
The Cure
Y ou've read part one of this two part blog series and realized you've got culture challenges within your organization if you employ human beings. When confronted with a patient, every doctor is going to do as much testing as possible to learn about and diagnose the problem that may be going on in the patient's body so that the proper and most effective treatment is prescribed.
The most important thing to do when faced with symptoms within me as a leader or within my organization is to get help. Read more →
Business Makeover Consultants News
How To Change a Culture | The Diagnosis | Part One
Posted by Zac on in Business, Business Culture, Communication, Employee Engagement, Ethics, Leadership, Leading Culture Tips, Teams, Teamwork.
The Sinking Ship
A n underperforming culture looks like anything in-between a sinking battered battleship to a shiny new Titanic. One has been through war; the other is fresh from the paint booth. Both are sinking despite how they look on the exterior. One may have a humbled heroic captain grasping onto the sinking ship as its crew has fought gallantly to keep it afloat. The other with an arrogantly blind captain grasping to the notion that his boat is the best, all the while it’s going down and taking people with it. They’re both going to hit the bottom of the ocean.
Read more →
Three Quick Tips From Jack Hollis
Posted by Zac on in Business, Business Culture, Culture, Employee Engagement, Ethics, Leadership, Leading Culture Tips, Teams, Teamwork. These three things that Jack Hollis shared are from the Excellent Cultures radio show and podcast. You can listen to the streaming show in it's entirety here:

Engaging People
Engagement comes from helping one another, not helping yourself. No person can make the end-all happen. You can control your attitude and your effort, the rest of it is not in your control. All I asked our team is to give your teammates your best effort.
If you're not authentic and not transparent, it's hard for people to trust you. If you don't get trust you don't get buy-in, if you don't get buy-in, you don't go anywhere.
I want our team to understand that we not only have each other’s backs, but we want to see each other succeed. By doing so everyone succeeds beyond 1+1=2. Synergy takes over and we get multiplication rather than addition.
The traditional definition: Servant leadership is both a leadership philosophy and set of leadership practices. Traditional leadership generally involves the accumulation and exercise of power by one at the “top of the pyramid.” By comparison, the servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.
A Sales Driven Company Doesn’t Have To Be Just About Profit
Posted by Zac on in Business Culture, Ethics, Leadership, Sales, Teams, Values.A Sales Driven Company Doesn’t Have To Be Just About Profit
with Joe Shine, CFO Sheehy Auto Sales
C ulture Leaders meet Joe Shine, the CFO of the $900 million company Sheehy Auto Stores and recipient of the CFO of the Year Award by Atlanta Business Chronicle. From simple beginnings in 1965, Sheehy Ford began as a small, suburban, family-owned car dealership just off the brand-new Washington, D.C. Beltway. Because of their customers, they were immediately successful, and by 1975 had become the largest Ford dealership in the country. Today, the company is still primarily family-owned and has grown to more than 30,000 vehicle sales per year. With stores located from Baltimore, MD to Richmond, VA., Sheehy has 19 locations in the Mid-Atlantic region with 21 franchises.
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DISCIPLINE – George Washington
Posted by Zac on in Business Culture, Leadership, Leading Culture Tips, Uncategorized."Nothing is more harmful to the service, than the neglect of discipline; for that discipline, more than numbers, gives one army superiority over another."
— George Washington
LEADERS UNITE – John W Gardner
Posted by Zac on in Business Culture, Leadership, Leading Culture Tips.
"Leaders conceive and articulate goals that lift people out of their petty preoccupations and unite them in pursuit of objectives worthy of their best efforts."
— John W. Gardner
GOODWILL LEADERSHIP — Admiral James B. Stockdale
Posted by Zac on in Business Culture, Leadership, Leading Culture Tips.

"Leadership must be based on goodwill. Goodwill does not mean posturing and, least of all, pandering to the mob. It means obvious and wholehearted commitment to helping followers. We are tired of leaders we fear, tired of leaders we love, and of tired of leaders who let us take liberties with them. What we need for leaders are men of the heart who are so helpful that they, in effect, do away with the need of their jobs. But leaders like that are never out of a job, never out of followers. Strange as it sounds, great leaders gain authority by giving it away."
— Admiral James B. Stockdale
RHINOS ARE BIG – G.K. Chesterton
Posted by Zac on in Business Culture, Leadership, Leading Culture Tips.

