Is it Time to Surrender?

One of the very important elements of being an effective, smart manager is being able to manage yourself successfully. Let's be honest, without this capability, your credibility is shot!

Self-management is a fundamental component (in fact some call it competency) of emotional intelligence and one key element of self-management is working with your emotions as well as how you approach unexpected challenges life throws at you... some of which, particularly in the workplace, you have no control. So consider the concept of "surrender".

Is It Time To Surrender?

A lot of people don't like that word.  They see it as an element of defeat or weakness like in the context of battle or war or when they are trying to achieve a desired goal that they've been laboring and struggling towards for quite some time. And yet for many, surrendering is exactly what they need to do.

In the context of stress, this word, action and strategy can be your best friend! As we attempt (that is if you do) to turn down the dial on the periodic pressure cooker of stress in any part of your life, you need "go-to" practices and strategies to do so. When offering help in any situation I like to have a toolkit of options. One practice I recommend you have in your toolkit is the ability to surrender.

So, how am I defining surrender? I see it as letting go. I see it not as a defeat, but a victory.  A victory of what?  A victory over resisting reality and the need or desire to control it. You're giving up an unwinnable fight over circumstances you can't control! This is when surrender is smart!

Tweet: There are times when surrender is smart -- it's not losing, it's winning! 

In many ways the opposite of surrender is resisting reality in that moment. It's like throwing an internal, perhaps subconscious temper tantrum, in which you're saying, "I don't want this to happen, I therefore refuse to accept it and to show you how much I don't like it, I'm going to react in all sorts of ways that can hurt myself and others."

Judith Orloff, who's article is the inspiration for this post describes it like this, "Surrender is a state of living in the flow, trusting what is, and being open to serendipity and surprises." She suggests that surrendering can be a learned habit and offers perspective on this view in her article 7 Habits of Surrendered People. I'd like to share 6 of the seven.

1. They recognize they can’t control everything.

Being a control freak makes us tense, stressed out, and unpleasant to be with. Surrendered people understand that they can’t always change a situation, especially when the door is shut. They don’t try to force it open. Instead, they pay attention to their own behavior, look at the situation at hand, and find a new, different, and creative way to get beyond the obstacles.

2. They are comfortable with uncertainty.

Fixating on the outcome or needing to know all the details of an upcoming event, such as a trip, causes people to be upset when things don’t go their way, overly focused on the future, and unable to bounce back easily. Inflexible people are susceptible to anger, distress, and depression. Surrendered people go with the flow, shrug it off when an unplanned situation happens, and tend to be happier, more lighthearted, and resilient.

3. They remember to exhale during stress.

We have two choices when things pile up at work or we’re surrounded by energy vampires who leave us feeling depleted. We can get frantic, hyperventilate, shut down, and become reactive. Needless to say, these responses to stress just make us more stressed. Surrendered people have the ability to pause, take a deep breath, and observe. Sustaining silence and circumspection are two behaviors that lead to better, healthier outcomes.

4. They are powerful without dominating.

The most influential person in the room isn’t the one who is being a bully, talking loudly, and imposing him- or herself on others. Surrendered people understand that true power comes from being respectful and listening. Surrendered people know themselves and are empathetic toward others. They don’t measure themselves by how much they are liked, nor do they compete for attention. When they sit quietly in a room, others always seem to come to them.

5. They feel successful apart from their job or net worth.

Surrendered people enjoy life, relish their personal development, and value their friends. They may have an exceptionally good career and be wealthy, but they are more concerned with meaning and fulfillment. The drive to acquire money and power is a behavior that drains people of their passion and emotional connection to others.

6. They can admit when they’re wrong.

People who hold on to grudges, insist on being right, and try to change other’s minds have a difficult time maintaining healthy, happy relationships. Surrendered people easily forgive. They are open to new ideas, and aren’t attached to being “right.” As a result, people love working and collaborating with them. Others seek them out as mediators and advisors. They are more laid back and relaxed than their rigid counterparts, which makes them highly valued by others.

I love this list. It gives insight into the fact that the ability to surrender has a lot to do with a person's sense of self worth, self esteem and where they realistically see themselves in the context of the world and universal laws.  Consider how skilled you are at surrendering. It may be something you'll want to add to your life strategies toolkit!

Coaching tip today: Practice surrendering!

Thanks to Judith Orloff for this fantastic article! You can read the 7th and the full article at the link provided: article link here - http://omtimes.com/2014/04/7-habits-surrendered-people/2/

If you'd rather listen to these posts - you can subscribe on iTunes, Google Play, or Alexa by activating your Flash Briefings - ask for JoAnn Corley's Your Smart Management Moment.

