| | | | | created a space that empowered employees to |
| Why isn't my phone ringing? This is the question that I | | | | capitalize on innovation and excellence. Lastly, we |
| awoke to this morning. In theory, this should be a time | | | | always promoted dialogue that enabled us to question |
| of abundance for my work. I know it's a bold | | | | integrity, without judging anyone. This led to a very |
| statement, when so many others are also | | | | healthy interaction amongst our employees and kept |
| experiencing the effects of the economic downturn. | | | | us all on our toes. While I recognized that our |
| To explain with a bit more humility, I have to wind the | | | | technology was state of the art, I knew it was that the |
| clock back to 2001. | | | | employees who were responsible for our success. |
| It was in late 2001, when I recognized something was | | | | The output of any company is only as good as the |
| out of balance with the company I had been with since | | | | organization behind it. Products and brands do not |
| 1985. My position was director at a prominent | | | | create long-term sustainability for companies, but |
| telecommunications company and we were | | | | people do. Interesting thing about this approach is that it |
| experiencing the fallout of the technology industry | | | | actually attracts customers. Customers are intuitive. |
| downturn, very similar to what all industries are | | | | Customers will trust a company to the degree that |
| experiencing today. As I observed the daily decision | | | | they see a company's commitment to it's own. |
| making process of our executives, it became clear to | | | | Customers’ interaction with a company’s |
| me that we were no longer operating from the core | | | | employees gives them all the information they need to |
| values that had supported this company's success for | | | | assess the health of the company. Would you buy a |
| almost 100 years. Customers, employees, innovation, | | | | dog that you saw attacking one of its puppies? Could |
| excellence & integrity were not important to the | | | | you trust such a dog around your loved ones? A |
| executives, who were clearly operating from fear. | | | | life-depleting environment will scare customers away. |
| Now fear can sometimes lead to new and better | | | | Conversely, life-nurturing environments attract |
| opportunities when it becomes the stimulant for | | | | customers for life, thus creating a long-term sustainable |
| leaders to look inwardly and take responsibility for the | | | | business. These concepts have been the foundation |
| situation. This includes reviewing past decisions that | | | | of the change initiatives offered to my clients during |
| have contributed to the downturn and making a | | | | the past 6 years. Along the way, I have met others |
| commitment to correct the mistakes. In accepting | | | | who offer similar services for their clients and it has |
| responsibility, there has to be a recommitment to the | | | | been rewarding to learn that I'm not alone in this |
| purpose, values and vision. This implies that everyone | | | | approach. I expect my colleagues in this work to |
| will have to make an adjustment, maybe sacrifice a bit, | | | | experience an increased demand also. |
| to get the company back on track for the long term. | | | | With so many companies struggling, why shouldn't I |
| Instead, what I unfortunately observed were decisions | | | | believe that this time offers nothing but opportunity? It's |
| that were based in fear of losing personal wealth and | | | | the perfect time for companies to: |
| position. The company became a political snake pit, | | | | - Create and implement strategies for developing new |
| turning the collective leadership into reptiles fighting for | | | | products |
| survival. In 2002, after 17 years of leadership | | | | - Reduce costs |
| experiences, 3 presidential level recognitions, an | | | | - Improve employee productivity |
| international assignment and projects with some of the | | | | |
| most committed people that I have ever known, I | | | | It's the perfect time for leaders to give the fire fighting |
| made the decision to leave. With no purpose, values, | | | | responsibilities to trusted staff members and take |
| leadership or vision it was obvious to me that this | | | | responsibility for the longevity of their company by |
| company was dying a slow death. My guess at that | | | | implementing new approaches. It's the perfect time for |
| time was that this 100-year-old company would be | | | | leaders to develop a new, trusting relationship with their |
| bankrupt in 5 years. | | | | employees and tap into the unlimited wisdom that they |
| After taking some time off, I started a consulting | | | | possess. Interested leaders should contact me today. |
| business in 2003. It is the foundation of this work that | | | | Remember, I'm the one waiting by the phone, but not |
| leads me to believe that abundance is right around the | | | | for long. |
| corner. One of many things I learned during my | | | | By the way, I was wrong about my old company |
| corporate work experiences was that every success | | | | going bankrupt in 5 years. On January 14, 2009, the |
| was rooted in our core values. Our teams always | | | | company filed for bankruptcy, which actually made it |
| incorporated what was best for our customers and | | | | closer to 7 years. |
| employees into our decision-making process. We | | | | |