"If a rhinoceros were to enter this restaurant now, there is no denying he would have great power here. But I should be the first to rise and assure him that he had no authority whatever."
— G.K. Chesterton to Alexander Woollcott
PILLAR VALUES with Bob Hinton of Moss Adams
Posted by Zac on in Business, Business Culture, Employee Engagement, Ethics, Leadership, Leading Culture Tips.Developing a Culture of Ethics, Values & Employee Engagement Series:
W e recently had the opportunity to sit down with Bob Hinton of Moss Adams. A 20-year veteran of the 100-year-old Moss Adams a leader in assurance, tax, consulting, risk management, transaction, and wealth services. Moss Adams has a staff of over 2,000 that includes more than 200 partners. They focus on serving public, private, and not-for-profit enterprises and high net worth individuals across the nation through specialized industry and service teams.
THE MOSS ADAMS CULTURE – P.i.l.l.a.r.
Moss Adams has a strong culture focused on Passion for excellence in serving their clients, team members and the communities they practice in, by creating a team culture in the process. One of their founding formations is the acronym PILLAR:
NORMAL PEOPLE NEEDED – Peter Drucker
Posted by Zac on in Business Culture, Employee Engagement, Ethics, Executive Coaching, Leading Culture Tips."No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings."
— Peter Drucker
GREAT LEADERS – John Kenneth Galbraith
Posted by Zac on in Business, Business Culture, Employee Engagement, Ethics, Leading Culture Tips, Values."All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership."
— John Kenneth Galbraith
LEADERSHIP TIP – Dee Hock
Posted by Zac on in Business, Business Culture, Ethics, Leadership, Leading Culture Tips, Values."Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time in leading yourself—your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers."
— Dee Hock, Founder and CEO Emeritus, Visa
INSPIRING CEO’S: Tony Hsieh, Zappos
Posted by Zac on in Business, Business Culture, Culture, Employee Engagement, Ethics, Fortune 500, Leadership, Leading Culture Tips.GRATEFULNESS ― Henry David Thoreau
Posted by Zac on in Ethics, Leadership, Leading Culture Tips, Values.SAYING SORRY: How GoDaddy Fixed Their Mistake
Posted by Zac on in Business, Communication, Culture, Ethics, Leadership, Values.Developing a Culture of Ethics, Values & Employee Engagement Series:
We are not web professionals, nor do we claim to have the knowledgeable expertise of webhosting or information technologies. What we do know is how to measure and benchmark business culture, change how leaders lead, draw in your team and create greater employee engagement. We do this while sustaining new business cultures far past events and pep-rallies. We also are the world’s best at being able to recognize the difference between which companies are faking the community corporate culture and which ones are truly living it. Read more →
BIZ CULTURE TIPS: Peter Drucker
Posted by Zac on in Business Culture, Culture, Employee Engagement, Leadership, Leading Culture Tips, Teams, Teamwork, Values."The leaders who work most effectively, it seems to me, never say 'I.' And that's not because they have trained themselves not to say 'I.' They don't think 'I.' They think 'we'; they think 'team.' They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but 'we' gets the credit.... This is what creates trust, what enables you to get the task done."
- Peter Drucker
BIZ CULTURE TIP: Tom Landry
Posted by Zac on in Business Culture, Discipline, Leadership, Leading Culture Tips, Teams, Teamwork.CULTURE IS A RAILROAD SYSTEM: Interview with Russell Freeman
Posted by Zac on in Business Culture, Employee Engagement, Ethics, Leadership, Leading Culture Tips, Values.Developing a Culture of Ethics, Values & Employee Engagement Series:
CULTURE IS A RAILROAD SYSTEM
Interview with Russell Freeman, CFC/COO for Ross Perot
With 35 years in the business we’ve had the opportunity to work with some great companies. Many relationships we’ve formed over those years of service to companies have led us to opportunities to interview some of the nations top leaders. The other day via landline, cell phone, and Skype we got to chat with Russell Freeman.
Biz Culture Tip: Henry Ford
Posted by Zac on in Business, Business Culture, Culture, Fortune 500, Leadership, Leading Culture Tips, Teams, Teamwork.Biz Culture TIp: Stephen Covey
Posted by Zac on in Business, Business Culture, Culture, Leadership, Leading Culture Tips.Biz Culture Tip: Garry Willis
Posted by Zac on in Business, Business Culture, Leadership, Leading Culture Tips."Not many of us will be leaders; and even those who are leaders must also be followers much of the time. This is the crucial role. Followers judge leaders. Only if the leaders pass that test do they have any impact. The potential followers, if their judgment is poor, have judged themselves. If the leader takes his or her followers to the goal, to great achievements, it is because the followers were capable of that kind of response."