Exciting News! // We're excited to launch our new digital arm - Manage Global. To compliment our global reach with our LinkedIn Learning courses, we're offering a compelling resource - The Smart Management Blueprint that can be accessed and implemented in any business environment, world-wide. It provides a step-by-step roadmap to simultaneously improve business and people management while developing competent managers. If you feel a need for improvement in any of these areas you'll want to learn more. Check it out here! => https://manageglobal.solutions

The 1 Thing You Must Know When Dealing with Employee Performance Problems

I get asked a lot, "How do I know when it's time to fire someone?"

I get that question so much, I created a micro-course around it. If you want a full blown course check out my LinkedIn Learning Courses on handling employee problems.

Here's the link to the micro-course. But, before you hop over there. Consider the following.

Think about the bigger picture first and why it's come to this at all. I'm asking you do some strategic thinking here. I believe in doing so, you'll save yourself a lot of heartache and headache.

This is not to say that in thinking and planning more strategically, you'll never have to let someone go, but there are elements to consider to minimize the possibilities.

I look at employee issues and needs holistically - from a board operational view and from a variety of different angles such as employee retention strategies, minimizing employee problems, employee engagement problems and employee performance issues to name a few.

All of these, no matter which view you entered this post, can be narrowed down to 1 simple issue, that if met holistically could address all of these...and by the way which I comprehensively address with our Effective Executive Blueprint for Smart Management.

All of the above can be narrowed down to one key element and that is understanding human behavior and addressing how it plays out in what ever context the issue is arising.

Here's an example: If someone is persistently behaving in a way that is harmful or unhealthy to a team, the business, clients, then the issue is a lack of boundaries... or set expectations.

In a different post, I talk about the role of boundaries in business. Having boundaries is a basic principle of human behavior an essential to minimizing this issue. Boundaries set mutually agreed-upon, understood expectations of behaviors and attitudes from the very beginning.

Now I know this just sounds too simple to be true...and yet, it's not. It is simply a fundamental principle of human behavior related to emotional intelligence and social maturity. Mature people are  socially aware and care enough to self-manage...that is set their own appropriate boundaries of behavior, while those who are immature do not.

And so, if they can't or won't, you will need to.

Unfortunately some managers stay stuck in complete denial of this need. They keep saying to themselves, "Well why should I have to .....they should be able to...." ...and then keep waiting for the better behavior to show up and yet it never does. And by then, a lot of damage is done and a ton of money, time and energy has been wasted.

Important people management coaching point: Managers operate from unconscious assumptions of how folks should and will behave...and then are forced to address issues, solve the emerging performance problems when they've become more difficult to reign in.

Crazy though it sounds, this is the most popular reason for common employee performance issues - a manager's lack of holding folks accountable to behaviors they should have mutually agreed upon from the very beginning, whether new to the company or new to the team.

Remember, it's the lack of established boundaries and enforcement there of that sets the stage for problem employees and employee issues to develop.

If you're reading this thinking...."Ok, well I'm in trouble now." Because "stuff" has already started percolating, you may need to do a team re-set. Here's a link to help you do that. It's called Team Building in a Box

No matter what stage you're in, you'll need to see that people management skills are really just about learning how to work with the fundamentals of human behavior. Common employee performance issues, as well as employee relations issues are nothing more than issues of human behavior guised as HR speak.

Now, I've got a ton of free resources to help you, but you've got to be willing to act! And, if you're not quite sure what to do, schedule a 30 min. Q&A call with me and ask me anything. I'm here to help.

Essential Resources for You
If you want to improve your individual people management skills and team management in general, then... you'll want to grow your awareness of how human behavior impacts your business - read my latest 2 executive briefings.  

You can email me and I'll be happy to send a complimentary pdf version of them (whichever you request) or you can pick them up on Amazon (book or Kindle). (They are both incredibly helpful people management books!)
1.  Show Me the Money: Solving the Mystery of ROI to Unlock Profits and Increase Company Value
2. The Human Quotient: The Most Potent Force for Your Business Success

Exciting News: We are migrating to a 90% virtual company so that we can be available to help more people. As of Nov. 1 - we officially launch Manage Global. Our #1 focus will be to help leaders and their HR partners implement effective management practices through our Effective Executive Smart Management Blueprint, which includes our unique lens of human behavior science.  It's an exceptional tool to manage managers for results!..which is one of the top challenges of companies, no matter the size. Our goal is to help them do so in a unique, reliable, sustainable way. Not one dollar is wasted with our blueprint! Learn more here.

