistakes

Leaders, in an attempt to be kind, move under-performing employees from position to position in the hopes that they will finally succeed or at least survive. Others allow deadlines to pass without repercussion or avoid having that fierce conversation that is needed in order to drive improvement and productivity.

Many of these leaders have adopted this style of kindness out of a reaction from working with or for a tyrannical ruler. They have witnessed how ineffective fear is in motivating people and driving an organization forward.

However, in an effort to be the antithesis of what they witnessed, they too have become ineffective.

Some are just new to their leadership role and worry about being liked. They lack the self-confidence needed and therefore, spend much of their time trying to please who that work for them.

But, neither of these is true kindness.

Leadership Wisdom

People need to understand where they stand, how they need to improve and what is at risk if they don’t.

Kindness requires empathy, honesty and trust. It means that at times you must be a mirror, reflecting back to a person the impact of their habits and behaviors.

Feedback, constructive criticism and accountability are all forms of kindness. People need to understand where they stand, how they need to improve and what is at risk if they don’t.

Leadership Looking Glass

It means that at times you must be a mirror, reflecting back to a person the impact of their habits and behaviors.

It may be counterintuitive, but letting someone go from their job could be a great act of kindness. For that individual, it very well may be that you are releasing them from the pain of being in the wrong job, giving them the freedom to finally pursue one that better fits their skills.

It could also be that difficult but teachable moment, where someone with a sense of entitlement finally realizes in fact they are not. Although no longer employed by you, they are now much better prepared for their next employment opportunity.

Maybe most importantly, it is an act of kindness to the rest of the organization.

It can be so demoralizing to be hard-working, a driven performer and not see those who aren’t be held accountable for their lack of performance.

Leadership Courage

When we care about others, we don’t want to be the cause of any pain or suffering.

No one relishes having difficult conversations or enjoys taking tough action. When we care about others, we don’t want to be the cause of any pain or suffering. But, avoiding those conversations and failing to take the needed action can be far more damaging in the long run.

Not only damaging to that individual, but also, to the efficacy of your own leadership and to the organization as a whole. Kindness requires that you push past your own discomfort and insecurity to take the needed action that best serves the interest of the company you help to lead.

You do not need to be nice to be kind. But, you must make people feel heard, cared for, valued and respected.

It is also essential that you always act with integrity and honesty and, that you have the conversations and take the action needed to best serve the organization you represent.

If you do all that, you are in fact a kind leader.

Remember: You do not need to be nice to be kind.

Thanks for reading.

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———————–
Elliot Begoun

Elliot Begoun is the Principal Consultant of The Intertwine Group, LLC.
He works with companies to Deliver Tools that Enable Growth
Email | LinkedIn | Twitter | Facebook | Google+GROW | Website

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3 Sacrificial Ways to Conquer This Year’s Goals…or Not

Leading with Honor Video Coaching from Lee Ellis

Should you set any personal or professional goals this year? Why or why not? Lee shares his valuable guidance in this clip.

If you’re feeling some anxiety or struggle about goals for the New Year, here’s my advice for relieving that pressure: fail fast and avoid the drama. Just avoid making goals altogether.

Seriously, you say?”

However if you decide to make New Year goals, these 3 sacrificial ways reveal the most successful path between goals and success…

Read Now

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Learn, Grow & Develop Other Leaders
——————–
Lee Ellis

Lee Ellis is Founder & President of Leadership Freedom LLC & FreedomStar Media.
He is a leadership consultant and expert in teambuilding, executive development & assessments
Email | LinkedIn | Web | Blog | Book | Facebook | Twitter

His latest book is called Leading with Honor: Leadership Lessons from the Hanoi Hilton.

 

5 Ways Entrepreneurs Use Time Inefficiently

Stop Wasting Time

Becoming an entrepreneur is a dream that many people have. However, it is more difficult than many people on the outside understand.

There are a lot of different things that people who start their own business must do in order to succeed. Learning how to manage time efficiently is one of the most important aspect of owning your own business and if you need Keynote Speaker for Conventions, Meetings, and Corporate Events – Joe Pici is the person you must be looking for. Here are five ways that entrepreneurs use time inefficiently.

