“Life’s most persistent and urgent question is, ‘What are you doing for others?’” — Martin Luther King, Jr. Every year individuals, foundations and governments spend over $500 billion on efforts to improve the world. We fund research to cure cancer, send donations to help rebuild communities after natural disasters, give money to rescue animals, and …
Imagine How You’d Spend $500,000,000,000 to Better Our World Read More »
What do you remember from your last in-house training webinar? Have you taken time to review your notes, shared what you learned with others or actually made a change based on what you learned? As listening experts, we realize that most people forget 70% of what they hear if it isn’t reinforced and practiced within …
Is Your In-House Training PURPOSEFUL (and Memorable)? Read More »
Good leaders understand and play by the written rules of their organization. Yet, a company’s unwritten rules are the ones that most influence employee behavior.
Even with a strong business case for change, many leaders are surprised and frustrated when employees revert to old habits and continue using outdated systems and processes. Changing behavior takes more than an appeal to the intellect.
We are well aware that simply “knowing” a change is important doesn’t make it easy to accomplish. We all struggle to one degree or another with the challenges of facilitating a change process that proceeds with integrity and effectiveness, building on all we know of individuals and systems.