- Garry Wills in Certain Trumpets: The Nature of Leadership

"Virtually every company will be going out and empowering their workers with a certain set of tools, and the big difference in how much value is received from that will be how much the company steps back and really thinks through their business processes, thinking through how their business can change, how their project management, their customer feedback, their planning cycles can be quite different than they ever were before."
- Bill Gates
Business Culture Tip: Monte L. Bean
Posted by Zac on in Business Culture, Leadership, Leading Culture Tips."If there is any one axiom that I have tried to live up to in trying to become successful in business, it is the fact that I have tried to surround myself with associates that know more about business than I do. This policy has always been very successful and is still working for me."
- Monte L. Bean
Business Culture Tip: Mihaly Csikszentmihalyi
Posted by Zac on in Business Culture, Employee Engagement, Values.
"Today many American corporations spend a great deal of money and time trying to increase the originality of their employees, hoping thereby to get a competitive edge in the marketplace. But such programs make no difference unless management also learns to recognize the valuable ideas among the many novel ones, and then finds ways of implementing them."
- Mihaly Csikszentmihalyi
CORPORATE ETHICS AND OZ
Posted by Zac on in Business, Business Culture, Ethics, Leadership, Teams, Values.
The Wizard of Oz introduced us to three wonderful and flawed characters. We cheered them on in their magical journey to Oz. One lacked a brain, the other lacked a heart and the third was without courage. With Dorothy and Toto, they plodded along in a fanciful world with witches, wizards, ruby shoes and flying monkeys, searching for what they lacked. In the end, these three endearing characters realized that all along what they were seeking was always well within their grasp. They just needed a way to figure it out, live it and make it part of their DNA.
CHAMPION SERIES | Champion Triathlete Timothy O’Donnell – Part 2
Posted by Zac on in Business, Business Culture, Discipline, Leadership.
As strategic management consultants, Excellent Cultures gets to see the best of the best and the worst of the worst in corporations, leadership circles, and professional athletics. We are grateful to have had the opportunity to sit down with Timothy O'Donnell whom exemplifies what it means to be best of the best! One of the great things about Tim is that his best has shown through not just because of giftedness, but hard work, great strategies and great coaching.
Transportation Leaders See a New Path to Improved Safety Results
Posted by Zac on in Business Culture, Employee Engagement, Teamwork.By Dale Hinz
The transportation industry like many is awash with data. GPS technologies and detailed reports track everything. The key to success and effective business communication is balancing the abundant historical metrics and with a firm focus on future desired outcomes. Inspiring positive behaviors from all levels – especially at the driver level, requires reinforcing the behaviors we want versus what we don’t want. Leadership styles effective in the future will fully grasp this.
CHAMPION SERIES | Champion Triathlete Timothy O’Donnell – Part 1
Posted by Zac on in Business Culture, Discipline, Leadership, Values, Work Ethic.Our Champion Series will focus on leadership tips from world class athletes. Questions that have come from executives across the globe concerning discipline, self-esteem, work ethic, and more. This blog will be a two part series taken from our interview with Timothy O'Donnell:
A graduate of the United States Naval Academy (USNA) in Annapolis, Maryland. Timothy was initially a member of the Varsity Swim Team until his brother convinced him to try out for the Triathlon Team as well. But athletics weren't his only talents.
O'Donnell excelled in other aspects of life at the USNA. His leadership skills were further developed when he was selected as the 6th Battalion Commander his senior year. As Battalion Commander he was responsible for over 700 members of the Brigade of Midshipman. Academically O'Donnell was part of the engineering community, studying Naval Architecture. He was selected to Tau Beta Pi, the national engineering honor society and, his senior project, the structural design of a harbor cruise ship, won the award for superior design. In May of 2003 he graduated the USNA with Honors and was commissioned an Ensign in the United States Navy.
"Most leaders don't realize that business culture is a powerful multiplier that sets the best from the rest."

The Cream in Your Coffee: Values and Employee Engagement
Posted by Zac on in Business Culture, Communication, Culture, Employee Engagement.
