Akron Society of Human Resource Managment
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Author of twelve books, professional speaker, award-winning blogger and entrepreneur Scott Ginsberg presents at the Akron SHRM how to become an approachable leader via employee engagement.
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Akron Society of Human Resource Managment
- 2. What do YOU see?
- 3. *What could I do in this moment that would be the exact OPPOSITE of everyone else?
- 15. So:
- 20. I have a commitment and a confession:
- 24. Let me SUGGEST this:
- 26. Let me ASK YA this:
- 29. Fortunately:
- 41. 41
- 43. I don’t know the first thing about human resource management.
- 45. Here’s what I do know:
- 46. I know what it’s like to feel anonymous.
- 47. I know what it’s like to feel like you don’t have a voice.
- 48. I know what it’s like to think your contributions don’t count.
- 49. Your job isn’t to manage employees.
- 50. Your job is to enable the explosion of human potential.
- 52. The Nametag Principle TM
- 54. *If they can’t come up to you, how will they ever get get behind you?
- 55. Every speech I give is (actually) two speeches.
- 56. ‘ not about It’s the nametag.
- 61. Practice.
- 69. Practice.
- 74. *
- 75. engagier is to pledge.
- 76. FREEDOM: Can I live my truth here?
- 78. 78
- 79. You actually let your son wear a nametag every single day?
- 80. Cool.
- 81. When customers and employees bring you crazy ideas, what’s the first word out of your mouth?
- 87. People engage when they don’t‘ have to edit themselves.
- 88. Petition them to inject their personality into everything they do.
- 91. Embed their passion into the pavement.
- 92. My best practice for giving employees freedom is _____________.
- 93. *
- 94. GROWTH: Can I nurture my goals here?
- 99. People engage when the duty of today connects to the dream of tomorrow.
- 101. So, what do you do?
- 102. So, what do you do? As little as possible.
- 103. So, what do you do? As little as possible. Well, right now I work at the mall.
- 104. So, what do you do? As little as possible. Well, right now I work at the mall. I rescue annoyed PC users back from the dark side.
- 105. So, what do you do? As little as possible. Well, right now I work at the mall. I rescue annoyed PC users back I work for Apple. from the dark side.
- 106. People who work for Apple never say they sell computers.
- 110. The secret is to help them increase life performance, not just job performance.
- 111. When my people leave, they’re going to walk away as better _____________.
- 112. *
- 113. RECOGNITION: Can I hear my voice here?
- 116. Always make people feel _____________
- 117. That’s not what makes people stay.
- 118. If you want people show up.
- 119. If you want them to work their hearts out.
- 120. If you want them to spread the organizational love.
- 122. Your work matters.
- 123. We would crumble without you.
- 124. If you were gone, people would notice.
- 125. You’re not a helpful addition, you’re a vital component.
- 131. On the other hand...
- 147. Essential means give people a front row seat to their own brilliance.
- 148. Recognition shouldn’t be a corporate initiative, but a constitutional ingredient.
- 149. My best practice for making people feel essential is _____________.
- 150. *
- 151. PURPOSE: Can I preserve my values here?
- 153. All you can do is inspire people to motivate themselves.
- 154. The stupidest gift I ever gave my girlfriend:
- 156. The Relationship Ender 4000!
- 157. All you can do is inspire people to motivate themselves.
- 159. People engage when their work is a vehicle to live their values
- 164. What’s under your fingernails?
- 165. Knowing what’s under people’s fingernails doesn’t just give you their hot button.
- 166. My best practice for inspiring people to motivate themselves is _____________.
- 167. UNIVERSAL HUMAN NEED UNIVERSAL HUMAN NEED UNIVERSAL HUMAN NEED UNIVERSAL HUMAN NEED
- 168. *Hey , am I actually going to REMEMBER any of this stuff?
- 176. How much money is being unapproachable costing you?
- 178. Me
- 184. *Is YOUR commitment unquestionable?
- 186. Consistency is far better than rare moments of greatness.
- 188. What do YOU see?
- 189. You see that face to face is making a comeback.
- 190. You see that being approachable isn’t a function of mindset.
- 191. You see that to engage the people who matter most, you have to treat them like people.
- 192. You see that your humanity is your company’s greatest competitive advantage.
- 193. What do YOU see?
