Archive for Business

Seven Life Lessons From Dad

Dad 300x300 Seven Life Lessons From DadI don’t know how many of you are lucky enough to still have your dad in your life, or even have a dad as dedicated as mine, but given that Father’s day is fast approaching, I would like a chance to share some of the very valuable lessons I have learned from the man who helped to shape who I am.

1.       If it needs to be done, do it now.

I can guarantee you there are very few ‘unfinished’ projects in my dad’s house.  It doesn’t matter what it is, he takes it on like it is his full-time job.  Retired and always needing a project, he rarely leaves anything until the deadline.  He sees something that needs to be done and he takes it on in his next spare moment.  From yard work, to painting, to fixing the back steps – he is a doer; someone who knows success is doing what needs to be done, doing it as soon as possible and not procrastinating.

2.       Be a champion for someone you love.

My mom has been ill for over a year, at her side every day, he is her advocate, her champion and her pal.  He keeps a steady loyal routine for her, pays attention to everything going on medically for her and is willing to fight with her to get well.  He believes in her, he helps her believe she can do it too.  Every day, no fail, without complaint, he is a man of conviction.  He loves her, love means being there and not leaving it up to someone else.

3.       Fight fairly and with facts – fight with all you have if it means fighting for your rights.

My dad is a letter writer, and a good one.  He never just sits there and accepts unfair treatment or allows someone to take advantage.  He is the first one digging up all the facts, researching the details, finding out the knowledge needed to ensure fairness and he uses it.  He learns what it is all about and doesn’t hesitate to make a good factual case.  No matter how much he may be angered or emotional about the topic, he works hard to be factual and fair in his dealings.  He keeps it as simple as possible to make a great case for why his way may be the way to go.  I write letters too – I learned it from him.  I have fought and won with a major automaker, I have won my case with an educational institution and have been a winner in making sure my facts are straight and my details are correct.  It is a skill I have used many, many times throughout my life.

4.       Never settle for “good enough”.

Just “good enough” makes no sense to my dad, from my very youngest years I recall hearing him say, “If it isn’t done right there is no point in doing it at all”.  The earliest I recall these words was when we were building fences at our ranch in Montana.  He had a chain saw and was notching out spaces to put a cross post in.  I used the expression, “Nah, it’s good enough” and quickly learned why it wasn’t.  He explained the reasoning behind exactly where the strength in the fence existed when done right and what happens when it isn’t.  Needless to say, I dug that post out of the ground and we pounded in a new one.  It is something I will never forget, even when you make a mistake, fix it, own it or find a way to ensure it is “done well” but never leave something at “just good enough”

5.       Ya, but are you making any money?

If the truth be told, I love what I do so much that I would do it for free.  And he knows it.  He challenges me all the time to remember that everything has a value, especially expertise and time.  He wants the best for me and my family, and if anything is going to take time away from home and family there had better be a return on investment for home and family.  My dad is a great provider, he is a role model in many ways that I wish to emulate.  How we go about things is different from one another, but he has modelled provision in a way many people these days do not.  Earn, save and grow your money – in all cases spend less than you earn and keep some aside, you are going to need it.  (I still have a lot to learn)

6.       Work harder than you think you can.

Sometimes this is the little piece that makes the difference between finishing with time to spare and nudging way too close to a deadline.  He likes to finish things, so starting something one day typically means he finishes on the same day.  He pushes it sometimes, and often we tease him for being crazed with it.  The truth is, he has combined what needs to be done NOW with “let’s finish it” to ensure he is rarely caught with something left incomplete.

7.       Research, research, research.

Don’t just take the word of others, do your research.  My dad is an avid “Googler” even at 80 years of age.  He has kept his diabetes under control with food, he knows all the antioxidants to eat in an effort to stave off a return of the prostate cancer he had years ago and he has researched the company history and management team of the stocks he buys.  He pays attention to the things that affect his life.  He has taught me to know more about things, challenge the status quo and to stand strong in my conviction  – but back it up with data.

