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Some organizations have a “culture of performance.” That is, they win. Consistently.

Many organizations believe that they can mandate outcomes.

Senior leaders seem not to understand that anything that requires a behavior change on the part of employees is not a good target for such strategies.

The nomenclature of business terms is both general and industry specific. It can be hard for employees in one industry to speak to others in a non-competing industry when specific technical terms and acronyms are distributed.

Most organizations that create a strong vision and compelling strategy on paper will fail to implement it.

As a young 19 year old I left home and found myself in the completely unfamiliar land of Thailand.

Some of us are having more fun at work than others.

The seminal book, Discipline of Market Leaders suggests that to be successful an organization cannot be all things to all people.

If there is anything that is more talked about and less actually done about than accountability in virtually every organization I know of, I’d like to know what it is. Truth is, holding people accountable, including oneself, is just plain hard.

The goals are set, the teams have identified their key performance activities, scoreboards are up, the organization is aligned, everyone is excited! Things are great, right? Well, maybe not.