Core Values A TIGERS Success Series Company Fri, 18 Apr 2014 12:00:48 +0000 en-US hourly 1 Team Building Activities Reduce Workplace Incivility Fri, 18 Apr 2014 12:00:48 +0000

Businessmen holding hands and feet to bridge cliffsTempers flare when a weekly sales quota doesn’t get met….

An employee is told to comprise their standards – maybe fudge some numbers or overlook a quality control issue…..

A manager takes credit for an employee’s hard work…

All instances of workplace incivility? Absolutely! According to the eighth National Business Ethics Survey (NBES), 41 percent of over 6,400 workers surveyed said they have observed misconduct on the job. Believe it or not, this number is down from 55 percent in 2007. For business consultants, team building coaches, and facilitators engaged in corporate team building, these numbers are still way too high! So take a look at team building activities that reduce workplace incivility.

With the economy on the uptick from a long and arduous recession, incivility and hostility in the workplace is slowly turning around. For business coaches, this is great news. Organizations are starting to do a better job at holding the offending employees and managers accountable. The time is ripe for consultants with a toolbox of teambuilding resources to make a big impact in creating a collaborative workplace culture.

Michael G. Oxley, ERC Chairman of the Board, former Congressman and House co-sponsor of the Sarbanes-Oxley Act of 2002 states, “Companies are working harder to build strong cultures and implement increasingly sophisticated ethics and compliance programs.”

On the flip side, the decline in wrongdoing and incivility defied two factors that often accompany misconduct – retaliation and pressure to violate rules. Both began to rear their ugly heads two years ago according to the NBES 2011 and seem to foreshadow an uptick in bad behavior.

The study also shows that most misconduct is committed by managers. Managers are responsible for a large share of workplace misconduct (60 percent) and senior managers are more likely than lower-level managers to break rules. More than one in five workers who reported misconduct said they suffered from retribution as a result.  Those who chose not to report misconduct state that fear of paybacks by senior management.

So as a facilitator or internal corporate trainer what constitutes incivility? It ranges from minor social infractions to actual physical harm and includes:

  • ignoring common courtesies such as excuse me or thank you
  • disregarding another coworker’s time by showing up late for meetings
  • taking credit for another’s work
  • spreading gossip to alienate a coworker
  • public belittling and criticizing
  • writing hostile emails or leaving snippy voicemails
  • shutting a coworker out of the loop by withholding communication
  • shouting at subordinates and coworkers
  • actual physical violence in the workplace

A seasoned business consultant knows to look for the more subtle signs of incivility in the workplace including:

  • Loss of productivity – employees only perform at the bare minimum
  • Lack of teamwork – backbiting and lack of cohesion creates an “every man for himself” environment
  • High employee turnover and absenteeism–talented employees are walking out of the door
  • Poor customer reviews/loss of customers – employees who experience incivility or are uncivil themselves have a tendency to provide less than “exemplary” customer service

When conducting teambuilding events, consultants and facilitators should look at the corporate environment as a whole. With an improving economy, incivility in the workplace is slowly on the decline, but 4 out of 10 employees still either experience or witness incivility in their workplace. With proven resource tools that provide measurable and scalable results, business consultants avoid temporary “quick fixes” to ensure upper management and employees assume accountability for behaviors.

We have two slots available in our facilitation methods training and licensing. Here is a link to schedule a call to determine if TIGERS Team Wheel Facilitation Methods are right for you.

Copyright TIGERS Success Series, Inc. by Denise McGill

Tigers_300dpi_LogoAbout TIGERS Success Series, Inc.

TIGERS is a collaborative work culture model that identifies behaviors that support six principles necessary for collaboration. These principles are trust, interdependence, genuineness, empathy, risk and success.

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Are Companies Acting in Line with Their Values? Fri, 11 Apr 2014 11:47:34 +0000

The challengeBosses are trying to rally disengaged employees as their companies limp out of the recession.

Employees want to fire their bosses or quit.

Short term leadership decisions that punted thousands of employees into unemployment lines without regard  to refilling the ranks is now coming back to haunt boards of directors.

