The Business Sensei

I’m Not!

In Monty Python’s classic comedy, “The Life of Brian,” there is a scene fairly early in the movie when the people of Jerusalem have decided that Brian is the Messiah and are standing waiting on the street outside his window. Brian’s mother screams out at the crowd, “You are all individuals.”

The crowd replies: “We are all individuals.”

A pause, and then a lone voice yells out, “I’m not.”

This is typical Monty Python absurdist humor, but it makes a very serious point. What is standing outside Brian’s window is not a group of individuals, it’s a mob. A mob is a group in which individuality is lost is the urge to conform to the group. As the movie progresses, we see the mob do various ludicrous things as they follow their unwilling prophet. Brian’s followers are, of course, convinced that they are acting according to his instructions and executing his desires, no matter how much Brian screams to the contrary. This being a Python film, the sequence of events is absolutely hilarious.

In a business, not so much. Unfortunately, the tendency for a group to lose individuality in the service of a charismatic leader or a particularly enticing corporate vision is not restricted to comedy. At one large software company, the dynamic became quite extreme: employees were expected to arrive at a certain time, eat lunch at a certain time, visit a certain set of restaurants, leave at a certain time, and so forth. No deviation was tolerated. The mantra was, “We’re a team. We do everything alike!”

Sound fanciful? I wish it were.

The problem is that a team that loses its individuality is not a team, it’s a mob or a rabble. It can be a very disciplined mob or rabble, sort of like the Storm Troopers in Star Wars, but it’s still a mob. Like the Storm Troopers, it’s very good at dealing with routine situations, but isn’t very good at dealing with the unexpected: new tactics from the rebels or, if you prefer, new competitors or existing competitors adopting new strategies. The other problem is that when a group focuses on homogeneity, it loses its ability for the strengths of some to compensate for the weaknesses of others: the Storm Troopers, for example, cannot successfully shoot the broad side of a barn.

At a different high-tech company, the only engineers hired matched a very precise and very limited profile. Not only did you have to solve a certain set of puzzles, you had to solve them in just the right way. Alternate solutions were not tolerated. This created a team that was very good at creating intricate, convoluted algorithms, and a user interface that was equally intricate and convoluted.

None of these situations are as extreme as that portrayed in Life of Brian, but then again, they aren’t as funny either.

Later in the movie, we see the opposite end of the spectrum: the members of the People’s Front of Judea are so busy drawing insignificant distinctions between each of their positions that they are not functioning as a team. Rather, they are a horde. Each person is operating according to their own individual needs and goals, with no actual concern about the goals or strategy of the group. In a horde, everyone is a hero, entitled to their share of the plunder and devil take the hindmost. Cooperation is almost accidental, and the group is likely to break apart at the slightest disagreement: the People’s Front of Judea can’t even quite figure out why the Judean People’s Front broke off, but is quite happy to yell, “Splitters!”

At a certain manufacturing company, each department was totally focused on doing its own job. None of the departments considered how their actions or decisions affected the others. Within each department, much the same thing was happening at an individual level. Rather than figuring out how to work together, they spent their time blaming one another for the inevitable failures. Fixing this issue saved the company in question several hundred thousand dollars a year.

The challenge, of course, is to find the middle ground, where the individual and the team are in balance. While it’s extremely difficult to find the exact middle, anywhere in the general vicinity works pretty well. Peak performance occurs when people are committed to the goals of the company and the team, and are also free to pursue their personal goals and work the way they want to work. Is it easy? No: less than one team in five ever gets there. However, it sure beats a horde or a mob of people chanting, “We are all individuals.”

Escaping the Motivation Trap

This is an excerpt from my upcoming book, Organizational Psychology for Managers

So how do we escape from the motivation trap?

I’ve frequently walked into an organization and been told, “The problem is Phil. He’s unmotivated.”
When I chat with Phil, I quickly find out that he’s a marathon runner, or a black belt in Tae Kwon Do, or volunteers in a homeless shelter, or one of dozens of other activities that require a great deal of consistent, focused, effort. In other words, motivation.

Phil isn’t unmotivated. He’s just not motivated to do the thing his manager wants him to do at that moment.

The first step to escaping the motivation trap is simply the realization that people are always motivated to do something. We want to make it easy for them to channel that motivation into their jobs.