Notes de l'éditeur
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- Really? Why not? Says who?\n\n
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- EAST ST LOUIS\n
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- isn’t miuch of an accomplushment...\n\nBut that’s not why I’m here.\nI’m not here today because I wear a nametag.\n\nI’m here because I’ve spent every waking hour of the past ten years of life LEVERAGING\n\n
- leveraging\n
- a simple idea\n
- ...into a six figure enterprise\n\nTHIS ISN’T A BADGE - THIS IS A BRAND.\n\ntha’s the craxy part - that ten years ago I was knowas That guy who wears a nametag everyday. Now I”m know as That guy who MADE A CAREER out of wearing a nametag everyday.\n\n\n
- and so, for the next ninety minutes, I’m yours.\n\n\n
- the more you do on the 90, the better the 10 looks\n\n\nHOW COULD YOU MAKE THE INVISIBLE INESCAPABLE?\nGIVE THEM A BACKSTAGE PASS TO YOUR BUSINESS?\n\n\n
- And my promise to you is that you’re not going to sit through:\n
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- the more you do on the 90, the better the 10 looks\n\n\nHOW COULD YOU MAKE THE INVISIBLE INESCAPABLE?\nGIVE THEM A BACKSTAGE PASS TO YOUR BUSINESS?\n\n\n
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- bribe line\n\nFurthermore, I’m not going to spend the next hour trying to convuince yo all to start wearing....\n
- \n•I can’t pretend that I’m just like you.\n•I’ve never run a company.\n•I’ve never had employees.\n•I’ve never even had a real job.\n•In fact, I am HIGHLY unemployable.\n•I have NO IDEA what it takes to (x)\n•But what I do know – is how it feels to (x).\n•And I’ll probably never know what it takes to (x).\n•Still, just like you, (x) and (y) are the lifeblood of my business\n•You are here today to learn how to make a name for yourself.\n•And in the last 3,409 days, that’s exactly what I’ve done.\n•And here’s the best part: Every one of you is going to learn something different today. As a writer, speaker and resource, the approach I take to teaching others is not unlike Leonardo Davinci. Botticelli. Reward from any angle. (Get exhibit Atlanta, Botticelli, Leo sculpture)\n\n\n\n
- the more you do on the 90, the better the 10 looks\n\n\nHOW COULD YOU MAKE THE INVISIBLE INESCAPABLE?\nGIVE THEM A BACKSTAGE PASS TO YOUR BUSINESS?\n\n\n
- and so, notwithstanding my insanity, i wanted to share this image with you because\n
- the more you do on the 90, the better the 10 looks\n\n\nHOW COULD YOU MAKE THE INVISIBLE INESCAPABLE?\nGIVE THEM A BACKSTAGE PASS TO YOUR BUSINESS?\n\n\n
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- 1.\n2.Applaud everybody’s brilliance. Most people are more brilliant then they realize. They just need someone to reflect that brilliance back to them. That’s where you come in. If you want to unlock people’s awesomeness, it starts with the sincere belief that everyone has something worth sticking out there. Then, it’s just a matter of affirmation. For example, here’s what I do with my coaching clients: When someone says something brilliant, I usually say, “That’s a great insight! Have you written about that yet?” Now, most people say no. Either because they’re not disciplined enough to capture the majority of their brilliance; or because they don’t believe that they possess brilliance. So, what I usually do is write down their insight FOR them. Right then and there. In my journal. In front of their eyes. This honors their thoughts and demonstrates listening. Then, later on that day, I’ll email their words back to them with a note that says, “Once again, great insight! But if you don’t write this down, I’m going to steal it from you and take credit for it.” Whose brilliance needs reflecting and applauding? How are you laying a foundation of affirmation? And what would happen if you attended to everyone you encountered as a brilliant person who had something unique to stick out there?\n\n
- \nI have NO IDEA what it takes to (x)\nWhat I do know is how it feels to (x).\nBecause I’m not familiar with your business, I’m the perfect person to talk to about it. \n
- \nI have NO IDEA what it takes to (x)\nWhat I do know is how it feels to (x).\nBecause I’m not familiar with your business, I’m the perfect person to talk to about it. \n
- \nI have NO IDEA what it takes to (x)\nWhat I do know is how it feels to (x).\nBecause I’m not familiar with your business, I’m the perfect person to talk to about it. \n
- \nI have NO IDEA what it takes to (x)\nWhat I do know is how it feels to (x).\nBecause I’m not familiar with your business, I’m the perfect person to talk to about it. \n
- \nI have NO IDEA what it takes to (x)\nWhat I do know is how it feels to (x).\nBecause I’m not familiar with your business, I’m the perfect person to talk to about it. \n
- \nI have NO IDEA what it takes to (x)\nWhat I do know is how it feels to (x).\nBecause I’m not familiar with your business, I’m the perfect person to talk to about it. \n
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- I’m not here to convince you to start wearing a nametag every day -- rather, I’m here so you can consider asking yourself this question:\n\n
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- \nI have NO IDEA what it takes to (x)\nWhat I do know is how it feels to (x).\nBecause I’m not familiar with your business, I’m the perfect person to talk to about it. \n
- There is a high correlation between those who avail themselves and their ideas and those who are successful\n\n
- I’m not here to convince you to start wearing a nametag every day -- rather, I’m here so you can consider asking yourself this question:\n\n