Are You Ready to Be a Workplace Grown-up?

I know this sounds like a very odd question. You're probably saying to yourself, "What do you mean, I'm a grown-up."  Well sure you are.

But most of us will agree, we have our moments -- particularly at work, when some crazy event, incident or person sends us back in time and we feel as if our teenage self has invaded our bodies once again.

The workplace seems to be the perfect testing ground for adulthood (as demonstrated by the steady stream of employee training requests I receive for getting along, communicating better and managing conflict, to name a few).

It's the laboratory of human behavior -- the place to test whether we can maintain our perceived maturity and professional decorum or revert back to unedited reactions, attitudes, behaviors, and tactics that were boldly expressed during the years when technically we "didn't know any better".

And though I could go the more sophisticated route in this post and connect all this to emotional intelligence, I'd like this post to be quite simple in making a point by asking this question, "Are you willing to be a workplace grown-up?"

What's a workplace grown-up you ask?  It's someone who takes 100% responsibility for who they are and how they act no matter the circumstances. Tough calling I know -- but these days sorely needed, now more than ever.

In a recent study released by the Six Seconds Group - emotional intelligence is on the decline. Uh oh -- who will be the grown-ups now?

An important side note -- crazy makes more crazy. In leadership and management language that means immature adults managed by unskilled managers heightens workplace dysfunction.

Tweet: Immature adults managed by unskilled managers heightens workplace dysfunction.

In fact have you ever witnessed unhealthy behavior in an employee triggering counterproductive behavior in a manager?  Yep -- I have...I was the manager.

And there in lies the key to the solution. It goes like this -- admit it - own it - grow muscles in successfully managing it.  Muscles?  I call skills related to self management muscles, some are stronger than others -- some more developed in others.  In my EQ workshops we talk about triggers and the need to identify and manage them.  Learning to manage them I call developing "emotional muscles".

Here's the catch -- in order to develop a muscle, it's got to be worked (you know, like in the gym).  That means repeated exposure to the thing -- the weight -- that will cause the muscle to grow.  And this leads us full circle back to the tittle Are You Ready To Be A Workplace Grown-up? Are you ready for the heavy lifting it will take to develop emotional muscles in areas that may be weak.

How will you be able to gauge your muscle / strength development? The weaker the trigger (meaning the less influence or power it has over your reactions and subsequent behaviors) the stronger the muscle. If the trigger is still strong, the muscle is still weak.

In the larger view of life, emotional intelligence is an essential life skill to happiness and success in all areas. It's worthy of your time, effort and attention, not only personally, but professionally -- for individuals and organzations.

Consider bringing an EQ seminar to your organization. I consider it one of 6 Individual Employee Core Competencies in the workplace - learn more here

And for those decision-makers who doubt the value of the investment to introduce EQ into their organizational cultures -- there is plenty of evidence that the return-on-investment is substantial. Check out this latest study done at Fed Ex reflecting performance growth among managers due to EQ development. - click here

Does your company need management training - most companies do - click here to learn more

This post by the way was inspired by a guest post from my dear friend +Alan Allard  - How to Embrace Everything You Do

Here's to growing those muscles!

Resources: 
Here's a link to the Six Seconds Group to learn more about the study - click here
Website Resource Page - lots of good stuff on it ...like  EQ interview questions, additional studies

// JCS Business Advisors is a strategic business management consultancy. Through our expertise in human behavior, we develop high-performance leadership teams and organizations as we partner with forward-thinking senior leaders, entrepreneurs and their HR counterparts, bridging the knowledge & execution gap of connecting people, performance, and profits.
// Email: joann@jcsbusinessadvisors.com // Ph: 888.388.0565 // Schedule a complimentary advisory call and receive a copy of our latest executive briefing. Learn about our "all-in-one" system that develops competent leaders and managers, effectively manages operations, people & talent.

Are Your Leaders Human?

Silly question right?...read on...

I and my strategic partners have been completely immersed over the past several years helping clients improve their bottom line. We've successfully helped the companies we've served realize millions of dollars, buried under ineffective leadership.

In the course of our work, I've come to a striking realization. Our work has evolved from promoting and fostering traditional management principles and practices to almost exclusively helping leaders become more relational -- helping them be more relatable, learn to connect to those they lead and influence-motivate their teams toward needed outcomes...and more importantly come to believe these capabilities as a leader are no longer an option --considering the make-up of today's workforce.