When it comes right down to brass tacks, an organization is a community of people with a purpose. It doesn’t matter whether we’re looking at a corporation, a non-profit, a school, a hospital, or a cycling club. Every organization has a purpose, expressed through its culture and conveyed in its vision and organizational narrative.

People who join the organization are going to be at least open to the organization’s vision. At best, they are already excited and eager to be part of it. If either of these points is not true, you have a serious problem in your organizational culture and narrative, the ability of your people to convey the purpose, or your hiring process – we’ll discuss that last point in the next chapter.

The next point is that it is the rare person indeed who comes to work wanting to do a bad job. However, if we just get wrapped up in our use of rewards and punishment, it is possible to turn enthusiastic people into people who no longer care or are happy to do a bad job. Unfortunately, we have some cultural beliefs that tell us that people don’t want to work and are lazy, uninterested, and take no pride in their work. The myth that workers don’t want to be there and have to be forced to work is a cultural value dating back to a time during the industrial revolution when horrible working conditions did, indeed, destroy motivation. As is often the case, cultural values have not yet caught up with reality.

People who are part of a community seek to gain status in the community. Thus, given the opportunity, members of an organization will act in ways which increase their status in the organization, provided they believe their actions matter and can see a path from where they are to a place of higher status. That status will typically translate into greater referent, legitimate, or expert power as well. We can take this a step further and observe that people always choose actions that they believe will increase their status in some way: we need to feel we are making progress in the activities to which we devote our time and energies.

The other side of the equation is that any large project is going to be draining at times. There will be moments of frustration and points where people are so tired, angry, or upset that they feel like just throwing in the towel and storming off. This is not something to just ignore or say that “professionals keep going” and other trite phrases. Professional athletes have people cheering them on and helping them through the long down periods.

Thus, motivation really comes down to unleashing people’s natural desires to do well, increasing their competence and status, and supporting them during difficult periods. It’s about using referent power to build those individual relationships we discussed in the previous chapter, and being there for people.

In this case, a necessary component of referent power boils down to how do you present yourself and what sort of example are you setting?

Are you genuinely interested in your team members as people, or is your interest in them only to further your own career? As Google found out, employees respect and trust managers who have the employee’s interests at heart. Similarly, if you want people to respect and trust you, you have to respect and trust them first. Motivation comes from working with someone who respects you and cares about your career: that is what makes it possible to trust the feedback that you are making progress.

Do you have strongly held beliefs and values? In other words, are you committed to something other than yourself? When someone is only committed to themselves, it’s very hard to trust them; you never know which way they’ll jump. However, people who are committed to a clear set of values can be trusted to hold those values even when it’s inconvenient.

Along the lines of strongly held values, do you demonstrate integrity? Remember that all leadership is at least partially transactional. While transactional leadership is quite limited on its own, it is the basis for anything deeper and more powerful. Without integrity, that transactional foundation will be unstable. Without the transactional foundation, inspiring others becomes impossible, and you’re back to using force: inspiring promises won’t work particularly well if no one believes you. At one company I worked with, a certain manager always found a reason to not follow through on promises he’d made; it wasn’t long before he had a department full of people who spent most of their time sitting around grumbling and doing the minimum amount of work necessary to keep getting a paycheck. The most bizarre part of the experience was that he seemed genuinely bewildered by their reactions, which brings us to the next point.

Can you make an emotional connection to other people on the team and in the organization? Logic is all well and good, but when it comes to deciding whom to trust and whom to listen to, emotion drives the train. If your team can’t make an emotional connection with you, they’ll never really trust you and will abandon you when a better opportunity comes along. Sometimes, they won’t even wait that long. That was, in the end, what happened to the manager I just mentioned. His personal brand became toxic; no one would stay in his department. He went back to being an individual contributor, where he was much happier.

So, with these points in mind, how then do we actually enable motivation?

Before answering that, let’s recognize something very important: there are no magical motivational techniques. Although the techniques we will look at are ones that can be easily done with people rather than to them, it’s still possible to turn each “with” into a “to.” It depends on your presentation.

Microsoft Yawn

Microsoft president Steve Ballmer put out a long letter detailing changes taking place at Microsoft.

After wading through the announcement, I was reminded of some of the restructuring announcements that IBM used to send out back in the late 1980s: long, boring, and ultimately pointless. It’s impressive to see how much Microsoft has really taken on IBM’s mantle… although perhaps they’d have been better off if they’d done something new instead of picking up what IBM got rid of!