- a nametag everyday - contrary to what the cartoon says, my goal is not to get us all to stick nametags on and hold hands across the globe and start singing we are the world. OK, this sin’t Seinfeld. --- SO, that’s what we’re NOT going to talk about today. Instead, And so, I’m going to talk about the lessons learned from and the mistakes made during the past 3,225 days of how, by some miracle, leveraging \n
- There is a high correlation between those who avail themselves and their ideas and those who are successful\n\n
- HERE’S THE QUESTION THAT MATTERS: YOU’RE THINKING DUDE I WOULD NEVER WEAR A NAMETAG EVERY DAY - YOU ALREADY DO. YOU JUST HAVEN’T FIGURED OUT WHAT IT SAYS YES\n
- not TIPS, not TECHNIQUES, and not some MANIPULATIVE SEVEN STEP SYSTEM, \n\npractices --- slide\n
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- not TIPS, not TECHNIQUES, and not some MANIPULATIVE SEVEN STEP SYSTEM, \n\npractices --- slide\n
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- not TIPS, not TECHNIQUES, and not some MANIPULATIVE SEVEN STEP SYSTEM, \n\npractices --- slide\n
- you know the old saying, “practice makes perfect?”\n\nno it doesn. practice doesn’t make perfect - practice makes PROFIT.\n\nwould you like to make some>\n
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- 1.FREEDOM. People engage when individual expression isn’t restricted. How are you petitioning people to inject their personality into everything they do?\n2.FREEDOM. People engage when power decentralizes. Have you given them the ability to influence their work environment?\n3.FREEDOM. People engage when the babysitting and policing stops. How are you allowing them to establish their own structures to maintain focus?\n4.FREEDOM. People engage when the feeling of formality doesn’t keep them from communicating freely. Do your employees come to work every day because they love it, or because you’ve degraded them into obedient soul dead conformist worker bees?\n\n5.FREEDOM. People engage when their big ideas aren’t jailed. How is your corporate veil of bigness and anonymity thwarting creativity?\n6.FREEDOM. People engage when their dearly held sense of individualism is honored. Are you asking people to defend their specialness or inviting people to articulate their fabulousness?\n\n7.FREEDOM. People engage when their spark of motivation is self-inflicted. Are you still trying to charge people’s batteries for them? \n8.FREEDOM. People engage when they can dress how they want. Why is your organization still using dress code to convey class, hierarchy and status?\n9.FREEDOM. People engage when they can express themselves without resorting to code. At your organization, do ideas flow in an open and unstilted environment?\n10.FREEDOM. People engage when they don’t have to meet compliance just to take a piss. Are you empowering people to execute with all their might or restricting people to make excuse with all your policies?\n11.FREEDOM. People engage when they don’t need to ask permission to let their personal brand shine. Do you work for a human organization or an indoctrination center that strips people of their individuality on a daily basis?\n12.FREEDOM. People engage when they feel unrestricted. Whose core are you correcting?\n13.FREEDOM. People engage when they’re given a safe place where individual personality and creativity can shine. Who are you trying to make just like you?\n14.FREEDOM. People engage when they’re given wide discretion to spend company resources on the people who matter. Where is your organization sacrificing customer experience for corporate expense?\n15.FREEDOM. People engage when they’re not bullied into to delivering impersonal, emotionless non-service. Is your work experience mechanical and transactional or emotional and transformational?\n16.FREEDOM. People engage when they’re not forced to adhere to rigid plans created through manipulation, punishment and coercion. Are your people innately committed or fearfully complying?\n17.FREEDOM. People engage when you stop asking them to edit themselves. What system can you install to remove the restriction of individual expression?\n\n\n
- raise you hand if you went to college? Keep your hand up if you don’t remember ANYTHING?\n
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- isn’t miuch of an accomplushment...\n\nBut that’s not why I’m here.\nI’m not here today because I wear a nametag.\n\nI’m here because I’ve spent every waking hour of the past ten years of life LEVERAGING\n\n
- 1.FREEDOM. People engage when individual expression isn’t restricted. How are you petitioning people to inject their personality into everything they do?\n2.FREEDOM. People engage when power decentralizes. Have you given them the ability to influence their work environment?\n3.FREEDOM. People engage when the babysitting and policing stops. How are you allowing them to establish their own structures to maintain focus?\n4.FREEDOM. People engage when the feeling of formality doesn’t keep them from communicating freely. Do your employees come to work every day because they love it, or because you’ve degraded them into obedient soul dead conformist worker bees?\n\n5.FREEDOM. People engage when their big ideas aren’t jailed. How is your corporate veil of bigness and anonymity thwarting creativity?\n6.FREEDOM. People engage when their dearly held sense of individualism is honored. Are you asking people to defend their specialness or inviting people to articulate their fabulousness?\n\n7.FREEDOM. People engage when their spark of motivation is self-inflicted. Are you still trying to charge people’s batteries for them? \n8.FREEDOM. People engage when they can dress how they want. Why is your organization still using dress code to convey class, hierarchy and status?\n9.FREEDOM. People engage when they can express themselves without resorting to code. At your organization, do ideas flow in an open and unstilted environment?