Destiny is not a matter of
chance; it is a matter of



You’ve come to the right place.

Here you’ll find models, methods, practices, and processes
to help you develop the right focus, create the right environment,
build the right team, and embody the right commitment.
To get the right results.

The Multiplier Effect – Just One Drop

Ruthless consistency is in the details. Very small things, done right many times, can have a massive effect.

They discovered this at a GE plant where the phosphorous coating is applied to fluorescent light bulbs. After the coating is applied the suspended light bulbs are moved through a drying system. And because phosphorous is expensive, a trough system catches the drops of phosphorous that fall throughout the drying process.

But it turned out that at this plant the trough system wasn’t quite long enough to catch the very last drop of falling phosphorous. One drop. No big deal, right?

Think again. By extending the trough system to catch that last drop, the plant saved … can you guess? … over $150,000 per year. This is what I call the multiplier effect. Very small things, multiplied over a large number of instances, can have a huge impact. 

Where does that multiplier effect come into play in your business? Where can you and your people find that one drop?

Your thoughts?


Leading for Speed

Do you have what it takes to successfully create a fast-growing organization?

Take out a pen and draw three horizontal scales from 1 to 7. Resisting the temptation to go easy on yourself, rate yourself on the following questions (1=low, 7=high):

1) How well do I truly learn from mistakes by changing my beliefs, decision-making and actions?

2) To what extent do I surround myself with – not “good”, not “very good” – great people?

3) How persistent am I in strategizing, taking action and making adjustments to achieve results?

These are the three attributes common to CEOs on the Inc. 500 list of fastest growing companies. If your total score is less than 18, then hold a meeting in the mirror and ask, “How do I need to change to help my organization grow?”

Your thoughts?


Talk – Action = 0

Here’s a formula for you. It’s the motto of D.O.A., a hardcore/punk band: Talk – Action = 0. If you talk about something but don’t take action then it means nothing.

Like the strategic planning charade. All strategy but no execution equals zero results. (It’s actually worse as you’ve squandered time, money and effort.)

This is the touchstone for evaluating every strategy, every project and every initiative: What did I do versus what I said I was going to do? Hold yourself to this exacting standard and you will find that, like all of us, you commit too much in too little time. Your ambitions overtake reality.

Commit to less but do more. Under-promise and over-deliver. It enhances your credibility. D.O.A. has figured this out. Will you?

Your thoughts?


Consistency 101

They might listen to what you say but they hear what you do. Make no mistake, you are constantly on stage. Your people are watching and judging everything you do. Everything you don’t do. Everything. So how consistent are you?

If you expect your people to change, then role-model that change. If conditions force your organization to sacrifice, then be seen as the first to sacrifice. If you want to bring attention to a cultural norm, then be an exemplar of that norm.

If you’re not consistent, you can’t be credible. But you have to be credible for your people to follow you. And as I once read, if you think you’re a leader yet no one is following you, then you’re just going for a walk.

Your thoughts?


Two Sides of Implementation

Your organizational change effort has failed. Why? Did it have more to do with the technical side or the people side of the implementation? The people side, right? Yet, what did you spend most of your time planning for? Of course, the technical side. I’ve heard the same from hundreds of executives. We plan for the technical side but fail on the people side.

So what’s the solution? Total Project Management. Plan for the people side as rigorously as you do the technical side. That means making sure your people understand and buy into the what, why and how of change. Ensuring they are equipped, coached and supported to make the change happen. And that they feel valued – respected and understood.

Technical and people. Both are necessary. Neither is sufficient. Total Project Management. 

Your thoughts?


Stop Strategic Planning

Stop strategic planning.  Strategic planning is an event and events don’t produce results. Processes do.  Think of strategy as a process to be managed – a Strategic Management Process.

A robust Strategic Management Process should be linked to your organization’s fiscal year and cycle through four phases:

  1. Assessment – determining the forces and trends impacting your organization and what is driving you to change
  2. Positioning – establishing a clear and concise identity and ambition
  3. Planning – outlining how success will be achieved
  4. Implementation – instituting the mechanisms to build commitment, align the organization and manage execution

When strategic planning ends, people go back to work and the plan collects dust. With Strategic Management there is no end.  Strategic execution is emphasized just as much as day-to-day operational execution.

Put an end to the strategic planning charade.  If you’re serious about establishing and sustaining the right focus, then commit to an annual process of strategy development and execution. Commit to Strategic Management.

Your thoughts?


Ruthless Consistency: A Philosophy for Winning

Inconsistency kills.  When you as a leader act inconsistently you kill your credibility. You demotivate your people. And you undermine your ability to win.

What does inconsistency look like?  When you say one thing but do another. When your work environment sets up your people to fail.  When you put the wrong people in the wrong positions.  When your strategy is out of touch with market realities.  Every example of organizational failure I have come across is a result of inconsistency.

What’s the solution?  Ruthless Consistency.  If you are truly committed to winning – however you define it – then that commitment must be consistently reflected in what you say and what you do.  In what you don’t say and don’t do. The decisions you make, the actions you take.  All the time.  Every time.  Ruthless Consistency.

It means developing and sustaining the right focus for your organization.  It means getting the right people in the right positions.  And it means creating the right environment so your people can and will do what it takes to win.

Do you have the right commitment to make this happen?