 

These lessons, these things he has taught me have contributed significantly to my life providing an even greater power now while I work out a redesign of my business and personal priorities.  Having in the past few months slid quietly into a self-imposed leave of absence from many outside influences to lay down the groundwork for this change.  I am ever grateful to my dad for these and many more lessons that have served me well in the past and will serve me well in the future.

 

Thanks Dad – You have shaped much of my life and given me strength and courage to be the person I am today – so proud to be your daughter.

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The Great Big Shake Up

1088029 87629201 300x224 The Great Big Shake Up

“The key to change… is to let go of fear.” – Rosanne Cash

Many people who have been connected to me in social media will have noticed I took a social media vacation this last while.  Mainly to re-examine both my business and my life – I was fortunate to have a friend who cared enough about me to offer me a lot of insight and spent the time to help me examination things pretty closely.  Mostly, he made me look at myself and accept things I was not aware I was doing, saying and being.  Facing some of it has been hard.

This year has been a year of purpose for me, focusing on family and gaining insight about my future direction.  It has also given me some time to re-examine the grand plan for both the business and my own direction and a number of themes have emerged.

  • Purpose
  • Authenticity
  • Being with people
  • Asking for help
  • Letting go
  • And my own valuation

I suppose I’m going through much of what any entrepreneur goes through when they find themselves on a road they never started out on and have lost their map.  But it is much more than that.  I have changed, my intentions for my purpose have been lost, and with that comes the awareness a great transition is necessary to right this wobbling boat.

Over the next few months I will be making changes to the business and to my life to get onto a path that is more in keeping with my own truth and talents, and be able to serve others more effectively and authentically.  I will be creating the means to be more centered, more focused in a smaller, tighter package in order to remain true to myself personally and the reason I got into business in the first place – and I will be working to remain true to my family.  I will be putting on the brakes with a few things, and it has been a very messy journey of processing and a filtering of thoughts, beliefs and ideas, but I guess transition can be messy – well, it has been this time.

I intend to share as things move forward, especially those changes which impact clients, readers, followers and anyone who might wander onto this blog with an interest.

This is more of a life-shift and each of the themes above will be driving forces in re-setting the direction.

In taking the quiet time I needed to work through all of the examination I shared with this friend, I have discovered crazy insecurities I thought were long past, renewed a sense of self and I have rediscovered purpose.

I am significantly impacted by this, and by the very personal experiences I have gone through over the last year while sitting in the side-car of my mother’s health journey.  It is my hope I can offer a little more of the authentic Patti and avoid needing such intense privacy.  It is also my hope that in not keeping my faults and struggles so private, I can better serve my purpose and the many people I value so dearly.

For your support and readership, I am ever grateful.

-Patti

Make it Grand!

Patti Image.sm  The Great Big Shake UpPatti Blackstaffe works with people and organizations to develop

Happy Workplaces world-wide guiding them toward mastery and leadership

through consulting, advising, coaching, speaking, and delivering training.

You can reach Patti at 1-855-968-5323 | contact her here | book her to speak


 

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Business IS of the Heart

…When Cultures Collide in Mergers and Acquisitions

Business consultants tell entrepreneurs to know their exit plan, and many focus on a merger or acquisition market as they build their businesses.  This is especially true in the technology or engineering space, where valuations are done of a technology which may be attractive to larger firms looking to grow their offering.

When a valuation is being performed on a company prior to merging or acquiring it, that valuation is usually based solely on the financial side of the business.  A careful calculation of the assets and liabilities, the varied business market, the intangible assets like trademarks or patents, financial reporting and more.  A company does their homework before any merger or acquisition, and typically if a sale goes through, they feel confident they’ve made the right move.

But there is one thing that is rarely done… and that is a careful study of the differences between the company cultures.  Culture is about shared attitudes, values, goals and practices that make up the “personality” of a given company.  Personalities are important.  Imagine, if you will, two people discussing getting married and they both have children and homes.

Of course ‘marriage is of the heart and this is business’, you say?