\n10.FREEDOM. People engage when they don’t have to meet compliance just to take a piss. Are you empowering people to execute with all their might or restricting people to make excuse with all your policies?\n11.FREEDOM. People engage when they don’t need to ask permission to let their personal brand shine. Do you work for a human organization or an indoctrination center that strips people of their individuality on a daily basis?\n12.FREEDOM. People engage when they feel unrestricted. Whose core are you correcting?\n13.FREEDOM. People engage when they’re given a safe place where individual personality and creativity can shine. Who are you trying to make just like you?\n14.FREEDOM. People engage when they’re given wide discretion to spend company resources on the people who matter. Where is your organization sacrificing customer experience for corporate expense?\n15.FREEDOM. People engage when they’re not bullied into to delivering impersonal, emotionless non-service. Is your work experience mechanical and transactional or emotional and transformational?\n16.FREEDOM. People engage when they’re not forced to adhere to rigid plans created through manipulation, punishment and coercion. Are your people innately committed or fearfully complying?\n17.FREEDOM. People engage when you stop asking them to edit themselves. What system can you install to remove the restriction of individual expression?\n\n\n
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- 1.FREEDOM. People engage when individual expression isn’t restricted. How are you petitioning people to inject their personality into everything they do?\n2.FREEDOM. People engage when power decentralizes. Have you given them the ability to influence their work environment?\n3.FREEDOM. People engage when the babysitting and policing stops. How are you allowing them to establish their own structures to maintain focus?\n4.FREEDOM. People engage when the feeling of formality doesn’t keep them from communicating freely. Do your employees come to work every day because they love it, or because you’ve degraded them into obedient soul dead conformist worker bees?\n\n5.FREEDOM. People engage when their big ideas aren’t jailed. How is your corporate veil of bigness and anonymity thwarting creativity?\n6.FREEDOM. People engage when their dearly held sense of individualism is honored. Are you asking people to defend their specialness or inviting people to articulate their fabulousness?\n\n7.FREEDOM. People engage when their spark of motivation is self-inflicted. Are you still trying to charge people’s batteries for them? \n8.FREEDOM. People engage when they can dress how they want. Why is your organization still using dress code to convey class, hierarchy and status?\n9.FREEDOM. People engage when they can express themselves without resorting to code. At your organization, do ideas flow in an open and unstilted environment?\n10.FREEDOM. People engage when they don’t have to meet compliance just to take a piss. Are you empowering people to execute with all their might or restricting people to make excuse with all your policies?\n11.FREEDOM. People engage when they don’t need to ask permission to let their personal brand shine. Do you work for a human organization or an indoctrination center that strips people of their individuality on a daily basis?\n12.FREEDOM. People engage when they feel unrestricted. Whose core are you correcting?\n13.FREEDOM. People engage when they’re given a safe place where individual personality and creativity can shine. Who are you trying to make just like you?\n14.FREEDOM. People engage when they’re given wide discretion to spend company resources on the people who matter. Where is your organization sacrificing customer experience for corporate expense?\n15.FREEDOM. People engage when they’re not bullied into to delivering impersonal, emotionless non-service. Is your work experience mechanical and transactional or emotional and transformational?\n16.FREEDOM. People engage when they’re not forced to adhere to rigid plans created through manipulation, punishment and coercion. Are your people innately committed or fearfully complying?\n17.FREEDOM. People engage when you stop asking them to edit themselves. What system can you install to remove the restriction of individual expression?\n\n\n
- 2.FREEDOM. People engage when power decentralizes. Have you given them the ability to influence their work environment?\n4.FREEDOM. People engage when the feeling of formality doesn’t keep them from communicating freely. Do your employees come to work every day because they love it, or because you’ve degraded them into obedient soul dead conformist worker bees?\n\n8.FREEDOM. People engage when they can dress how they want. Why is your organization still using dress code to convey class, hierarchy and status?\n9.FREEDOM. People engage when they can express themselves without resorting to code. At your organization, do ideas flow in an open and unstilted environment?\n14.FREEDOM. People engage when they’re given wide discretion to spend company resources on the people who matter. Where is your organization sacrificing customer experience for corporate expense?\n16.FREEDOM. People engage when they’re not forced to adhere to rigid plans created through manipulation, punishment and coercion. Are your people innately committed or fearfully complying?\n17.FREEDOM. People engage when you stop asking them to edit themselves. What system can you install to remove the restriction of individual expression?\n\n\n