Unless he’s trying to produce a sleep aide, Ballmer’s memo leaves a great deal to be desired. Effective organizational change requires clearly defining the outcome, painting a bold, exciting, and engaging picture of the destination. In other words, it requires a vision. Without vision, we don’t know where we’re going.

Vision, however, requires far more than vague statements like, “Helping people achieve their full potential.” What does that mean? If the Microsoft Surface is any indication, it might well mean “buy an iPad!”

Microsoft’s original vision, “A PC on every desktop,” had power. It was bold, it was exciting, and it was measurable. Yes, measurable. They could see their vision coming true and see how their actions mattered.

Now, though, Microsoft is wandering around lost in the wilderness of defining full potential. Ballmer’s memo fails to excite, fails even to provide context or any real vision. Instead, it reads like the rearranging of the proverbial deck chairs, done more out of a belief that if enough things get changed something will happen; for example, the deck chairs will look better… Hardly the stuff of inspiration!

Organizational Psychology for Managers is phenomenal. Just as his talks at conferences are captivating to his audience, Steve’s book will captivate his readers. In my opinion, this book should be required reading in MBA programs, military leadership courses, and needs to be on the bookshelf of every Fortune 1000 VP of Human Resources. Steve Balzac is the 21st century’s Tom Peters.

CMG Director of Publications

Curse of the Half-Empty Glass

“What was the primary means of motivation in those days?”

“Fear.”

— Carl Reiner and Mel Brooks, The Two Thousand Year Old Man

For the 2000 year old man, fear may have been a very effective motivator: when he saw a lion, he was motivated to run the other way. That, in a nutshell, is the problem with fear. Fear doesn’t make someone move toward safety; it makes them move away from danger. Same thing? Not really. In jujitsu, pain can be used to invoke a fear of injury. Someone experiencing that pain, and that fear, will move away from it, even if moving away means running full tilt into the nearest tree.

In business, the same phenomenon occurs. Faced with an unexpected problem or setback, the most common response is to highlight the threat to the organization and all the terrible things that will happen if the threat is not immediately countered. This practice of attempting to motivate people to work harder through fear – fear of competition, loss of market share, job loss, company going out of business, and so forth – may encourage harder work, but not necessarily more effective work. In the business environment, there are a lot of trees.

While fear gets the adrenaline flowing, it also narrows focus, reduces creativity, and makes it harder for people to recognize and change a losing strategy. This would be fine, except that what is actually needed in most situations is a creative solution, the ability to accurately assess whether or not a strategy is working, and the ability to quickly discard failing strategies. Avoiding premature decision making, no easy task at the best of times, only becomes more difficult. As we all learned in grade school, in the event of a fire, don’t rush for the door: proceed slowly and avoid panic. The same is true in business: rushing to a decision is almost guaranteed to lead to a bad decision.

So given that the business needs to get employees focused and energized to meet a potential challenge, how should it go about doing that?

The key is to recognize that the glass in not half empty. It’s half full. That makes a difference: instead of focusing on what you lack, focus on what you have going for you. Instead of fear, instill an atmosphere of optimism. There are several steps to accomplishing this:

• Start by defining success. What does it look like? What will your business have accomplished in order to have been successful? Communicate that in a few brief, vibrant, sentences. If you don’t know where you’re going, you can waste a lot of time not getting there.
• Lay out a set of goals that will make the business successful. Include what you’ll be doing as well as what you expect others to do.
• Remind employees of previous challenges that they’ve successfully overcome. Emphasize the positive: how teams pulled together, how individuals stepped up to the plate, and so forth.
• Recognize that roadblocks will appear: don’t assume everything will go perfectly. The competition may do something unexpected. A critical employee may get the flu. A storm may disrupt travel or power. Make sure you’ve allowed time to deal with the unexpected so that it doesn’t derail you.
• Present energizing images to use when bad news strikes or setbacks occur: a cyclist passed by an opponent can imagine a rubber band attached to his opponent’s back. The rubber band pulls him faster and faster until he passes said opponent. Come up with the equivalent for your business. Repeat it frequently. If you can’t keep a straight face, find a different image.
• Take the time to brainstorm different solutions to the problems you are facing. Evaluate what you come up with and make sure it will get you to that success state. Rushing off down the wrong path wastes valuable time and, even more important, drains enthusiasm.
• Periodically review progress and show people how far they’ve come. Pilots may care more about the runway ahead than the runway behind them, but everyone else is motivated more by how much they’ve accomplished rather than being constantly reminded of how much more there is to do.
• Celebrate successes. Short-term reminders increase the sense of progress and make people feel appreciated.