Well, two companies coming together needs to be treated like a marriage.  If you were considering marrying someone, you do need to consider your partner’s financial health and see if it matches yours, but is that all you would look at?  I would think you should see if there is compatibility of the values, attitudes and practices.  How you raise your children and how they raise theirs may be so far removed from one another, you could be creating Armageddon rather than a loving, caring blended family.  It could be that you are sending a child or two on a run-away spree, or will be forever burdened by being the nasty, horrible and wicked step-parent no matter how hard you try.

Fight2 1195567 Business IS of the Heart

image courtesy of Presentation-Process.com

This little analogy is very apropos for M&A (Mergers and Acquisitions) and cultural evaluations are starting to make headway in some M and A analysis of companies.  Why?

Because after you buy the company and by the time you ask a consultant to come in and help with the messy change management of the two cultures, it can be too late.

It is imperative the company buying takes a careful look at the culture of the company being purchased and consider this in their valuation.  A company purchasing a heavily creative and innovative group whose mandate it has been to focus on the customer may find their new family clashing with a process driven conglomerate whose focus is global spread and, trust me, that can be disastrous.  In fact, in technology, the key component to a wise purchase is in determining how to retain the knowledge held by the employees.  Your software is only as good as the people writing it, and you want them to stay.

I am not saying it cannot be done or to avoid the purchase, what I am saying is, you better already have a great plan in place for merging not only the technology or the company, but the cultures too.  Doing your homework needs to be holistic, not finance specific, know what pitfalls and roadblocks you will suffer if culture is left out of the equation, or that beautiful valuation sheet may very well be worth far less once the knowledge has walked out the door.

There are things you can do to prepare in advance:

  • bring someone in who understands how to evaluate cultures and
  • work at building a plan of action toward a healthy merger or acquisition, upfront.

It behoves you to do so, because business is of the heart, and shouldn’t be about wasting money or losing talent.

 

Patti Image.sm  Business IS of the HeartPatti Blackstaffe works with people and organizations to develop

Happy Workplaces world-wide guiding them toward mastery and leadership

through consulting, advising, coaching, speaking, and delivering training.

You can reach Patti at 1-855-968-5323 | contact her here | book her to speak


 

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Traveling Your Journey ‘From Bud to Boss’

From Bud to BossCover 300px1 Traveling Your Journey From Bud to Boss

Book Review:

Everyone is a leader, from the guy helping out at the sports game to the teacher, to the person who answers phones at the dentist office.  Every part of our jobs involves leadership skills in one form or another.  Just navigating your way through the chaotic and ever-changing world we live in requires a myriad of leadership skills.

In all of the chaos and fluctuation we seek to find a voice of reason and a calm guide to help us work our way through and it’s especially challenging when we have most recently been promoted to a management role and are moving “From Bud to Boss”.  Well, you can make a stop on that journey of searching and take more than a peek at a new book of just such a name by Kevin Eikenberry and Guy Harris.  From Bud to Boss – Secrets to a Successful Transition to Remarkable Leadership is more than just a book, it’s a journal of steps and strategies that will bring you closer and closer to your goal of being a leader people choose to follow.

If you could have a map for dealing with the significant change from an employee to a boss it would be within the pages of this book.  Charting a course through that change, the critical components of your own leadership style and how you communicate physically, emotionally and verbally is not always easy.  Self evaluation is a big part of growth and Eikenberry and Harris provide ample ways to take a good look at yourself, much like holding a mirror up to you and showing you what other people see.

Why is that important?  Because until we see ourselves as others might see us, our willingness to grow is hindered by a limited view. That limited view provides limited direction.

“But now the world is different, and your perspective must, necessarily, change”

With a clear guide through the transition From Bud to Boss Eikenberry and Harris offer you what they call “Remarkable Principles” that, when read alone, provide a great template for remembering the lessons in the book – grab a highlighter you’re going to want to have these as road-signs on your map to leadership.

“Change is a choice. People don’t resist change, they resist being changed.”