Leaders are scratching their heads wondering where they are going to find qualified people to fill evolving information jobs while there are not enough capable  welders to stick their ideas together.

The times — they are changing.

A study released by Hill+Knowlton Strategies shows that businesses in America – and around the world – are struggling to communicate something the company calls “character”: the interaction between brand, reputation and behavior. The study examined how consumers make decisions, where they get their information and how they view inconsistency in a company’s communications and actions. The results show that an inability to communicate character impacts a company’s ability to connect with the public in a way that drives positive reputation and financial value.

“Our research shows that big consumer decisions, like who to buy from or where to work, are strongly influenced by companies’ character. And 89 percent of consumers trust friends, family and peers most when it comes to information about a company.”

Inconsistencies like this raise serious questions about trust and the trustworthiness of leadership.  According to the findings, nine out of 10 Americans believe that companies need to do more to bring their behaviors in better alignment with their publicly stated values. Beyond that, nearly half of Americans think that companies’ behaviors are out of alignment with the values they publicly promote.

CharacterLiar liar pants on fire — behavior speaks louder than words

H+K Strategies found that consumers view this misalignment as dishonest, and that perceived dishonesty can lead to crisis. On the other hand, 73 percent of Americans are more likely to purchase products or services from companies that are good at what H+K Strategies calls “Communicating Character™.”

“We have been studying the impact of ‘character’: the intersection of brand, reputation and behavior on how the public views organizations,” said Andy Weitz, U.S. president and CEO of H+K Strategies. “Our research shows that big consumer decisions, like who to buy from or where to work, are strongly influenced by companies’ character. And 89 percent of consumers trust friends, family and peers most when it comes to information about a company.”

If they did it once, they will do it again.

The study also found that:

  • Only one in 10 people trust companies more today than 10 years ago.
  • Nearly nine out of ten people look first to friends and family – not CEOs, not the government and not the news – for trusted input on companies.
  • When asked to grade companies for behaving responsibly, having a positive impact on society and being trustworthy, two thirds of the public gives them an unimpressive C or below.
  • About half of people think companies are trying harder to have a positive impact on society, but only one-third are convinced that companies are actually behaving more responsibly.
  • Sixty-four percent want companies to demonstrate character through volunteerism and philanthropy in the community.
  • Three-fourths of the public says that there is greater access to information about companies than ever before. This new age of transparency means that consumers aren’t just hearing carefully crafted brand messages through advertising and other traditional media. It also means they’re hearing about companies’ reputations and behaviors from consumers and third parties across the world.

Too frequently, businesses only understand or address the collective impact of character when they have reached a crisis state. They view character as a defensive strategy when good character simply can’t be won or manufactured on the spot.  Trust does take time to rebuild.  When companies go on the offense by Communicating Character, they stand out from their competitors — when their character was good to begin with.

The good news for leaders who stood for integrity, were transparent and honest with employees during the Recession is that three out of four people said they were more likely to spend money with companies who demonstrate they have character.  Now more than ever, what your employees tell their friends matters.

Survey Details

The study collected 3,000 online interviews among U.S. adults between Oct. 11 and Oct. 21, 2013. Adults were selected to rate an industry based on a recent purchase history and knowledge of the industry. There were a minimum of 150 completes within each industry.

Copyright TIGERS Success Series, Inc. by Dianne Crampton

About TIGERS Success Series, Inc.

TIGERS Success Series has been helping leaders build high performance teams and work cultures that employees love returning to after a few days off.  TIGERS provides team development services and licenses human resource executives in the use of a proprietary team building tool box that improves workplace trust, interdependence, genuineness, empathy, risk resolution and success.

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Create a Positive Working Environment with Leadership Training Games Fri, 04 Apr 2014 12:01:10 +0000

climbinglatterWhile you cannot always have a positive working environment, you will find that the more positive you are within your organization, the more positive and productive your employees will be. And by creating a positive work environment, you will also enjoy a higher employee retention rate. One way to create a positive working environment is by utilizing leadership training games and team building activities.

There are many ways to create a positive working environment for your employees, and the following articles offer many helpful suggestions on the subject: Building a High-Trust Culture #2: Invest in Respect, Creating a Company Culture of Joy, Creating and Keeping a Positive Company Culture, and Putting Employees Before Customers.