Half empty or half full. A fearful team or an enthusiastic, creative team. It’s your choice.

Happy New Year!

What You See is Why You Do

I’m frequently asked for help motivating employees. The fact is, motivation is not that hard… provided you’ve built the right foundation!

When someone tells me that his department has a motivation problem, my first question is, “What’s your vision?”

The most common response is a blank look. Vision? Isn’t that some silly psychobabble or convenient buzzword?

Unfortunately, the concept of vision is often treated that way. Your vision, however, and your enthusiasm for it, are what make the difference between people who just show up and do their jobs and people who are excited and determined to excel.

People are motivated by their hopes and dreams, by causes, by being part of something that matters beyond the next paycheck. If you are the CEO, your enthusiasm is what brings the vision to life. If you are a manager, VP, department head, etc, then your enthusiasm in how you communicate the vision is what brings it to life for your team. If they see that you don’t care, why should they care?

I was recently listening to an Old Time Radio Science Fiction podcast of the classic Fritz Lieber sotry, “A Pail of Air.” At the end of the story, they played John F. Kennedy’s famous speech in which he vowed that the United States would land a man on the moon and bring him back again. Even now, 50 years later, it is still a powerful speech. Listening to him, it’s easy to see how his vision galvanized a nation.

The good news is that you don’t need to be John Kennedy to galvanize a company.  People devote hours to charities and hobbies because they have a vision of making a difference or achieving something significant. The key is to craft an exciting vision and then let your enthusiasm show.

I’ve often observed that the apparently unmotivated person at the office is the same person whom you’d find outside each evening training for a marathon or a hundred-mile bike ride (aka a “century”): it’s all a question of where they find meaning. I figured the concept was pretty clear, even though I’ve never run a marathon or ridden a century. I could never convince myself that it was worth the time and the pain involved in training for one of those endurance events.

Last summer, my father-in-law, Ira Yermish, died suddenly and unexpectedly. He was 64 and a serious endurance athlete, with seven Iron Man competitions and innumerable marathons and bike centuries under his belt.

This coming August, my wife, daughter, and I will be riding the Philly Livestrong Challenge in his memory. Livestrong raises money to help improve the lives of people with cancer, making this event even more significant: my mother died of cancer 13 years ago. Suddenly I have a cause, so training for a bike century just doesn’t seem quite so overwhelming.

Whom do you know who has died of cancer, or is living with it today? Please help make people’s lives better by donating to the Livestrong Foundation.

That vision thing? Yeah, it works.

Becoming a Loyalty Magnet

Originally published in American Business Magazine.

“I’m looking forward to seeing the results of our work when I return from my two week vacation in Hawaii.”

The coughing and sputtering sounds that broke the silence came from one of the vice presidents who had just choked on his coffee. He had apparently not been briefed on the content of the talk that Fred, the CEO, was giving.

The team was pushing hard to hit an aggressive product launch deadline. The CEO decided they needed a shot of inspiration, a few words of encouragement. He called a meeting in which he exhorted the team to work long hours, work weekends and give up time with their families in order to hit the deadline. Had it not been for his rather dramatic final sentence, his little speech would have been utterly unmemorable. As it was, however, it became the stuff of legend. By the time he returned from Hawaii, two people had quit. Within six months, half the company was gone. After a year, only the CEO’s footsteps echoed hollowly in the empty corridors and offices of what had once been a thriving company.

This, it may be argued, was not the way to build loyalty.

To be fair, it was not this isolated incident that led to the exodus. The Hawaiian vacation was merely the final straw, which, under other circumstances, might have been taken as a joke. While it’s certainly possible, albeit difficult, to lose employee loyalty in a heartbeat, building employee loyalty is a process. Depending on how well you’ve managed that process, your Hawaiian vacation might be the source of some good-natured grumbling or it might be the death knell for your company. Context is everything. As for your customers, well, if you haven’t managed to gain employee loyalty, you can forget about customer loyalty.