5 Ways Entrepreneurs Use Time Inefficiently

1) Urgent Issues

Many business owners spend all of their time on the urgent issues of the day. Although it may seem important, many issues that are faced are really more urgent than anything. Understanding this difference is a huge step forward for anyone who wants to improve their time management.

There are a lot of people who want to have more time during the day. If this is something that applies to you, start by concentrating on things that are important more than urgent. Over the long-term, this will make a huge difference in the amount of time you have to use on other aspects of your company.

2) Social Media

Another area that many people waste time in is social media. Many business owners understand that social media can be a great tool that drives in a lot of business. However, many people who own their own business get distracted in what they do on social media.

Instead of doing this, make sure that you set time limits in the amount of time that you spend on social media.

If you are a business owner, you do not have time to waste. If you want to take your business to the next level, this is an essential element of the time management process. There are many people who simply take breaks from social media for several weeks at a time. This may be something that applies in your situation.

3) Worrying About Minor Issues

Worrying about minor issues is something that many business owners deal with. Anyone who has the ambition to start their own business probably has a personality where they want to be perfect. However, worrying about minor issues detracts from other things that you could be working on.

Taking on a mindset that is more long-term is something that is essential.

Anyone who wants to start getting more done needs to quit worrying about minor issues in the business.

4) Not Enough Training

Many entrepreneurs feel as though they do not have enough time to train workers. However, when looking at this over the long-term, influence training is one of the most important aspects of running a business. No matter how talented an entrepreneur is, they need to have help in various areas of their life.

There are many people who are interested in training within various companies. Use the talents of people who are naturally inclined to train other people in order to ensure maximum effectiveness.

5) Valuing Money Over Time

There are many people who say they value time over money, but there are few people who actually practice it. Many entrepreneurs have a really bad habit of valuing their money over their time. Although this will lead to more money in the short-term, over the long-term it will decrease the effectiveness of your business.

There are many people who are unable to build companies that scale.

As a business owner, it is important to concentrate on the process that is going to be used in order to take your business to the next level. Instead of just running around trying to sell customers on your products and services, take some time to get above the issue and build systems that scale.

Although this will take time and energy in the short-term, over the long-term this will lead to more free time that you can use to concentrate on other areas of your business.

So, how many of these five time-wasters are you guilty of? What can you do to rearrange your thought patterns so that you can get out of these type of traps? Do you see other areas in your business that could be changed to be more efficient? I would love to hear your thoughts!

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———————
Dennis Hung

Dennis Hung is a Business Consultant specializing in Mobile Technology and IoT
He’s spent most of his career consulting for businesses in North America
Email | LinkedIn | Web

Image Sources: butchbellah.com

 

It’s Not Rocket Science: Leading, Inspiring and Motivating Your Team To Be Their Best (Difference Press, 2015)

Have you ever wondered what sets the great leaders apart from the “also-rans?”

Are you an overwhelmed leader who wants a magic formula to get your people to follow you anywhere?

Do you wonder why you can’t seem to get your employees motivated?

You can be “the boss” people follow because they want to–and motivate them to be their best. It shows you how to be leader who inspires the best effort from the people in your business or organization.

The book tells you what works, what doesn’t, and how to get it all done in a day’s work.

More About The Author Here

 

People Before Profits: 5 Ways to Lead Your Company and Brand

Lead With Heart to Boost Your Business

People or Money

My company sells wine, changes lives, and is growing rapidly. As a CFO-turned-CEO, my business philosophy is simple: Put people first, and the profits will follow.

I am in business to expand job opportunities and awareness for the nearly 57 million Americans who live with disabilities — including my son, Matt. Although my company, 100 Percent Wine, donates all profits to organizations helping people with disabilities find jobs, I’ve seen revenue grow and my brand expand.

The trust and loyalty, generated by brand alignment with a cause, is a powerful differentiator.”

Building Trust

In fact, 90 percent of consumers are more likely to trust a company that supports social or environmental initiatives. Similarly, nine in 10 consumers say they’d switch brands to support a good cause, given a similar price and quality.