A positive working environment is extremely important for employee satisfaction and productivity, so if you would like a more productive team, make sure to focus on leadership training games that offer direct application to leadership excellence, as well as these other tips, to create a positive working environment within your organization.

Focus on respect within all levels of your organization.

According to Building a High-Trust Culture #2: Invest in Respect, trust comes from mutual respect. Employees are more productive and satisfied when they trust their employers, and in turn, they have fewer personal agendas and are better able to work in team environments. Invest in the positive aspects of your organization, and give employees a chance to see their successes, rather than just their shortcomings, and you will begin to see that employees will start focusing on the positives as well.

Create teams to share ideas and responsibility.

According to Creating a Company Culture of Joy, the company Menlo has achieved a positive working environment by creating working pairs for tasks. The idea behind pairing is that two sets of eyes are better than one, so when employees are writing software for Menlo, both partners are invested in the work, and they share the responsibility. Mistakes are often caught earlier when both partners are working toward the same goal. Other companies can create these working teams by utilizing leadership training games to identify different skill sets among their employees. Team members with complementing skill sets create effective teams within organizations.

good employee attitudeIdentify company goals and values at the beginning.

Many companies are so focused on their product that they forget to identify their company goals and values. According to Creating and Keeping a Positive Company Culture, this is a mistake. Your company’s future direction and how employees and leaders treat one another is based on today’s goals and values, so you should first identify these aspects. And with those goals and values, you should identify the team players who are enthusiastic and are champions for your brand. Utilize leadership training games to identify these individuals, and shape your company based on your already-defined values.

Trust your employees and listen to both sides of every story.

Employees are just as important as customers for your organization, and according to Putting Employees Before Customers, it is important to trust your employees. Unfortunately, situations can arise that put both employee and customer in an unpleasant situation, and it is important for employees to feel that you are behind them. Part of this is ensuring that you listen to both sides, and, sometimes, removing your employee from the situation to relieve pressure on both sides. If this is how you handle the situation, make sure to fully discuss the situation with your employee to explain your reasoning and reduce hurt feelings.

Creating a positive working environment for your employees should be a priority for your company, as it fosters greater employee satisfaction and productivity. Utilize leadership training games, as well as the above strategies, to keep your company positive.

Copyright TIGERS Success Series, Inc. By Dianne Crampton

Dianne Crampton

Dianne Crampton

About Dianne Crampton

Dianne Crampton is the Founder of TIGERS Success Series, Inc. She has helped leaders build teams of engaged and loyal employees for over two decades. Merrill Lynch nominated Crampton for Inc. Magazine’s Small Business Excellence awards for her merger and team change work.

She most recently was honored by HR. Com for owning one of the best small consultancy practices in North America.

Join TIGERS and Dianne Crampton at for ongoing team development conversations.

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Leveraging Organizational Culture for Success Fri, 28 Mar 2014 13:10:20 +0000

-time-is-moneyGuest post by Rob Peters

Click To Download The Info-graphic Doc21 

A 2013 Booz & Company study, Culture’s Role in Enabling Organizational Change by DeAnne Aguirre, Rutger von Post, and Micah Alpern analyzes the results of a survey of 2,200 executives, managers, and employees from a broad range of companies across the world.  This research sheds light on current perceptions of organizational culture.

This study shows a widespread belief that organizational culture is a key element of company success. For example, as the authors report, Eighty-six percent of C-level executives and 84 percent of all managers and employees say culture is critical to their organizations’ success, and 60 percent see it as a bigger success factor than either their strategy or their operating model.  Business leaders require a framework for assessing and transforming their organizational culture for success.  Business culture happens at the intersections of where people interact.

The Standards of Culture Maturity Matrix has been developed for that purpose.

There are four levels of business organizations have culture mindsets from:

  • Level Zero Community Mindset: “Chaotic”
  • Level One Community Mindset: “Conformity”
  • Level Two Community Mindset: “Acquiesce”
  • Level Three Community Mindset: “Do-The-Right-Thing”

Most organizations are in level one and two.  Very few firms sustain at level zero and leaders are just beginning to understand the benefits of nurturing a level three “Do-The-Right-Thing” Culture.