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- 1.FREEDOM. People engage when individual expression isn’t restricted. How are you petitioning people to inject their personality into everything they do?\n2.FREEDOM. People engage when power decentralizes. Have you given them the ability to influence their work environment?\n3.FREEDOM. People engage when the babysitting and policing stops. How are you allowing them to establish their own structures to maintain focus?\n4.FREEDOM. People engage when the feeling of formality doesn’t keep them from communicating freely. Do your employees come to work every day because they love it, or because you’ve degraded them into obedient soul dead conformist worker bees?\n\n5.FREEDOM. People engage when their big ideas aren’t jailed. How is your corporate veil of bigness and anonymity thwarting creativity?\n6.FREEDOM. People engage when their dearly held sense of individualism is honored. Are you asking people to defend their specialness or inviting people to articulate their fabulousness?\n\n7.FREEDOM. People engage when their spark of motivation is self-inflicted. Are you still trying to charge people’s batteries for them? \n8.FREEDOM. People engage when they can dress how they want. Why is your organization still using dress code to convey class, hierarchy and status?\n9.FREEDOM. People engage when they can express themselves without resorting to code. At your organization, do ideas flow in an open and unstilted environment?\n10.FREEDOM. People engage when they don’t have to meet compliance just to take a piss. Are you empowering people to execute with all their might or restricting people to make excuse with all your policies?\n11.FREEDOM. People engage when they don’t need to ask permission to let their personal brand shine. Do you work for a human organization or an indoctrination center that strips people of their individuality on a daily basis?\n12.FREEDOM. People engage when they feel unrestricted. Whose core are you correcting?\n13.FREEDOM. People engage when they’re given a safe place where individual personality and creativity can shine. Who are you trying to make just like you?\n14.FREEDOM. People engage when they’re given wide discretion to spend company resources on the people who matter. Where is your organization sacrificing customer experience for corporate expense?\n15.FREEDOM. People engage when they’re not bullied into to delivering impersonal, emotionless non-service. Is your work experience mechanical and transactional or emotional and transformational?\n16.FREEDOM. People engage when they’re not forced to adhere to rigid plans created through manipulation, punishment and coercion. Are your people innately committed or fearfully complying?\n17.FREEDOM. People engage when you stop asking them to edit themselves. What system can you install to remove the restriction of individual expression?\n\n\n
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- isn’t miuch of an accomplushment...\n\nBut that’s not why I’m here.\nI’m not here today because I wear a nametag.\n\nI’m here because I’ve spent every waking hour of the past ten years of life LEVERAGING\n\n
- 1.GROWTH. People engage when the fruits of their engagement become transportable assets. Can your people recoup their discretionary effort when they leave, or does all of their emotional energy become property of the organization? \n2.GROWTH. People engage when the organization makes it possible for them to become more valuable. How are you making it hard for people to grow?\n3.GROWTH. People engage when the purpose of their engagement is to help them become better in all areas of their life. Are you building people, or building your dream and exploiting people to do it?\n4.GROWTH. People engage when their development is supported. How much will it cost if you choose not to develop your people?\n5.GROWTH. People engage when their job makes use of their talent. What personal skills are you afraid to give people permission to tap into?\n6.GROWTH. People engage when their work isn’t a set of tasks, but an opportunity to build a platform that pushes them to something bigger. Have you confronted the fact that people are loaning their talents to you until something bet?\n7.GROWTH. People engage when they experience a real and regular connection between the duty of today and the dream of tomorrow. Are you telling people what your demands are or asking people what their dreams are?\n8.GROWTH. People engage when they feel part of something that matters. Do yours see their work as a grind or gateway to something bigger?\n9.GROWTH. People engage when they view their role as a stepping-stone, not a sinking ship. How long ago did your team give up on the possibly of meaningful work?\n10.GROWTH. People engage when they’re consistently given the opportunity to do what they do best. How are you embedding their passion into the pavement that leads the way to success? \n\n\n
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- 1.GROWTH. People engage when the fruits of their engagement become transportable assets. Can your people recoup their discretionary effort when they leave, or does all of their emotional energy become property of the organization? \n2.GROWTH. People engage when the organization makes it possible for them to become more valuable. How are you making it hard for people to grow?\n3.GROWTH. People engage when the purpose of their engagement is to help them become better in all areas of their life. Are you building people, or building your dream and exploiting people to do it?\n4.GROWTH. People engage when their development is supported. How much will it cost if you choose not to develop your people?\n5.GROWTH. People engage when their job makes use of their talent. What personal skills are you afraid to give people permission to tap into?\n6.GROWTH. People engage when their work isn’t a set of tasks, but an opportunity to build a platform that pushes them to something bigger. Have you confronted the fact that people are loaning their talents to you until something bet?\n7.GROWTH. People engage when they experience a real and regular connection between the duty of today and the dream of tomorrow. Are you telling people what your demands are or asking people what their dreams are?\n8.GROWTH. People engage when they feel part of something that matters. Do yours see their work as a grind or gateway to something bigger?\n9.GROWTH. People engage when they view their role as a stepping-stone, not a sinking ship. How long ago did your team give up on the possibly of meaningful work?\n10.GROWTH. People engage when they’re consistently given the opportunity to do what they do best. How are you embedding their passion into the pavement that leads the way to success? \n\n\n
