The More Things Change-The More They Stay The Same
No matter how small or large the population or organization is, poor managers are always willing to hang on to their positions at all costs.
ROOT CAUSES OF INDIRECT COSTS
Organizations who are struggling cannot stop the excessive turnover and unnecessary workloads by doing the same things with the same people that got them where they are today. Change is necessary. More than likely, a lack of any apparent talent magnet has reduced you to hiring the bottom of the barrel so to speak. People don’t quit good companies, they quit poor managers. “You can make a B player an A player but you can never make a C player an A or B player” Jack Welch, CEO/
ROOT CAUSES OF INDIRECT COSTS
Lack of formal leadership training for all employees is the root cause of most organizations struggles.
My Time to Lead Blog
Millennial (Generation Y) Subsets – What Makes Them So Different? 01/30/2015 By John R. Grubbs, Keynote Speaker and Bestselling Author Why is this young generation so different? Are there factors in place that separate today’s youth from those in the past? The research reveals two subsets that make this generation different. In fact, this generation is a product of changing family dynamics as well as today’s economic reality. This generation is more a reflection of contemp
THE INADVERTENT GIFT FROM MILLENNIALS TO CORPORATE AMERICA
The gift I’m seeing is: a focus on the lack of real leadership in America. Millennials have been getting a bad rap for some time now. This deception and disinformation about millennials is mainly driven by the "Managers in Disguise" or executive members of the C team if you will, who are at the top of some organizational charts. These are the people in organizations who have obtained enough influence in the workplace to create the perception that millennials are bad for busin
20 TRAITS OF THE MANAGER IN DISGUISE YOU ALREADY KNOW
When good employees leave good organizations, studies show, the number one reason for leaving is poor management. Notice, I mentioned "good employees," because poor employees thrive in this environment. Even the most principled employee has his or her limit as to how much dysfunction they will put up with before getting off the bus. An organization's culture is driven by the amount of dysfunction the people who are in positions of authority/leadership are willing to put up wi
7 REASONS YOUR ORGANIZATION IS STRUGGLING TO REALIZE GOALS AND TURN A PROFIT.
Every organization must work hard to realize set goals and turn a profit. Some organizations make it look easy while most struggle and many just cease to exist. For those who are really in dire need of help, i'm going to attempt to explain what some of your most significant problems are. Odd's are: 1. You have a poor onboarding and offboarding process. This allows the wrong people (C Players) to get on the bus. You have hired people and told them what to do instead of hiring
MY WISH TO ALL LEADERSHIP GURUS!
To all the self-proclaimed "Leadership Gurus," and there's a lot of you, that I can tell you. My wish is that you would learn to differentiate leaders from "Managers in Disguise" as leaders. This action will further solidify your must have "Guru" status. Understand, leaders aren't the source of dysfunction and chaos, it's the managers in disguise as leaders who are in positions of authority and are lacking the will, desire and skills needed to be in the leadership position th
Available now at Amazon.com. About the book: This book is an excellent tool for every organization that desires a positive culture change. The solutions in this book create long-term profits in a short amount of time with virtually no capital investment by eliminating most of the indirect costs associated with any organization. Once you’ve shown your organization that you’re all in with this way of thinking and are going to share this tool with them as it is intended, be prep