As a businessman, I know shareholders want the company to turn a profit. Fortunately, shareholder gains and social responsibility can do more than coexist — they can actually further one another. For instance, the 2014 Global Economics of Disability report proves that companies that support people living with disabilities actually produce higher long-term returns for shareholders.

My Son, My Business

My son was the inspiration for my company. As a father, it pained me to watch Matt face the stigma and assumption that he couldn’t do things I knew he was fully capable of doing. And throughout his life, Matt will have to work hard for job opportunities.

Just 17.1 percent of people with disabilities are employed, according to the Bureau of Labor Statistics.

I took my business background and set out to change that. While my company is still young, its mission has generated a healthy buzz around the wine and the brand. Considering that 100 million Americans have a friend or family member living with a disability, who doesn’t want to expand opportunities for this community?

Socially Responsible Leadership Strategies

If you want to help the world, cultivate goodwill toward your brand, and boost sales, it’s time for you to employ a “people before profits” philosophy at your company.

Here’s how to do it:

1. Authentically Share Your Story

Authenticity is a critical component of a people-first business strategy. Customers are too smart for greenwashing, and they can see through half-hearted giving. FIFA has no shortage of environmental and social initiatives, but that has done little to improve the organization’s public image.

Instead, tell customers what inspired you to show that you’re serious about improving society. Although I hesitated to share Matt’s story, I quickly realized that customers needed to know why I had dedicated myself to this cause. Now, people understand why I’m doing this and empathize with my mission to improve the world for people with disabilities.

2. Donate Wisely and Expect Results

Customers want to see you give charitably, not just talk about it.

However, be sure you vet charities carefully to ensure your dollars do as much good as possible.”

I searched long and hard to ensure 100 Percent Wine’s profits go to the most innovative, creative organizations working to provide jobs for people with disabilities.

We gave our first grant to UCP Heartland because it helps businesses find qualified staff from this community, and we’ll measure our impact by the number of jobs created through our donations.

3. Get Involved

While financial support is important to fixing any of our world’s ills, doing volunteer work for the cause shows customers you’re willing to work in the trenches.

100 Percent Wine seeks to partner with both nonprofit and for-profit organizations that create jobs for people living with disabilities. Sure, I could just write a check every month, but actually working to create sustainable jobs for people with disabilities is so much more valuable. Show your customers why you care by volunteering, working directly with nonprofits, and advocating.

4. Engage the Entire Organization

This can’t just be a CEO initiative; the whole company should care about your cause. Hold rallies to pump up employees, and look for empathy and dedication when hiring new team members.

I’ve made sure every member of my company cares about helping people with disabilities just as much as I do. I hired my talent scout Chuck Blossom to make sure we had the right people on board. Chuck was previously CEO of Boone Center Inc. in St. Charles, Missouri, which employs hundreds of people with cognitive and physical disabilities. He is the right guy for his role.

Additionally, more than one-third of our team consists of people living with disabilities. As we expand further, I’ll continue to vet people not just on their skills, but also on their dedication to helping individuals with disabilities.

5. Think Long-Term

A mission to improve lives can’t be a short campaign. When considering a socially responsible brand strategy, ensure your company’s leaders are on board for the long haul.

To effect change and build loyalty, your brand must be committed to a cause for years to come.”

Newman’s Own has given $450 million to thousands of charities since its inception in 1982. The brand has built a following around the fact that it donates 100 percent of profits to charity, and people everywhere associate the name with charitable giving.

In fact, Newman’s Own inspired my pledge to give 100 percent of my company’s profits to organizations helping the community of people with disabilities.

Leading Lifelong Decisions

Even before my son Matt was born, I knew business should do more than make a profit. But the experience of fatherhood has influenced me to spend my days working to benefit Matt and everybody living with disabilities.

The decision hasn’t just given me a strong business — it’s creating a better world for people living with disabilities.

So what can you and your business do to put people before profits and make the world a better place? What sort of organizing and leadership will it take from your organization to get things moving in a better direction? I would love to hear your thoughts!

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Scott Monette

Scott Monette is the founder of 100 Percent Wines, a premium winery.
He donates all profits to nonprofits helping people with disabilities
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