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- 1.GROWTH. People engage when the fruits of their engagement become transportable assets. Can your people recoup their discretionary effort when they leave, or does all of their emotional energy become property of the organization? \n2.GROWTH. People engage when the organization makes it possible for them to become more valuable. How are you making it hard for people to grow?\n3.GROWTH. People engage when the purpose of their engagement is to help them become better in all areas of their life. Are you building people, or building your dream and exploiting people to do it?\n4.GROWTH. People engage when their development is supported. How much will it cost if you choose not to develop your people?\n5.GROWTH. People engage when their job makes use of their talent. What personal skills are you afraid to give people permission to tap into?\n6.GROWTH. People engage when their work isn’t a set of tasks, but an opportunity to build a platform that pushes them to something bigger. Have you confronted the fact that people are loaning their talents to you until something bet?\n7.GROWTH. People engage when they experience a real and regular connection between the duty of today and the dream of tomorrow. Are you telling people what your demands are or asking people what their dreams are?\n8.GROWTH. People engage when they feel part of something that matters. Do yours see their work as a grind or gateway to something bigger?\n9.GROWTH. People engage when they view their role as a stepping-stone, not a sinking ship. How long ago did your team give up on the possibly of meaningful work?\n10.GROWTH. People engage when they’re consistently given the opportunity to do what they do best. How are you embedding their passion into the pavement that leads the way to success? \n\n\n
- 2.FREEDOM. People engage when power decentralizes. Have you given them the ability to influence their work environment?\n4.FREEDOM. People engage when the feeling of formality doesn’t keep them from communicating freely. Do your employees come to work every day because they love it, or because you’ve degraded them into obedient soul dead conformist worker bees?\n\n8.FREEDOM. People engage when they can dress how they want. Why is your organization still using dress code to convey class, hierarchy and status?\n9.FREEDOM. People engage when they can express themselves without resorting to code. At your organization, do ideas flow in an open and unstilted environment?\n14.FREEDOM. People engage when they’re given wide discretion to spend company resources on the people who matter. Where is your organization sacrificing customer experience for corporate expense?\n16.FREEDOM. People engage when they’re not forced to adhere to rigid plans created through manipulation, punishment and coercion. Are your people innately committed or fearfully complying?\n17.FREEDOM. People engage when you stop asking them to edit themselves. What system can you install to remove the restriction of individual expression?\n\n\n
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- 1.FREEDOM. People engage when individual expression isn’t restricted. How are you petitioning people to inject their personality into everything they do?\n2.FREEDOM. People engage when power decentralizes. Have you given them the ability to influence their work environment?\n3.FREEDOM. People engage when the babysitting and policing stops. How are you allowing them to establish their own structures to maintain focus?\n4.FREEDOM. People engage when the feeling of formality doesn’t keep them from communicating freely. Do your employees come to work every day because they love it, or because you’ve degraded them into obedient soul dead conformist worker bees?\n\n5.FREEDOM. People engage when their big ideas aren’t jailed. How is your corporate veil of bigness and anonymity thwarting creativity?\n6.FREEDOM. People engage when their dearly held sense of individualism is honored. Are you asking people to defend their specialness or inviting people to articulate their fabulousness?\n\n7.FREEDOM. People engage when their spark of motivation is self-inflicted. Are you still trying to charge people’s batteries for them? \n8.FREEDOM. People engage when they can dress how they want. Why is your organization still using dress code to convey class, hierarchy and status?\n9.FREEDOM. People engage when they can express themselves without resorting to code. At your organization, do ideas flow in an open and unstilted environment?\n10.FREEDOM. People engage when they don’t have to meet compliance just to take a piss. Are you empowering people to execute with all their might or restricting people to make excuse with all your policies?\n11.FREEDOM. People engage when they don’t need to ask permission to let their personal brand shine. Do you work for a human organization or an indoctrination center that strips people of their individuality on a daily basis?