We in fact have been helping them become more human, that is helping them recapture and reconnect to their humanity in a business context. Many are left in the wake of uncaring, to some degree inhumane, command and control, transactional management practices from the past.

In the world of leadership development much of my work now falls under the heading of social-emotional intelligence and neuro-leadership popularized by Dr. Daniel Goleman, David Rock and others over the past 20 years.

The truth is some past more traditional management practices are just not as effective anymore. Employees want more. Gone are the days when leadership effectiveness was represented by putting on a certain leadership "persona", exercising power exclusively from a title or position.

Leadership effectiveness today is primarily sourced from personal and relational power -- in essence who you are as a person and how you relate to others vs. the title or position that is held.

And this pretty much describes the evolution of my leadership development work -- stripping away the contrived personas and allowing the authentic self to emerge. The challenge is many leaders are not comfortable with this.

Employees today want real people as leaders. They want and are very willing to follow leaders who are vulnerable, transparent, honest, authentic, humble, collaborative, empathetic, compassionate, "have a heart" -- who lead from their humanity, not from a title or position.

I've termed it "human-focused" or human-centered leadership and fits perfectly with our view and approach of holistic talent management-- working with the whole of a person and seeing an organization as an organism.

If you take a moment to consider any employee, leadership or management issue, I suspect that many will be related to "in-humane" treatment of an employee. Now, when most people hear this, they think of something very dramatic. But its the subtle actions, building up over time that become real issues and subsequently eat away at organizational strength, leadership effectiveness, talent retention and ultimately profits.

For example: not showing appreciation, disrespect, bullying, humiliation and shaming, ignoring, not listening, not being available, a lack of caring or support, being non-responsive, little connection or communication ...just to name a few. These leadership and management behaviors relay a message -- one that, for many, demotivates and undermines successful "human resource" management.

I conduct leadership/peer group coaching as a part of our consulting practice (one of the most popular and satisfying elements of our offerings). In a recent session, I asked these questions, "What does your team need, to be treated more humanely? Thinking of leadership from a "human" perspective (vs. the latest, hottest leadership strategy) is an interesting exercise. Let's just say, the answers didn't flow.

I also asked, "What human needs can be met so that your team would be more responsive to your leadership?"

Here's a list from those 2 questions:
attention
respect
a sense of fairness
appreciation
acknowledgement
caring
understanding
listen to / feeling heard
encouragement
trust
feeling needed
important / relevant / sense of contribution/ "I matter"
feedback
to be able to learn vs. just criticized when a mistake is made

As we contemplated these human needs, we considered -- if these needs were meet, how would it impact the quality of team culture, responsiveness to customers /client needs, getting improved results? In fact, would it create a climate where it would be easier to lead? Their answer was an resounding yes!

My observation and conclusion: The more "human" leaders are, the more effective they will be.  Those who are skilled at building respectful, positive relationships, who are comfortable and in touch with their own humanity, will be the most influential and the most successful at nurturing and leveraging talent, fostering better organizational performance resulting in improved profits.

A lot of our work as of late has been working with clients who want to update their leadership culture and have baby boomer leaders who desperately need to transform their leadership. For them, it's a journey beyond leadership, but of personal evolution as well (something that, by the way, a 1 day leadershp training workshop or seminar won't achieve).

I'll continue to write about our work as we develop and promote human-focused leadership and as it develops, will expand into holistic organizational leadership™.

We really do intend to put the "human" back in human resource-talent management and when we use this term it's literal. For us it's not a department, but an active leadership competency. I truly think we've become numb to the human element of that phrase!

I invite you to subscribe to the blog. And don't hesitate to connect if you'd like to start a discussion regarding how this relates to your organization.
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The Human Sphere™ is a holistic talent management-organizational develoment consultancy that partners with forward-thinking senior leaders to bridge the gap between people, performance, and profits. We focus on business growth through human-focused, results based leadership. // email: joann@thehumansphere.com // Ph: 888.388.0565

Learn More

If you want to learn more and read case studies in detail,  I recommend 2 of our latest executive briefings: 

> Show Me The Money! Solving the Mystery of ROI to Unlock Profits & Increase Company Value - click here to access This is one of the best, easy to read discussions on how to connect human behavior to profits (a critical knowledge point for all leaders).