With every “Remarkable Principle” comes both explanation and hands-on, real-life strategies you can take with you and utilize immediately.  This is a workbook, a book for a person who has a great desire to take the journey to remarkable leadership.  Each exercise applies to you – not some generality you must work hard to apply to your own circumstances.

Throughout the book you will find a “Bonus Byte” a hint or tip for applying the exercise to your own leadership, your team efforts or for simply taking a look back at the steps you have taken and re-assess.

Everyone needs a stepped plan, a place to start and support in getting there.  “From Bud To Boss” gives you all that, in addition to a plethora of resources you can tap into in reaching your goals of making a difference as the leader you were meant to be.  In addition to all the resources, Eikenberry and Harris help you define a vision for your leadership, your relationships and grow a relationship with yourself.

Not sure why you would bother?  It is this writer’s opinion that everyone has room to grow, no matter how successful a leader we are, we always have room to learn more, be more and do more.  Take this journey and discover the total cost of not adopting change as the authors walk you through the steps and the path of discovering what happens when we stagnate while change swirls all around us and we live romanticizing the past that we ‘think’ has served us best.

If you were to step yourself through the rugged path of leadership, without a guide, without an understanding of what lies in your path , it is going to be a slower journey.  Everyone wants some indication of how to deal with the pitfalls, the roadblocks, the trees in the road, and while one cannot possibly give warning of everything – this book addresses a good many of the critical factors in leadership and creates a map worth following.

“Most people communicate in the way that is most comfortable to

them. While there is nothing inherently wrong with this tendency, it

does present a bit of a challenge to you as a leader.”

None of us are on this journey alone, if you’re the boss – you have a team and an organization you must communicate with, not to mention meeting the expectations of your own boss.  Follow the information in the Communication chapters to more effectively influence, support, and provide memorable meaning to what you say and how you say it and then begin to understand the deepest and most relevant skill your team needs – you, listening.

Whether it’s adjusting to change and communicating effectively or coaching and evaluation, ‘From Bud to Boss’ offers a comprehensive workbook and leader-journey to support the key to accomplishing great things… and that is collaboration.  They walk you through healthy and unhealthy conflict showing you the difference and give you steps to successfully deal with both so that you, the leader, can set – work toward and achieve your goals.

Kevin 300dpi 300px 150x150 Traveling Your Journey From Bud to BossI don’t know Kevin Eikenberry or Guy Harris, but I get Kevin’s newsletter and read it weekly – that newsletter is always packed with content and valuable information.  No fluff there, so when I heard he teamed up with Guy to write a book– I found out how I could get an advance copy to read.  Thanks to Kevin and his generosity, I have the privilege of adding a valuable manual for leadership to my bookshelf.  It is a book I will reference frequently and that offers more than just words on leadership, it offers actionable steps,  resources and a touch-base of follow-up support for the leader who chooses to change, grow and develop with and for the people he/she is privileged to lead.

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Great Leaders in Mediocre Companies

exit sm 300x224 Great Leaders in Mediocre CompaniesHave you ever worked for a really fantastic leader within a company that did not celebrate collaboration or leadership?  How about a company who cared less about their culture than they did a spreadsheet?

I have.  One of those great leaders was a PM I worked for directly; the other was the director within an R&D department. Both of these gentlemen were exceptional leaders in addition to being technically extraordinary within their field.  What I noticed was that no matter how difficult the organization was to work within, no matter how their creativity and innovation was stepped on or their hands tied, they always approached their teams positively and enthusiastically.

Here are a few of the lessons I learned from these two leaders:

  • It is possible to change the world.
  • It is possible to deliver exceptional product within pockets of an organization that does not make people, customers, creativity and innovation their priority.
  • A great leader always puts people first and foremost.
  • Maintaining a can-do attitude will provide exceptional results.

Are these two folks still working at this company?  Not on your life.

Here is what I learned from their departure

  • The world we change may not be the one we originally set out to change.
  • Without the backing of their company, great leaders will share their strengths elsewhere.
  • Great leaders will gravitate to where they can lead people not process.
  • Regardless of the technical results, a great leader cares more about the quality of what they leave behind than what shows up on a spreadsheet.