I am an avid coffee drinker. When I say avid, I mean addict. My day usually begins with it, my afternoon is excited by it, and my evenings end with it. I enjoy coffee in its many forms. Perhaps I have a caffeine addiction, but coffee is something that never gets old to me. There are so many ways to have it: drip coffee, press, pour over, Americano, latte, shot in the dark, iced coffee and more. There are many ways to make the same thing taste different, look different, even smell different, but it's still coffee.
I live in Seattle, yes the birthplace of Starbucks. I have been their biggest fan for years, until now. My wife and I just moved back into the heart of the city from the suburbs. Our neighborhood here seems to be the hub of Seattle coffee. We've been introduced to some amazing coffee, from many different little shops. These little shops have such good coffee that we could literally go to a new one everyday and have a cup of the roasted nectar of the gods and experience the same thing with new flavor daily!
When we think business, we often think of revenue, marketing, product placement, and other factors to making the dollars that will allow us to go into early retirement. But these factors mean nothing unless the people who work with us are on board and value not just the product, but our business and relationships within our business. These are critical issues for human resource management. In one of our recent interviews, Jack Hollis said,
"As soon as a company focuses on profits, then the company begins to lose. The more profit focused you are the less relational you become." - Jack Hollis, VP of Scion
Q & A with Recently Retired Fortune 500 CEO Charles Oglesby
Posted by Zac on in Business, Executive Coaching, Fortune 500, Leadership.
Charles R. Oglesby - Recently retired from his position as Executive Chairman of the Board of Asbury Automotive Group Inc. Asbury is a Fortune 500 Retail Automotive Consolidator. At the time of his retirement, Asbury was the 6th largest in the US owning and operating 81 Automobile Dealerships posting annual sales of $3.7 Billion. He served as Asbury President and Chief Executive Officer from May 2007 until February 2011. In February 2011, he retired from his position as Asbury President and Chief Executive Officer, and was appointed to serve as the Executive Chairman of the Board while transitioning his duties.
Interview with Former Lexus USA Vice President , Dennis Clements PART TWO
Posted by Zac on in Business, Executive Coaching, Fortune 500, Leadership.
DENNIS E. CLEMENTS was an officer of Toyota Motor Sales, USA. He served as Group Vice President and General Manager of the highly acclaimed Lexus USA Division from 2000 to 2005, where he led the process of building the automotive culture that set the bar for the industry. He was previously President of Toyota’s Central Atlantic division from June 1991 to June 2000, and held a number of other senior management positions at Toyota. Earlier in his career, Mr. Clements served Ford Motor Company for 15 years, progressing through a variety of sales and management positions in the Ford and Lincoln-Mercury divisions. Dennis first encountered Excellent Cultures’ leadership tools nearly 30 years ago during a career transition between Ford and Toyota. He subsequently built five excellent cultures in various divisions with Toyota. Denny’s employees and associates affirm him as a highly creative, visionary leader with a straightforward approach and high integrity that continuously set performance records in every position where he served.
Based upon our 30+ years of experience working with executives and leaders in all types of organizations, I find that Matthew May's article on Dr. Schwartz's work to be right on the money. Independent studies at both Harvard and London Business Schools agree that in excess of 70% of all organizational change initiatives fail to deliver the desired result. The most common cause of failure: Read more →
Interview with Former Lexus USA Vice President, Dennis Clements PART ONE
Posted by Zac on in Business, Executive Coaching, Fortune 500, Leadership.
DENNIS E. CLEMENTS was an officer of Toyota Motor Sales, USA. He served as Group Vice President and General Manager of the highly acclaimed Lexus USA Division from 2000 to 2005, where he led the process of building the automotive culture that set the bar for the industry. He was previously President of Toyota’s Central Atlantic division from June 1991 to June 2000, and held a number of other senior management positions at Toyota. Earlier in his career, Mr. Clements served Ford Motor Company for 15 years, progressing through a variety of sales and management positions in the Ford and Lincoln-Mercury divisions. Dennis first encountered Excellent Cultures’ leadership tools nearly 30 years ago during a career transition between Ford and Toyota. He subsequently built five excellent cultures in various divisions with Toyota. Denny’s employees and associates affirm him as a highly creative, visionary leader with a straightforward approach and high integrity that continuously set performance records in every position where he served.