> I've Been Around the Block a Few Times: Let me Save You a Few Trips and Some Money Along the Way (my 20th anniversary briefing of insights and advice, which includes my top 6 business building tips through the lens of leveraging the human element) - click here for a complimentary digital copy.

Both are full of unique business building strategies and concepts that have proven to impact any company's P/L. Want to improve your people management? Want to generate operational improvement? You'll want to get both!

 Schedule a complimentary advisory call and receive a copy of our latest executive briefing.

What's Holding Back Your Business May Not Be What You Think

Leading and running a business can be a daunting endeavor no matter the size, even running a department or team for that matter can seem like a formidable challenge.  The pressure is ever present to deliver results and for some, knowing how to improve results is the ultimate leadership test.

If you have not been getting the outcomes you want or wish to improve what's already a decent operation, there might be some "human elements" to consider that are undermining your business performance. The human element or human performance is commonly overlooked in considering profitable improvements.

It's not the first place many leaders and business owners consider and yet it's a key component to quickly impact improved results. What's initially considered in the quest to enhance results is other resources and processes (sales & marketing, strategy & planning for example), rather than the "human resource".

This is not to say those areas should not be reviewed. It's just common that human performance is not in the mix or weighted as a critical piece. Performance management (talent management) is business management -- successful business management must include talent/performance management.

And...it should start with the leader and or leadership team. Even if human performance is considered,  leaders don't typically look at themselves first and ask questions such as, "What about me and my leadership has allowed this to be or has lead us to where we are now or not?"

So even if you just need to fine tune your results, here is a list of common human elements to look for that impact performance. You can apply this list to both you and your teams.

Qualities or conditions that adversely impact human performance, undermine effectiveness, productivity and ultimately could be holding back your business....(starter list):

• confusion
• lack of clarity of what to do, or what is wanted
• saying yes too much
• not saying no enough
• overwhelm
• fear
• lack of process (the tangible, executable road map)
• lack of courage
• not communicating frequently enough
• last of trust
• broken rapport with team members
• not communicating clearly
• keeping and or not addressing toxic employees
• inability to prioritize
• pushing too hard
• pushing too little
• leadership vacuum
• lack of boundaries
• discouragement
• lack of relevant knowledge
• unresolved hurts
• arrogance
• minimal appreciation
• micro-managing
• disrespect
• lack of focus
• absence of accountability

I'm confident in saying that if someone asked a leader, "What's holding back your business?", the items on this list would probably not be mentioned or at top of mind and yet one of these effectively addressed could unlock better outcomes and profits.

Here's an important question in closing this post, "Do you truly believe addressing any of these will impact your profits?" I ask that, because though many leaders say yes to that question,  they don't act or make decisions in a way that reflects that. This is a sure indicator they really don't believe it. Actions reflect beliefs and inaction reflects beliefs.

For example, if you as a leader have struggled with any of these for an extended period time and have not gotten help, that suggests there is a belief (probably subconscious) that it's not important, it doesn't matter and it's really not relevant to the bigger picture -- that it's not impacting the business outcomes you value and desire.

Many leaders function with a perilous insensitivity to how the human experience in their company environments impacts business outcomes. This is a leadership hazard that must be remedied. Without doing so, the human resource of a company will be perpetually mis-used and under-utilized. (Side note: some would classify this sensitivity under the umbrella of emotional and social intelligence.)

This perilous insensitive can be serve to be costly. In my new executive briefing release, this is addressed with simple solutions to mitigate the cost and in fact positively impact revenue.

Latest executive briefing => Show Me The Money! 

In my experience getting help and effectively addressing these don't have to be a full blown science experiment. Perhaps seeing it as such is what holds decision-makers back from seeking assistance.

Coaching tip: Develop an awareness and understanding of how the human element impacts business outcomes and specifically your business. If there are certain areas you believe need improvement, ask the team members in that area what's going on and what would be required to achieve new goals. You may very well discover that what's needed is related to some or many of the conditions listed above.

If this post resonates with you in any way, I offer one/one power coaching sessions. The first one is complementary. Also, it may be time to invite someone to help you determine through an independent lens if some of these elements exist, to what degree and specifically how it's undermining the very results you (and if you're in a large organization) and other key stakeholders want. Em: joann@jcsbusinessadvisors.com to share your thoughts.

Gain solutions to the challenges addressed in this post with our new briefing:  Show Me The Money!  | Kindle

About our work: We help companies align human behavior to business processes and strategies to improve results by first rapidly improving leadership and management capabilities through building high-performance leadership teams.

