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

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

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

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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

I recently read an article about the indirect costs of a high turnover rate. I understand the costs involved with the hiring, training, and insuring processes. I also realize the costs involved with those processes are honestly intended to add value and usually do. A high turnover rate is almost always due to a lack of a quality effort at managerial levels. Arrogance, incompetence and a poor hiring/firing technique is usually why good employees leave and you find your organiz

Why does one organization succeed while other's just like it with the same opportunity and capital fail? It's my belief that the unsuccessful ones "put the cart before the horse." I'm sure the unsuccessful organizations tried all the latest lean manufacturing, motivational, sales, and marketing techniques and still found them to be ineffective. I'm sure they're still scratching their heads today, wondering why they're continuing to struggle. Truth is, without having only the

In every organization there is an “A” team, “B” team, and a “C” team. There are those who create messes and those who clean them up. The A team being the best and the C team being the worst. The “A” team is full of highly proactive team players who willingly put forth a quality effort for every hour on the job. These are your leaders, role models, and your “go-to people.” The ones who unfortunately spend too much time cleaning up the messes, and the ones you miss the most whe

Start by building a solid foundation. It's more difficult than one might think. The difficult part is getting the right person at the top. Most people think they're the "right" person but they're not. Most organizations would be more successful if they just delegated the top spot to a proven leader instead of relying on the status quo to produce positive results. The right person is a servant leader, one who understands that he is only really in charge of what his team allows

This book explains the timeless struggles between the qualified and unqualified, the obvious and not so obvious. This book will challenge everything you think you know about “Positions of Authority” and how to get the most out of them. The rewards achieved by removing the roadblocks to success can range from increased profits to increased employee retention. The consequences of not removing them can be disastrous. This book is also an extremely useful “tool” when used as a re