"Hiring people is an art, not a science, and resumes can’t tell you whether someone will fit into a company’s culture. When you realize you have made a mistake, you need to cut your losses and move on." – Howard Schultz
Many leaders confuse culture with vision and strategy, but they are very different. Vision and strategy usually focus on products, services and outcomes. Culture is about the people – the most valuable asset in the organization. The way people are treated, the way they treat their peers and their responses to their leaders is the air people breathe. If it’s clean and healthy, people thrive and the organization succeeds. But to the extent this air is toxic, energy subsides, creativity lags, conflicts multiply, and production declines. Culture - not vision or strategy – is the most powerful factor in any organization.
"Culture eats strategy for breakfast." - Peter Drucker
As the Father of Management, Peter understood the value of culture in a business even way back then when he first said it. Understanding this is so important to the vitality of our business. Hiring isn't just about hiring the right people. It's about hiring the right people. I know that sounds redundant, but hear me for a second. We don't just want people that have the education, skills set and resume to be an asset to the company. That would be hiring the right person, who may not be the right person. What about who they are at their core? Their personality? They may have amazing skill, but a horrible attitude.
Learning to communicate well within a business team is critical to becoming a high performing business. Solid team communication can help you achieve excellent results by focusing everyone on a common goal. Communications problems in business, however, can have disastrous results if members of your team end up working in opposition to each other. The following hallmarks of effective business communication can help keep your team's channels of communication flowing smoothly while staying in tune with business communication trends.
In our 34 years of coaching executives, we’ve always contemplated what the monetary ROI of investing in a coach would be. I took the wise advice of a good friend and CEO client a few weeks ago and met with a world-class executive coach in Seattle named Carl Robinson Ph.D. As a well experienced psychologist, Carl makes his living in the real world coaching executives. He gave me a whole new appreciation for the value that our leadership coaches deliver to our executive clients on a regular basis.
The Inevitable Lean Process Implosion, Part 4
Posted by Zac on in Business Culture, Culture, Lean Process, Teams.Lean has proven to be a solid and effective process to activate the latent power in Eastern cultures and has also significantly improved performance in any number of Western organizations. With Kaizen, Toyota built a breakthrough culture, but the same will not work for most American organizations. The West must build their unique counterpart. The Western counterpart to Kaizen is the Adventurous Journey. It suggests individualism, self-agency, a prize to be won, innovation, and breakthrough. It works because Americans share values of autonomy, mastery and higher purpose. That is why the Lewis and Clark Expedition is America’s epic poem. Adventure, not Kaizen, lifts our spirits, excites our imagination and gives us meaning. In these types of cultures people set and achieve goals and work to continuously improve as a way of life rather than a mandated top down process. They value the spirit of each the individual (not just their function) as well as solve problems together in huddles as teams rather than running to silos when crises arise.
The Inevitable Lean Process Implosion, Part 3
Posted by Zac on in Business, Business Culture, Lean Process, Teams.The source of Lean’s cultural dissonance in America has its roots in Masaaki Imai’s 1986 book, Kaizen: The Key to Japan’s Competitive Success. Kaizen refers to the Japanese concept of never-ending, continuous improvement. Imai took Americans to task for our failure to understand the power of Kaizen and for not seeing how it animated Lean. He also clearly told us that Kaizen was a Japanese cultural inflection, but somehow we missed that part of his message. Americans took Imai’s Kaizen message to heart and Kaizen became a pillar of Lean programs everywhere. As a result, for over 20 years, we have inadvertently sabotaged our organizational cultures.
The Inevitable Lean Process Implosion, Part 2
Posted by Zac on in Business, Business Culture, Lean Process, Teams.We see culture as an accumulation of collective experience that, over time, creates a system of beliefs, norms, speech, values and artifacts. Culture determines how things are done and problems are solved. Note that this definition says it is culture, not Lean programs, that determine how things are done and problems solved. This may not be the case in the short run, while a Lean program is being introduced, but it will be inescapably true in the long term, when sustainability is essential. In spite of what the Lean converts say,
Lean does not naturally lead to a stronger culture. In fact, the contrary is often true.
The Inevitable Lean Process Implosion, Part 1
Posted by Zac on in Business, Business Culture, Culture, Lean Process, Teams.If you are a decision maker in private sector business, local, state or federal government and you are either implementing or exploring Lean Thinking, then you should be commended. Lean, based on the Toyota Production System, has become one of the 20th century’s greatest innovations. Lean has changed the face of manufacturing worldwide and is now being embraced by service, healthcare and government organizations globally. If your organization is not involved with Lean yet, chances are that it will become so shortly.