The Five Standard Dimensions of Culture are:

  1. Standard of Knowledge
  2. Standard of Behavior
  3. Standard of Relationships
  4. Standard of Acknowledgement
  5. Standard of Striving

Standard of Knowledge

The first thing that differentiates the maturity of an organization’s culture is how it generates, communicates, and consumes information.  This factor is foundational to our maturity matrix.  Level one communities of conformity mindset and behavior store-way information in the hands of the privileged.  Workers are primarily task-focused. Bosses issue orders from above with no clarification and nothing strategic can be added from letting others in on your confidences.

As organizations and groups grow in complexity, Level two cultures of “Acquiesce” or informed acceptance require systems to transmit information in an efficient and organized manner. These companies go to unusual measures to share necessary information.  Group members are well trained and can freely access the rules of conduct, but management keeps tight controls on other types of information and releases it on a need to know basis.  Now, juxtapose this with Do The Right Thing Cultures, which require transparency to flourish.  If these autonomous or self-governing cultures of individuals inspired by purpose and core values are to keep their commitments, they must have free and unrestricted access to the information they need to make sensible decisions.

An example of a Do The Right Thing Community is Valve Corporation.  Founded in 1996 by Gabe Newell and Mike Harrington as a gaming company, adapted and diversified into an entertainment, software, and technology. In addition to creating several of the world’s most award-winning games, Valve is also a developer of leading-edge technologies including the Source® game engine and Steam®, the premier online gaming platform.

The company has a reputation for creating a dynamic culture like no other.  Before it started creating games, it decided to design a culture of greatness.

The Handbook for New Employees provides simple straightforward knowledge on getting started.  Valve did not want hierarchy and top down control for predictability or repeatability.  It wants innovation; that is why they spend so much time seeking the most “intelligent”, innovative”, and talented people on earth”.  Sustaining an environment where they will “flourish”.  Telling them to sit at a desk and do what they are told destroys 99% of their value.

They have a founder/president, but nobody reports to anyone at Valve.

Employees pick their own projects. That is the hardest part of the job.  No one tells you what to do.  The percentage of self-directed projects is 100%.  If you are good at what you do, you will be busy. Individuals tend to gravitate toward projects that have high, measurable, and predictable returns.  Just like they were the CEO of their company.

How does a Valve Employee decide what to work on?

The same way they make other decision; by waiting for someone to decide that it’s the right thing to do, and then letting them recruit other people to work on it with them. But rather than just trusting each other to just be smart, they constantly test their own decisions.  Accepted views of sales, marketing, seasonality, regionality, the Internet, purchasing behavior, game design, economics, and recruiting, etc. have proven wrong.

How to get started on Project X at Valve

All you have to do is either (1) Start working on it, or (2) Start talking to all the people who you think might be working on it already and find out how to best be valuable.

Peers and Performance

There are two formal methods for evaluating performance at Valve:

  1. Peer Reviews – There is a framework by which Valve gives feedback to each other.  A set of people (this set changes each time) interviews everyone in the company, asking whom each person has worked with since the last round of peer reviews and how the experience of working with each person was.  The purpose of the feedback is to provide people with information that will support their growth.  The highest quality feedback is directive and prescriptive; designed to be put to use by the person your talking about.  The feedback is gathered, collated, anonymized, and delivered to each reviewee.
  2. Stack Ranking (and compensation) – Valve ranks each other against their peers. Stack ranking is in order gain insight into who is providing the most value to the company.  Valve has high profitability per employee than Google, Amazon, and Microsoft.  A core belief is to do the right thing by putting the maximum amount of money back into the pockets of the employees. The flat organizational structure of Valve eliminates some of the bias that would show up in a peer-ranking system in other firms.


It is pretty obvious that the roles at Valve are dynamic.  Traditionally, nobody at Valve has an actual title.  This is not an accident, but by design, in order for them to remove organizational restrictions.  People have things they call themselves for expediency. People who interact externally from the company call themselves by assorted titles because doing so makes it easier in getting their work done.

