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If Retail can have Black Friday and Cyber Monday, and Holiday Sales…so can we!
Holiday Sale – 10% OFF

Begins midnight Thursday, December 07, 2017 –  Ends midnight Thursday, December 21, 2017

EQ 400

EQ Assessment with up to a 2 Hour Debrief
Regularly: $652.00
Less 10%: $586.80
Per Person
Must be taken and debriefed by
Thursday, April 15, 2018

Scheduling is first come – first served basis

Learn More and Bonus

TriMetrix 400

Powerful Trimetrix Assessment and up to 2 Hour Debrief
Regularly: $675.00
Less 10%: $607.50
Per Person
Must be taken and debriefed by
Thursday, April 15, 2018

Scheduling is first come – first served

Learn More and Bonus

Coaching 400

Six-Month Coaching Program including our
Powerful Trimetrix HD Assessment

Regularly:  $6,000.00
Less 10%: $5,400.00
Per Person
Must be taken and debriefed by
Thursday, April 15, 2018

Scheduling is first come – first served

Learn More and Bonus

Hiring Heroes

bcg hiriing heros WEB

Every person you hire will either improve your organization or detract from it in some manner. Hiring the “heroes” that contribute in a positive manner to the organization is a valuable strategic goal. People involved in the hiring process need to be your internal “hiring heroes” who maintain a constant vigilance in seeking out the “heroes” to hire. The good news here is that you can have both.

Many who conduct hiring interviews think they must ask the “magic bullet” questions or play gotcha’, or believe they are the ones who should make the hiring decision. None of this is necessary or even encouraged. Following some proven, effective guidelines consistently will produce candidates who are “Hero Hires.”

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The Disconnect Between Strategy and Implementation

Retreat WEBAhhh, the corporate retreat, a chance to get away from the office, do a few activates, and get to know our team members better. In many cases, an outside consultant or facilitator comes in and helps executives spark new ideas and conduct strategic planning. At the end of the retreat the executive team is all aflutter with those new ideas and secure in that finally plans have been made to fix some processes, that creative ideas for growth have been discovered, and the morale of every single person in the organization will be lifted to new heights. Now picture a camera moving through the empty, black, cold, silence of outer space. This, unfortunately, is the state of strategic planning just a few months after the retreat. Why is there such a dark chasm of disconnect between the strategic retreat and implementation?

There are plenty of models to follow for strategic planning and making change happen. There is enough information out there on strategic planning and its implementation that would probably circle the globe numerous times. However, there are some strategies that need to take place even before placing the reservations for your retreat.

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Leaders Leading Leadership Development

Leaders LeadingA quote attributed to Ralph Nadar, consumer advocate, lawyer, and author, states: “I start with the premise, that the function of leadership is to produce more leaders, not more followers.” The leadership in small to mid-sized organizations often fail to see a need for leadership development. Considering two facts should make it obvious that leadership development is essential to the survival of such organizations. A White Paper by Center for Creative Leadership echoes this idea.

 

Fact One: An organization is either growing or dying

Fact Two: Leadership will be needed to guide growth, sustain growth, and take growth into the future.

Let’s take a deeper look at fact one. Organizations must grow in some capacity, either more customers or more revenue. The leadership that brings the company to one level, may not necessarily have the skills to either sustain that level or take the company to the next level.

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Are We Losing the War on Employee Disengagement?

Disengaged WEBAn executive coaching client complained that he wasn’t focused. He mentioned it no less than four times on his intake sheet. However, as our coaching is progressing, he hasn’t decided on any goals, so he has no tasks to work on, and since he has no tasks to work on, he has nothing to focus on. Well, you get the picture.

Continuing to “wing it” through life doesn’t lend one the ability to focus because you’re all over the place. There is a lack of direction. A story told by James Clear about a lion tamer serves to illustrate the point perfectly. A lion tamer found a unique way to work with lions so they wouldn’t attack him in the ring while performing at the circus. The lion tamer carries a whip and a chair into the cage. The whip is mostly for show. When the chair is thrust in the lion’s face, he can’t focus on just one of the legs and so the lion freezes with indecision. Sound familiar?

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Leading in a Paradox

Bcgrd Paradox WEBConsistency is a good thing. “Leadership paradoxes” prevent consistency. This is according to a white paper by I/O At Work . This white paper entitled “Leadership Research Trends & Insights” is chock full of interesting ideas and the latest research on leadership. In fact, some of it might make your head spin. I didn’t think that “paradoxes” is a word, but indeed it is. I visited a website about paradoxes by Encyclopedia Britannica and it just gave me a headache. Trying to lead during a paradox situation at work will no doubt give you a headache as well.

The white paper offers that leaders who can engage in big picture thinking seem to fare better during paradoxical times. This has to do with the ability to see different perspectives. In other words, the paper goes on, clinging to one philosophy or perspective if you will, just for the sake of chasing consistency never works.

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Be a Visionary…Plan for Change…and the Holidays

Dinner CelebrationChristmas, Hanukah, MLK Day, and St. Patrick’s Day, and other celebrations come once a year, every year. Some of these may cost us time, money, and other resources that we invest in their celebration. We know they are coming, they are all on our calendars. So we always prepare for them. Right?

Business growth comes in the form of higher revenues, more customers, through mergers and acquisitions, or maybe franchising. Regardless of the growth methodology, the fact is that businesses must grow or die. Growth brings change. So, we expect change and are always prepared for it. Right?

An executive client knows his organization is engaged in aggressive growth. However, when I asked how his department might change with the next two acquisitions, all he could replay was, “That’s a good question.” Well, yes, indeed it is. The fact that the thought had apparently not entered his mind was a surprise; and it’s especially surprising given the fact that he wants to be president of the company upon the current president’s retirement. So much for planning. So how can this executive better prepare his department for growth and change?

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Are We Throwing Performance Reviews Out with the Bathwater?

Review WEBThey are dreaded, awkward, often biased, and described as a necessary evil. Indeed, many companies, such as Adobe, Deloitte, and GAP have stopped giving performance reviews. Is it working? According to a new study by CEB (now Gartner) maybe not. The study posits that performance went down in companies not using performance reviews. Brian Kropp with CEB suggests that there are not too many managers who can provide good reviews without some type of rating system. With apologies to cognitive psychologists out there, perhaps this is a cognitive function. In other words, from the managers point of view, how are we to rate someone at any level without something to rate them by? Then from the employee’s point of view, how do I really know where I stand without a scale to measure myself against? Except for the Picasso’s in the world, the human mind probably doesn’t think as well in the abstract. A good question to ask is, “Have the ratings really disappeared?”

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“We need to…”

Ping PongImagine the sound of a ping pong ball falling on a hard surface. It bounces, bounces, bounces some more, and faster as it bounces away, and then bounces again, and then stops until someone picks it up and either bounces it again, or puts it in play. The phrase, “We need to…” is like that. You can insert whatever ending you like. It might be, “We need to get the roof repaired.” “We need to change that policy.” “We need to ensure we mesh our cultures.” Now imagine a CEO making such a statement to the executive team. “We need to make sure that before this merger, our two companies understand each other’s culture,” for example. What happens next? Bounce, bounce, bounce.

Well that’s the question, isn’t it? When anyone makes such a statement what is the expectation? Is the one asking the question going to do it? Is the listener supposed to do the action? You know you’ve made such a statemen; and I’m sure you’ve heard it from someone.

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