If you are becoming active in Lean, you are probably hearing about concepts like: value streams, flow, end-user value, waste, Kaizen, continuous improvement, PDCA, visible systems, and time-based metrics. You may also be trying to remember strange words like Takt, Jidoka, Gemba, Muda, Andon, and Kaizen. These are great concepts and will be useful to your organization as it takes concerted steps to become Lean.
I recently sat through one of our company’s new marking strategy presentations. A whole new rollout. Logos, websites, social media content, imaging, artwork, building, paint, signage, and more. They were really rolling out an entirely new brand. Why? Why would a company spend so much time, energy and resource towards such a superficial endeavor? Well, you marketing professionals know why, because nothing is superficial!
EVERYTHING COMMUNICATES! Read more →
Social Media, Next Decade
Posted by Zac on in Business, Business Culture, Culture, Social Media, Teams.Social Media has changed the game. Right now, someone from your company is posting about their day at the office on Facebook, Twitter, LinkedIn or perhaps they're publishing a blog on your entire organization. Do you have the business culture that you want the public to know about? Are you the type of leader that is ready for the public to see? Like it our not, social media is not something Human Recourses can control, even your attempts to control it will fail.
Here's some things you need to know:
- In 1989 General Motors set a new standard paying out $40 million in a class action discrimination legal settlement that began with a single disgruntled employee and grew to 3,800 plaintiffs.
- In 1999 Coca-Cola raised the bar by paying $156 million on a similar settlement.
- While there were no wrongful termination suits in 1975, by 1990, 27% of all lawsuits had wrongful termination implications.
- Recent medical practice research indicates that a primary differentiation between physicians with no mal-practice suits and those with numerous suits is a mere 3.3 seconds per patient of quality time and attention.
Culture trends of employees and customers demanding increased care and sensitivity to the human factor are at an all time high. Read more →
The ubiquity of social media creates new challenges for modern day control-based leadership and sets the stage for leaders who operate through influence to thrive. The recent crisis in Egypt helps us understand how social media shapes our leadership choices.
Seeing that an uprising was at hand, the Egyptian government sanctioned the blocking of all communication with the outside world in an attempt to control and contain the flow of information of its people. Unbeknownst to them, the people of Egypt united using social media as a vehicle spreading word of the government's intentions so quickly that the regime simply couldn't push their agenda forward and revolution broke out.
Social media gave this recent uprising a foothold through social circles formed on Facebook and Twitter. When people discover that they are not the only ones who hold a particular view, they develop boldness towards action.
Leadership is stewarding all the time and resources of your organization. This means we can’t be selfish or short--sighted. According to Eugene Habecker, “If I fail to make decisions in the best interest of the team or organization—I’m embezzling.” Dr. M. Scott Peck wrote, “The best decision-makers are those who are willing to suffer the most over decisions but still retain their ability to be decisive.”
This being said, making the tough calls as a leader is no simple task. Often emotions, relationships, and our desire for comfort get in the way of us acting on the leadership instincts we know that we must act on. But we can do it! I once heard it said, "Leadership is stewardship." I truly believe in this statement. The most successful leaders are those that are amazing stewards of the current resources that they have. Here are some things to remember when having to steward your area of leadership through a tough call... Read more →
Why Does Our Business Keep Veering Off Course?
Posted by Zac on in Business, Culture, Leadership, Teams.I've always considered the captain of my favorite airline to just be the person that flew the plane to our destination. In actuality the responsibility of the captain is far broader than that. Every captain has the responsibility of their crew, team and in many cases also the passengers on their shoulders. The captain is not just the navigator of the vessel, but also the catalyst of the culture of that vessel.
EHOW describes the Duties and Responsibilities of a Captain as this...
An airline captain is responsible for overseeing the flight operations of their own aircraft and ensuring successful, safe flights. The captain briefs the crew, checks flight procedures, inspects the airplane before takeoff, flies the plane, and files a post-flight report after the aircraft has landed. The captain must also ensure that all work on each flight is planned, executed and performed properly and in accordance with any Federal Aviation Administration regulations and rules, as well as within the standards set by the particular airline. Read more →


