So what is this process? In today’s environment of tight budgets and limited raises, what can be done to keep your employees coming back? It’s not as hard as you may think.

To begin with, though, let’s debunk that popular myth that employees had better be loyal because there’s nowhere else for them to go in this economy. If your business is in a profitable niche, then you can bet that other businesses will join you there. Nothing attracts competition like the scent of money. During the last recession, I had a senior manager boast to me that he’d just scoffed at an employee who asked for a raise. “I laughed at him and told him he should be grateful that he has a job!”

A short time later, that employee had a new job with a significantly higher rate of pay. If he’d received a raise, he wouldn’t even have been looking. That manager’s department, meanwhile, was set back six months by the loss of that employee.

Sure, it’s a lousy economy, and sure, it’s hard to find a job. However, those companies that are hiring like nothing better than to lure employees away from their competitors. Indeed, foolish though it may be (see the article, Who Betrays One Master ), a great many companies will only hire those who are already employed somewhere else. Never assume that your employees have nowhere to go.

The first step to building employee loyalty is to give them something to be loyal to. If that’s their paycheck, then all you’ve done is hire a bunch of mercenaries. That’s fine, until someone offers them more money. If you don’t want mercenaries, though, start by getting people excited. What is your company doing? Why does anyone care? Why should they care? Why should your customers care? It doesn’t matter whether you’re a high-tech startup, an accounting firm or a landscaper. If you can’t clearly and succinctly state the value that you are bringing and get people excited about providing that value, you’re in trouble. Recognize that your message doesn’t have to appeal to everyone. Rather, it only needs to appeal to the people you want to hire and, eventually, to those whom you’d like to turn into your clients.

Crafting an exciting message isn’t always easy, but the benefits are worth it. Most of us want to take pride in our work. The more vividly we can see ourselves providing value, the more motivated and loyal we are. Similarly, when clients receive value from a company that isn’t afraid to stand up and say, “This is who we are!” they also become more loyal. People like to support causes they believe in, so make sure your company is the company people want to spend money to support. This is something our friend Fred did well. His product was one his employees were initially extremely excited by and his customers couldn’t wait to get their hands on it. Unfortunately, that’s as far as Fred went.

Now that you’ve established the frame, if you will, the next step is to start filling in the details. Having an exciting message is only the beginning. You have to help your employees see how they fit into your corporate story. Remember, when it comes to stories, no one wants to be the bit part. Maybe everyone doesn’t want to be the hero, but virtually everyone does want to feel competent, important, valuable and useful. Exactly how you make this happen will vary somewhat from person to person, but here are some elements to focus on.

How many hats do employees wear? Some people thrive when given the opportunity to wear multiple hats on the job. Other people like to wear just one hat, but they wear it very, very well. Whether you need employees to do a variety of different things or one thing well, recognize that those alternatives often appeal to different people. When you get a match, you also get increased loyalty. When you give people the opportunity to experiment and potentially expand what they’re doing, you get even more loyalty— provided they don’t think they’ll be fired for failing. But not all experiments are successful. The best way to get employees to do more is to let them develop an area of strength and then try new things. If they succeed, great! If not, they can retreat to their area of strength and try again. Over time, you’ll end up with steadily more competent employees.

The more competent your employees feel, the more loyal they will be. By extension, the more competent and loyal your employees, the more satisfied, and hence more loyal, your customers. Fred got this one wrong on two counts: First, he rarely let anyone experiment to see if they could expand their duties. When he did, he focused on weakness instead of strength and had no tolerance for failure. The net result was that everyone swiftly became afraid to try anything new or volunteer to help out beyond the limits of their job lest it not go well.

Employees also want to feel as though they matter to the company. Can your employees see how their work contributes to the company? When I worked for IBM in the 1980s, I was a very small cog in a very large machine. Even my most successful project was a rounding error on Big Blue’s balance sheet. Fred’s company was considerably smaller and each person could see how their work fit in and mattered. Fred’s biggest mistake was that he didn’t take the time to recognize the work his employees were doing and remind them how much it mattered. Even so, the employees quit in inverse order to the importance of their contribution. Make sure everyone can see their contribution to the company and periodically thank them for it. The more visible and important their work, the more loyal your employees will be.

