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When organizations get smaller, the KPIs are headcount and lower labor/benefit costs. After the reduction occurs, most planned, scheduled or processes related to day to day activities continue on with fewer people with the “hope” that some steps in day to day activities are simplified to “match” the new lower capability of the smaller workforce. But what about problems? Why is it important to consider problems in a downsizing mode? Let’s say that the workforce is reduced by 10%. My observation is that 90% of the people are left dealing with 100% of the problems that were occurring prior to

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How many times have you witnessed your team stuck in their problem solving attempts? Were you able to quickly move them through their blockages, or were they too bogged down by their inability to move forward? As a leader, it is your responsibility to find a way to get through to your team members and to keep them moving forward even when they refuse to budge. Some of the major issues that keep teams from moving forward are competition among team members, unclear direction, lack of support, internal politics, and fear of making mistakes. When you notice the team divided

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 (First of 2 part series) Like the old song “Love and Marriage” says, the two simply go together. Yet with the divorce rate over 50%, the notion of happily ever after seems to be reserved for Disney movies. Some couples believe that as long as they love each other they will somehow find a way to make it work.  Mutual interests may have  brought them together but that alone is not enough to keep a marriage strong. The foundation of a life-long satisfying marriage are common values, commitment, and skills. Choosing a life partner who loves to ski is a

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When we hear the word logistics, we typically think of planes, trains, automobiles, trucks, warehouses and the like.  But what is logistics really, if not just simply a process.  In our conventional definition, logistics is the process from which we move something from Point A to P oint B and/or stage something to be moved later.  We can easily interchange process for logistics and wherever applied, it would still make perfect sense. We have a logistics or process for everything we do.  It defines how we do something, with whom we do something, where we do something and when we

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During the winter/spring semester of 2013 I was involved in a leadership class at a nearby college.  All students in the class were asked to write a paper on what they valued most in leaders.  The number one answer: good character! Does this surprise you?  It did me!  The most important thing the students looked for in a potential leader or in the leaders they knew was good character.  Somewhere down the line they did mention intelligence, education, experience, communication skills and more.  But again, all of these followed good character. When others look at us, what do they see? 

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If we can’t or won’t solve a problem in the workplace, it’s usually because 1) we believe we can’t because we have never seen it solved before or 2) the actions required to solve it go against the “management sub-culture”. What is the management sub-culture? It’s the common set of beliefs and behaviors that exist within a management team. These beliefs and behaviors impact decisions, communications, promotions, acceptance of problems, etc. They trickle down from the top and materialize in different forms, depending on the management level. Example: Let’s say that a production problem between two departments increases. The problem

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I’ve been assisting couples and former couples professionally for nearly thirty years. Regardless of who comes into my office, there seems to be one common thread – people are seeking to learn how to better get along with one another. Their usual approach is to inform me of everything that’s wrong with their partner and the proceed to tell me exactly what that person needs to do to fix the marriage. I’ll venture to say that probably 100% of those who enter a till-death-do-us-part union do so in an attempt to get their own needs fulfilled. Let me explain. Some

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Consider two successful family-run companies in the same industry. One company operates along an old-school mentality.  The way things are presently are the way things were and are the way things will be.  There may be some relatively minor tweaks and adjustments along the way, but essentially nothing much has changed.  The other company is much more willing to embark on newer technologies, newer methods and might even be considered progressive.  For them, change is not a dirty word but rather a means to a more robust and successful end. The difference between these companies is also what separates the

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Are your employees reaching optimal productivity? Is absenteeism minimal? Are  the “generational gaps” in your company manageable? If not, you and your company can benefit from my De-Stress to Reach Optimal Productivity trainings. See you soon!

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For decades you have been applying the same kind of tools and processes to improve performance with varying results. Sometimes you reach your goals for change and sometimes you don’t. If you don’t, it’s probably NOT because equipment failed you. It’s because the accepted tools and processes were not designed to overcome the barriers that prevent you from capturing something that you can’t see or touch. Potential is in a different dimension. You can’t see or touch it. It is NOT on the general ledger and is NOT equal to the budget. Budget is based on doing better than past

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