\n12.FREEDOM. People engage when they feel unrestricted. Whose core are you correcting?\n13.FREEDOM. People engage when they’re given a safe place where individual personality and creativity can shine. Who are you trying to make just like you?\n14.FREEDOM. People engage when they’re given wide discretion to spend company resources on the people who matter. Where is your organization sacrificing customer experience for corporate expense?\n15.FREEDOM. People engage when they’re not bullied into to delivering impersonal, emotionless non-service. Is your work experience mechanical and transactional or emotional and transformational?\n16.FREEDOM. People engage when they’re not forced to adhere to rigid plans created through manipulation, punishment and coercion. Are your people innately committed or fearfully complying?\n17.FREEDOM. People engage when you stop asking them to edit themselves. What system can you install to remove the restriction of individual expression?\n\n\n
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- Are you treating customers as people who pay your salary, or attending to them as pupils who enrolled in your class?\n
- Are you treating customers as people who pay your salary, or attending to them as pupils who enrolled in your class?\n
- If you want the people who matter most to show up in full voice, work their hearts out for you spread the organizational love like a fever, you have to make them feel essential.\n\n
- If you want the people who matter most to show up in full voice, work their hearts out for you spread the organizational love like a fever, you have to make them feel essential.\n\n
- If you want the people who matter most to show up in full voice, work their hearts out for you spread the organizational love like a fever, you have to make them feel essential.\n\n
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- \nEssential meaning, “Your work matters.”\nEssential meaning, “We would crumble without you.”\nEssential meaning, “If you were gone, people would notice.”\n\n
- \nEssential meaning, “Your work matters.”\nEssential meaning, “We would crumble without you.”\nEssential meaning, “If you were gone, people would notice.”\n\n
- \nEssential meaning, “Your work matters.”\nEssential meaning, “We would crumble without you.”\nEssential meaning, “If you were gone, people would notice.”\n\n
- \nEssential meaning, “Your work matters.”\nEssential meaning, “We would crumble without you.”\nEssential meaning, “If you were gone, people would notice.”\n\n
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- \nEssential meaning, “Your work matters.”\nEssential meaning, “We would crumble without you.”\nEssential meaning, “If you were gone, people would notice.”\n\n
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- 1.It’s not about just praising people publicly – it’s about being a stand for people’s greatness. It’s about giving them a front row seat to their own brilliance – while inviting the rest of the world to sit in the audience with them. That’s the secret to recognition: Isn’t corporate initiative – it’s a constitutional ingredient. How are you making gratitude palpable and recurrent?\n\n
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- 1.It’s not about just praising people publicly – it’s about being a stand for people’s greatness. It’s about giving them a front row seat to their own brilliance – while inviting the rest of the world to sit in the audience with them. That’s the secret to recognition: Isn’t corporate initiative – it’s a constitutional ingredient. How are you making gratitude palpable and recurrent?\n\n
- HELPFUL ADDITION\n
- 2.FREEDOM. People engage when power decentralizes. Have you given them the ability to influence their work environment?\n4.FREEDOM. People engage when the feeling of formality doesn’t keep them from communicating freely. Do your employees come to work every day because they love it, or because you’ve degraded them into obedient soul dead conformist worker bees?\n\n8.FREEDOM. People engage when they can dress how they want. Why is your organization still using dress code to convey class, hierarchy and status?\n9.FREEDOM. People engage when they can express themselves without resorting to code. At your organization, do ideas flow in an open and unstilted environment?\n14.FREEDOM. People engage when they’re given wide discretion to spend company resources on the people who matter. Where is your organization sacrificing customer experience for corporate expense?\n16.FREEDOM. People engage when they’re not forced to adhere to rigid plans created through manipulation, punishment and coercion. Are your people innately committed or fearfully complying?\n17.FREEDOM. People engage when you stop asking them to edit themselves. What system can you install to remove the restriction of individual expression?\n\n\n
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- 1.FREEDOM. People engage when individual expression isn’t restricted. How are you petitioning people to inject their personality into everything they do?\n2.FREEDOM. People engage when power decentralizes. Have you given them the ability to influence their work environment?\n3.FREEDOM. People engage when the babysitting and policing stops. How are you allowing them to establish their own structures to maintain focus?\n4.FREEDOM. People engage when the feeling of formality doesn’t keep them from communicating freely. Do your employees come to work every day because they love it, or because you’ve degraded them into obedient soul dead conformist worker bees?\n\n5.FREEDOM. People engage when their big ideas aren’t jailed. How is your corporate veil of bigness and anonymity thwarting creativity?