Companies who are seeking great leaders may very well have them right under their noses.

To a company that does not champion leadership; they might see a leader’s passion as misdirected rather than innovative.  Great leaders challenge the Status Quo – they push against process for process sake and they are rabble-rousers against any decisions made blindly without asking for input from the hands-on specialists on the front-line.

If a company is seeking great leaders, they must first become a company that seeks great culture.

  • One where creativity, innovation, people and behaviour is clearly defined.
  • Where people who don’t fit within the desired culture are paid out to leave.
  • Where people are treated with respect, dignity and compassion, and celebrated for their strengths.
  • Where performance management also holds employees up to the company values.
  • Where the company LIVES their values and their mantra can be repeated by all staff members.

Patti is a strategic advisor in Leadership Development, Customer Service and Culture through Mergers and Acquisition. You can book her to speak at her personal page.

Need Strategic Sense for your business? – hire us for Leadership Development of individuals, teams, group training and company strategy. Happy Workplaces Succeed, take the path to get there. (403) 201-8512

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Make YOUR company a Cirque Du Soleil

KOOZA Make YOUR company a Cirque Du SoleilThis evening I had the pleasure of celebrating my birthday a little early by attending KOOZA by Cirque du Soleil, a gift from my kids (thanks kids).  What a show – between the antics, the acrobatics and the feats of amazement, I could not help thinking about how all our companies could learn a thing or two in both customer service and leadership.

Here are a few of my observations:

1.      Not just any old circus

The quality of each and every act is superior to any show I have witnessed.  Painstaking detail goes into every costume, all the makeup, the lighting, the sounds and especially safety.  With the maintenance of equipment, upkeep of fabrics for costumes, and the polished shine on the metal parts to catch the light, it is all miraculously new-looking and beautiful, despite hundreds of previous shows.  NO cutting costs for cheaper fabrics that don’t stretch with the body, cheaper makeup that runs when you sweat, low-cost equipment – nope, because this is a class act.

There will be no oil leak at this Cirque!

2.       Everyone is a star in this gig

If you are a trapeze artist, there’s a good chance you will be moving sets and removing items from the stage.  If you have some other talent in your past that would be beneficial like massage therapy or plumbing, you may be asked to provide that as well.

There are no headliners or heroes. Everyone is a star in this gig – you have talent, well, chances are you were gifted with more than one and your job is to not only contribute those talents but also support the talent of others in every way possible by pitching in on everything you can.

Get over yourself – get into the team.

3.       Don’t show the customer the cogs, give them what they came for

We went to Cirque du Soleil to be entertained, and entertained we were.  There are a ton of mechanical, technical and physical adjustments between acts, but we were barely aware they were taking place because of the high-energy, excitement going on all around us.  The clever distractions and crazy antics kept us highly entertained and laughing the whole way through.  And then suddenly, we became aware that they’d put together rigging right there out in the open for the next act, and we barely noticed its arrival because we were so caught up with the fun of the show.

This is how the best of the best make your life happy as a customer, they make your experience seamless and fun. You don’t notice how hard they are working in the background to deliver your product and you don’t have to care.

Getting great service or a great experience should be just that, great!

4.       Surprise EVERYONE

This is the third Cirque du Soleil show I have attended and I never grow weary of them.  Why?  I am always pleasantly surprised.  They don’t do this with any one thing; it is the combination of things that offer me continual enchantment, so much so I forget to blink in the event I may miss something.  There is action happening at every level, every corner of the facility or tent to keep me in amazement.  I have a hard time finding anything at all to complain about because of the perpetual activity that astounds me.

If you have one department that truly shines above all others according to customer response, then learn from these folks, because EVERY department needs to shine and surprise.  This means learning how to become a company that always exceeds customer expectation rather than meeting it.

Think Apple.

We cannot all be Cirque du Soleil, but we can certainly learn a lot about business and leadership by being one of their customers, I recommend you attend and while you are there, observe, learn and figure out how you can implement.