Learn more at www.jcsbusinessadvisors.com

The New Definition of CEO: Chief Emotional Officer - Are You One?

Curator Comment: I thought sharing this article is a great follow up to my previous on A New Way to Work Requires A New Way to Lead.  It really speaks to a key element in a new way to lead  -- emotional intelligence. I love the reframe of CEO. If emotional intelligence is not part of your employee and leadership training and development portfolio - please add it.  I've concluded much of what goes wrong behavioral in leading, managing, and counterproductive employee behavior, can be tied to EQ. I know there are many who would appreciate this read, so please share.

The article is by Darren Hardy of Success Magazine; source link is provided below

Becoming The (True) CEO of Your Company
For your business to perform well, your people have to perform well. For your people to perform well, they have to feel well.

The critical factor determining the health, vigor and future of your company is the health, vigor and emotional state of the people in your company or on your team. Period.



As the leader, you are the CEO of your team: the Chief Emotional Officer. And that is your key role as the leader.

So to be a better CEO, let me suggest a three-step action plan to help point you in the right direction.



Number ONE—Identify.
Identify the CURRENT emotional state of your team.

In an interview with corporate change agent Roxanne Emmerich, she suggested to start by listening to the conversations of your team. Are they more focused on constraints, complaints and why something can’t be done or what’s wrong… or is their conversation hopeful, inspired, excited, supportive, encouraging of others and ambitious?

Get a read on your team and rate the current emotional state on a scale of 1 to 10, 10 being the best.

Now, Number TWO—Redirect.
Start redirecting the conversation by asking great questions.

Chairman of Joie de Vivre (owner of 30 hotels) Chip Conley said to me, “Managers try to find answers, but leaders ask great questions.” Redirect the conversation through a series of questions and then LISTEN. As Chip said, the higher you go up in an organization the better listener you become. Put more directly, the more you listen the higher up in the organization you will go.

Ask smart and positively leading questions of your team and listen.

And Finally, Number THREE—Lead.
Be the example.

You didn’t think for a second that you wouldn’t have to do the hard work yourself, did you? As the leader you are always the one who has to do first what you want done, or be what you want others to become. As Chip put it, “You need to understand the ‘ripple effect’ in your company and be mindful of your actions. You are the emotional thermostat for the group you lead.”

So write down the emotional state you want your team to be in. Make a list. Is it “positive, excited, inspired, courageous, hopeful, confident”? Whatever—make your list. Then rate yourself on each emotion. On a scale of 1 to 10, what is your emotional state with each of your desired emotions and how well have you been displaying and modeling those emotions to your team? Go ahead, rate yourself. You might discover WHY your team feels the way they do… they have been mirroring, responding or reacting to your attitudes.

Now, decide how you will increase your rating with each emotion to get as close to a 10 as possible, and ways you can demonstrate those emotions to your team.

Imagine for a moment if your team possessed all the emotions you wrote down… think how unstoppable you’d all be! Think of the difference you could make in the world by bringing your valuable service to the marketplace. That’s what I want for you… that’s what I want in results for the world because of it.

So I encourage you to go through this process. It most certainly could be transformational—for you, for everyone on your team and everyone you will all touch together.
I’d love to hear how it goes; please let me know.

[ Learn More About How We Can Help You Improve Your: Leadership, Management, Operations, Profits ]

> Read our case studies in detail,  I recommend 2 of our latest executive briefings: 

> Show Me The Money! Solving the Mystery of ROI to Unlock Profits & Increase Company Value - click here to access This is one of the best, easy to read discussions on how to connect human behavior to profits (a critical knowledge point for all leaders).

> I've Been Around the Block a Few Times: Let me Save You a Few Trips and Some Money Along the Way (my 20th anniversary briefing of insights and advice, which includes my top 6 business building tips through the lens of leveraging the human element) - click here for a complimentary digital copy.

Both are full of unique business building strategies and concepts that have proven to impact any company's P/L. Want to improve your people management? Want to generate operational improvement? You'll want to get both!

 Schedule a complimentary advisory call and receive a copy of our latest executive briefing.

// The Human Sphere™ is a holistic business growth consultancy that partners with forward-thinking senior leaders to bridge the knowledge gap in connecting people, performance, and profits. We focus on better business building by helping leaders understand and leverage human behavior. This knowledge gap is the most significant reason for operational problems.

// email: joann@thehumansphere.com // Ph: 888.388.0565 //

 Schedule a complimentary advisory call and receive a copy of our latest executive briefing.