\n6.FREEDOM. People engage when their dearly held sense of individualism is honored. Are you asking people to defend their specialness or inviting people to articulate their fabulousness?\n\n7.FREEDOM. People engage when their spark of motivation is self-inflicted. Are you still trying to charge people’s batteries for them? \n8.FREEDOM. People engage when they can dress how they want. Why is your organization still using dress code to convey class, hierarchy and status?\n9.FREEDOM. People engage when they can express themselves without resorting to code. At your organization, do ideas flow in an open and unstilted environment?\n10.FREEDOM. People engage when they don’t have to meet compliance just to take a piss. Are you empowering people to execute with all their might or restricting people to make excuse with all your policies?\n11.FREEDOM. People engage when they don’t need to ask permission to let their personal brand shine. Do you work for a human organization or an indoctrination center that strips people of their individuality on a daily basis?\n12.FREEDOM. People engage when they feel unrestricted. Whose core are you correcting?\n13.FREEDOM. People engage when they’re given a safe place where individual personality and creativity can shine. Who are you trying to make just like you?\n14.FREEDOM. People engage when they’re given wide discretion to spend company resources on the people who matter. Where is your organization sacrificing customer experience for corporate expense?\n15.FREEDOM. People engage when they’re not bullied into to delivering impersonal, emotionless non-service. Is your work experience mechanical and transactional or emotional and transformational?\n16.FREEDOM. People engage when they’re not forced to adhere to rigid plans created through manipulation, punishment and coercion. Are your people innately committed or fearfully complying?\n17.FREEDOM. People engage when you stop asking them to edit themselves. What system can you install to remove the restriction of individual expression?\n\n\n
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- HELPFUL ADDITION\n
- HELPFUL ADDITION\n
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- HELPFUL ADDITION\n
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- 6.PURPOSE. People engage when their work becomes a vehicle through which they are able to live what is important to them. Are you contracting them to erect a building, or commissioning them architect a vital index of their values?\n\n
- Knowing what’s under people’s fingernails doesn’t just give you their hot button – it gives you their entire motherboard. \n
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- Are you treating customers as people who pay your salary, or attending to them as pupils who enrolled in your class?\n
- Knowing what’s under people’s fingernails doesn’t just give you their hot button – it gives you their entire motherboard. \n
- 2.FREEDOM. People engage when power decentralizes. Have you given them the ability to influence their work environment?\n4.FREEDOM. People engage when the feeling of formality doesn’t keep them from communicating freely. Do your employees come to work every day because they love it, or because you’ve degraded them into obedient soul dead conformist worker bees?\n\n8.FREEDOM. People engage when they can dress how they want. Why is your organization still using dress code to convey class, hierarchy and status?\n9.FREEDOM. People engage when they can express themselves without resorting to code. At your organization, do ideas flow in an open and unstilted environment?\n14.FREEDOM. People engage when they’re given wide discretion to spend company resources on the people who matter. Where is your organization sacrificing customer experience for corporate expense?\n16.FREEDOM. People engage when they’re not forced to adhere to rigid plans created through manipulation, punishment and coercion. Are your people innately committed or fearfully complying?\n17.FREEDOM. People engage when you stop asking them to edit themselves. What system can you install to remove the restriction of individual expression?\n\n\n
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- copyright, schmopyright - i stole it all anyway!\n
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- copyright, schmopyright - i stole it all anyway!\n
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- Everything’s a performance. Everybody’s watching. Every conversation matters. And the Internet is forever.\n
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- isn’t miuch of an accomplushment...\n\nBut that’s not why I’m here.\nI’m not here today because I wear a nametag.\n\nI’m here because I’ve spent every waking hour of the past ten years of life LEVERAGING\n\n
- Everything’s a performance. Everybody’s watching. Every conversation matters. And the Internet is forever.\n
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- isn’t miuch of an accomplushment...\n\nBut that’s not why I’m here.\nI’m not here today because I wear a nametag.\n\nI’m here because I’ve spent every waking hour of the past ten years of life LEVERAGING\n\n
- isn’t miuch of an accomplushment...\n\nBut that’s not why I’m here.\nI’m not here today because I wear a nametag.\n\nI’m here because I’ve spent every waking hour of the past ten years of life LEVERAGING\n\n
- isn’t miuch of an accomplushment...\n\nBut that’s not why I’m here.\nI’m not here today because I wear a nametag.\n\nI’m here because I’ve spent every waking hour of the past ten years of life LEVERAGING\n\n
- isn’t miuch of an accomplushment...\n\nBut that’s not why I’m here.\nI’m not here today because I wear a nametag.\n\nI’m here because I’ve spent every waking hour of the past ten years of life LEVERAGING\n\n
- After all, if they can’t come up to you -- how will they ever get behind you?\n