Patti is a strategic advisor in Leadership Development, Customer Service and Culture through Mergers and Acquisition. You can book her to speak at her Speakers Page.

Need Strategic Sense for your business? – hire us for Leadership Development of individuals & teams, group training and company strategy. Happy Workplaces Succeed, take the path to get there. 403-201-8512

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How Do Your Employees Measure Up?

measureup kliverap Poland How Do Your Employees Measure Up?

photo courtesy of KLiverap, Poland

Think about this.

The average worker may fail to exceed expectation but most often they meet evaluation.

What you evaluate determines employee performance review scores – these scores determine their advancement.

What they’ll work hardest to achieve is what they believe you need from them to meet those scores.

Ask yourself this:

Where is the disconnect between what kind of performance I WANT and what I evaluate?

Your evaluation must be directly related to reaching the goals set forth by the team.  A solid review of the evaluation you use tied into where you want the team to go will offer your employees a clear path to follow.  Remember to evaluate on those “intangibles” you want to see happen and be clear about what they are.  Share those measures with the employees!

Once these are in alignment, be enthusiastic in sharing your passion for achieving the goal.

See the goal, align your performance evaluation with meeting that goal, watch them shine.

Guess what?  Your employees will then pleasantly surprise you.

Patti is a strategic advisor in Leadership Development, Customer Service and Culture through Mergers and Acquisition. You can book her to speak at her Speakers Page.

Need Strategic Sense for your business? – hire us for Leadership Development of individuals & teams, group training and company strategy. Happy Workplaces Succeed, take the path to get there. 403-201-8512

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When cultures collide, does the CEO take charge?



Rutting sm1 When cultures collide, does the CEO take charge?

Image provided by Sias van Schalkwyk, South Africa

If you’ve ever belonged to a company that’s been taken over through a merger or acquisition by another company, rest assured, your original Executive will change camps.

Companies typically buy other companies for how the product leverages its portfolio or market share, not because it’s filled with rocking collaborators.

I have yet to see a merger or acquisition result in anything less than a collision of cultures.

The difference in the success or failure after the purchase or merging of these cultures can be described in how the collision takes place.  It can be anywhere from a bump of the shoulders and eventual turn toward the same goal to a total a write-off like a car left in a twisted wreck.

The change-management of such a significant alteration in the ‘flow’ of an organization takes time and effort, and it begins at the CEO level.   Acceptance of good decisions in the purchase or merger with another company almost always is adopted by the executive first.  Let’s face the fact, it behoves them to do so.  The higher in the organization you are, the more you must adopt the direction set forth before you if you are to remain and still play nice in the sandbox and reach success.

If little or no change-management or clarity of direction is offered the employees, they’ll feel like they’ve been betrayed as they witness their executive ‘going over’ to the other side.

People like their current work-flow (good or bad) and significant change shakes up the apple cart – this requires guidance and leadership.  Guidance begins, (and must be followed through), at the CEO level.  The CEO who rolls up the sleeves, gets involved in the change-management and helps the organization evolve is better equipped to retain its best talent, industry expertise and product knowledge.

Choose to leave it to others, and those others will follow your lead, leaving it to others all the way down the chain until the mass exodus out the door begins at the front line levels and works its way back up.  What are you risking by ignoring the obvious?

Patti is a strategic advisor in Leadership Development, Customer Service and Culture through Mergers and Acquisition. You can book her to speak at her Speakers Page.

Need Strategic Sense for your business? – hire us for Leadership Development of individuals & teams, group training and company strategy. Happy Workplaces Succeed, take the path to get there. 403-201-8512

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Human Capital and Culture

CultureChange sm Human Capital and CultureMergers and Acquisitions (M&A) are an enormous effort for the companies involved.  Not only are you busy putting process and financials together between two companies, every single level of the organization must take on a ‘change role’ as they begin to integrate.