Part of feeling competent and important is being able to make your own decisions. While any given employee may only be able to make decisions in limited areas, nonetheless, it’s important to provide employees with the opportunity to make as many decisions as possible. Fred needed to be part of every decision, even the most trivial. Not only did this slow down progress, it also left the experts in the company mightily offended. If you’re going to go to the trouble and expense of hiring highly skilled people, make sure you let them make decisions on the best ways to exercise those skills. Create a framework, provide guidelines and structure, but give them some freedom. For example, you might give your customer support people the authority to provide refunds to any customer up to $100 (or $1,000 or $10,000 depending on the nature of your company and product/service). They’ll feel good because they’re getting to exercise their own judgment and help the customers. Then, the customers will be happy because their problem was resolved quickly. Once again, you’ve increased loyalty.

Finally, how will your employees know they’re doing the right thing? Let’s face it, no one wants to have to ask how well they’re doing and you really don’t want people bugging you all the time. That means they need to be able to see the fruits of their labors as part of the job. Developing feedback systems that keep you mostly out of the way is not an easy task, but it is a very worthwhile one. The easier it is for employees to get feedback on their progress, the more they’ll enjoy their work and the greater their loyalty. In addition, taking the time to talk to your employees one-on-one and let them know you see their efforts and appreciate them is very powerful. Back when IBM was a tiny, struggling company, a big part of Tom Watson’s secret to building loyalty was taking the time to meet everyone. Tom Watson, Jr., presiding over a significantly larger IBM, maintained the tradition.

If you take the time to get to know your employees, you also reap an additional benefit: When you know your employees as individuals, you can reward them as individuals. Rewarding someone at random because “I’ve seen your work and I just wanted to say thank you,” is a great way of increasing loyalty. Making that reward something the individual employee really values is even better. Fred could never bring himself to reward people. Instead, he always complained that their work wasn’t good enough and would find excuses not to give rewards he’d promised.

Loyalty is not something that just happens. It’s something that you build over time and put in the bank for the times when you need it. If it’s not there, a single wrong word can cost you your employees or your largest customer. If it’s there, well, you can accomplish almost anything. The choice is yours.

What do you really stand for?

Knowing where you are going as a company, and having a simple, clear, exciting vision that you can communicate well to your employees can improve performance dramatically. So why doesn’t it work more often?

The key to having a powerful vision is to be consistent across all aspects of your corporate behavior. If you want people to care, they have to feel that they are caring about something that matters up and down the company.

Take, for example, the recent debacle at Lowe’s. As several articles in the NY Times discussed,  Lowe’s decided to fund a reality show called “All-American Muslim.” This show committed the unforgivable sin of revealing that Muslim Americans are much like every other American as opposed to being terrorists. In response to complaints from one group, Lowe’s then pulled out of the show, triggering a great deal more complaints, this time from almost everyone else.

Now, Lowe’s might claim to support diversity and oppose racism, as quoted in another Times article:  “In a statement on its Facebook page, Lowe’s said it had ‘a strong commitment to diversity and inclusion’ but had pulled its spots from the show because it ‘became a lightning rod’ for’individuals and groups’ with ‘strong political and social views.’ ”

In other words, it appears that Lowe’s feels strongly about supporting anything that no one argues with. Unfortunately, this does not exactly send a message about strong commitment to your own values. One has to wonder how an employee at Lowe’s will feel about the corporate vision going forward from here.

By comparison, let’s look at the employees of the Taj Hotel in Mumbai. As discussed in a recent news story, when gunman attacked the city three years ago, employees risked their own lives to protect guests at the hotel. This can be directly attributed to the Taj’s consistent vision of providing outstanding customer service no matter what, a vision that is carried out at all levels of the organization and reinforced at every opportunity.

As I discuss in my book, “The 36-Hour Course in Organizational Development,” a vision needs to answer some key questions, including:

• “Where are we going?”
• “Why do we care?”
• “Why does anyone else care?”
• How will the world change, even a little, if we accomplish our vision?”

These are all important and necessary questions to address, but they are not sufficient to make your vision work. You also have to believe in the vision, and you have to demonstrate that you will stand up for what you believe in. Otherwise, you shouldn’t waste your time with a vision: you’re better off not standing for anything at all than demonstrating that you won’t stand up for what you claim to care about.

Leadership and team formation

Ever wondered why some teams are a pleasure to work for and others are a royal pain? You can find out on my live radio interview on Leadership and Team Formation.

You can also read a discussion of the show here.