There are several ways we see this managed by the companies involved:

  1. Push: The larger acquiring company pushes it’s systems down to the acquired company and defines a “This is how we do things here” stance.
  2. Handshake: The two companies take the time to evaluate the systems and processes in order to determine which ones will work best for the newly forming organization.
  3. Separation: The companies are tied at the highest level, but the two companies work and function with autonomy from each other with exception to the reporting levels.
  4. Pull: This happens when a very small company is purchased by a larger organization, often you will see the small company become a department or branch of its own, taken under the wing of the parent company.

Many of us have been through one or many M&As in our working lifetimes and we all have an opinion as to how it was handled, how smooth the integration and how effective the changes were.  In many cases the changes are seen as negative experiences and there is a reason for that.

M&As occur for a variety of rationale, a company wishes to partner with another company who has a compatible product – a marriage of sorts.  A company will need to improve their portfolio based on a particular direction they wish to head or a company may wish to corner a market and cannot do it alone, but needs the product or strength of another company to accomplish that task.

One of the actions that can be abandoned in this process is the due diligence of evaluating a mix of varied cultures and the effect bringing those cultures together may have on the organization.  Cultural compatibility is necessary for ensuring that the very expensive investment made in the new company will be realized with an appropriate ROI (return on investment) for the product being purchased.

If any of you have older teens who have dated someone with a completely different family background than yours, you know what I am talking about when I say marrying cultures.  You can see the differences pretty clearly, but those teens are rather blind to what the issues may be.  If they carry forward into marriage, there will always be some serious road-blocks as they work their way through those differences.

In the beginning, the excitement of what “could be” doesn’t take very long to turn into “uh oh” as the two organizations begin to define their “show stoppers” and “must haves”.  Understanding the risk you take in cultural incompatibility is vital in managing that integration.

Change is always hard, it is our human nature to avoid it at all costs and instead rest in our comfortable way of doing things.  The last thing any company wants is to pay 8-50 million dollars only to see the product knowledge walk out the door and risk the product and the investment all together.  Your ROI includes the people involved, M&As are best accomplished with a people approach.

Patti is a strategic advisor in Leadership Development, Customer Service and Culture through Mergers and Acquisition. You can book her to speak at her Speakers Page.

Need Strategic Sense for your business? – hire us for Leadership Development of individuals & teams, group training and company strategy. Happy Workplaces Succeed, take the path to get there. 403-201-8512

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‘Service’ Station? I think not!

880194 291755891 Service Station? I think not!A letter to the attendant at the Esso gas station in Claresholm…

I am sorry you are alone; it can be daunting to be the lone worker behind the counter of a gas station on a major highway at night.  I am certain there are many rules about where you need to be to remain safe, especially as a female.  So I thought I would help you out a little by offering some suggestions to the little problem we had last night.

Our problem, you ask? It is shocking when I come and tell you there is no toilet paper to find out you knew all along when you handed me the key to the washroom. It was even more disappointing to find out the next people will suffer the same issue until the following shift comes in because that was when you intended to solve the problem.

1.       You might wish to request permission to lock the door with a “back in 5 minutes” note and replace the toilet paper.

2.       Perhaps you could hand someone a roll as they walked into the washroom asking them to set it on the back of the toilet until you get to it.

3.       Ideally, you might have given me this little tid-bit of information when you handed me the key so I would know there was none, then I could find my own solution.

Stuff happens, toilet paper runs out – I can handle that.  What I don’t understand is your attitude and lack of concern or care for the many individuals who will enter your establishment – not to worry, they will only enter it once.

There is a gas station down the street from you; they are always crowded and seem to gain most of the highway traffic going through because line-ups at the pumps are daily occurrences.  Whenever I have mentioned something to them, they jump into action.  I will be their customer from now on, because your lack of care for my concern just lost me.

Patti is a strategic advisor in Leadership Development, Customer Service and Culture through Mergers and Acquisition. You can book her to speak at her Speakers Page.

Need Strategic Sense for your business? – hire us for Leadership Development of individuals & teams, group training and company strategy. Happy Workplaces Succeed, take the path to get there. 403-201-8512

share this Service Station? I think not!