Inside Valve, everyone takes on a role for the work that is in front of him or her.  Everyone is a designer.  Everyone can question each other’s work.  Anyone can recruit someone onto his or her project. Everyone has to function as a “strategist”.  In other words, everyone has to figure out how to do the right thing for the customer. All Valve people engage in analysis, measurement, predictions, and evaluations.  The company expresses these values by the list of credits they put in their gamesIt is simply a list of names by alphabetical order. This is a standard of acknowledgment that Valve has be performing since they shipped the blockbuster game “Half-Life”.

No Formal Employee Development

For senior people it has not proven very effective.  Valve believes that high performance people are generally self-improving.

Skills of Successful Valve People

The most successful people at Valve are both highly skilled at a broad set of things and world-class experts within a narrow discipline.  Because of the diversity of talented individuals at company, it is easier to become more proficient at things that are not part of your core skill set.

“Intrapreneurship is the use of entrepreneurial techniques within an enlightened corporation or organization, which allow employees to become Intrapreneurs (or corporate entrepreneurs) within the firm.” –Dr. Howard Haller

Standard of Behavior

There are a number of methods that people use to force action in others.  First, they can coerce them, intimidate them, threaten them, or entice them to do something against their will.  Second, they can induce them through promises of reward or fear and threats of consequence to freely decide that the desired action is in their best interest.  Third, they can inspire them, relate with that individual in a way that the desired action becomes a common objective.   This second standard of culture is largely the reason for individual and group behavior.

In level-one compliance cultures, people conform and obey. Autocratic leaders require people to “comply or else”. To enforce this compliance, organizations have vertical management structures with the power of authority focused in just a few individuals.   These autocratic leaders operate much like an overlord from the age of feudalism. The autocratic leader issues commands to be executed without question. The employee complies because of fear and threat yielded by the origination of this behavior.  Who gets to decide or source of authority lies in the power figure that can make independent decisions without the recourse over those people below.

Now in level-two community cultures of “go-along” or informed acceptance, people accede to the rules instead of the boss. Rules attempt to present impartial standards that direct behavior. This standard of culture is typically organized around hierarchies of functional knowledge.  Managers attempt to behave in accordance with the rules.  The responsibility of monitoring trustworthy rules behavior is assigned to a specific internal group, which could be the compliance officer or legal counsel.  The rationalization for behavior in go-along cultures is individual self-interest.  That self-interest interest is motivated by personal success.  Informed acceptance depends on a reward and punishment process to motivate people.  Also known as management by  “carrots and sticks”. This works because people believe that acceptance is in their best interest.  The source of authority is still a power figure. The decision-making has matured from random or arbitrary decisions to decisions based on rules.  No longer are decisions made without recourse but through a defined series of top to down decisions.

Now in level three do the right thing cultures, the origination of behavior are values and principles. It is these values and principles that are foundational to inspiration.  When they direct us, our belief in what we are doing gets elevated to a purpose and mission. Authority increases to those individuals who are aligned with the group’s core values.  Self-governance thrives because of the focus on individual empowerment and accountability.  People are inspired to interlock by common purpose and commitment. This level of commitment is much stronger than the qualified promises of the reward and punishment cultures.  The do the right thing organizational structure is flatter and deeply integrated.  The quality of the connections between individuals and teams execute in a state of high Relationship Capital (RC) trust.

circ de soleThe Cirque du Soleil culture of innovation values:

  • Being inspired by new challenges
  • Cultivating openness and debate
  • Diversity and the creation of a democratized environment in which the greatest ideas win.

Cirque’s demonstrated success since it was founded in 1982 has to do with its foundational belief that innovation is more a matter of culture than just process.


Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow. –William Pollard

Standard of Relationships

The third standard of culture explains the attributes that oversee and effect the social interactions between members of a group.  The roles and types of skills that each individual demonstrates, the standard for developing those skills, the level of trust within the group’s management process, the group’s affiliation to rules versus values, and the quality of the relationships with employees, customers, and third-parties.

Autocratic leaders, who share little power, lead cultures of conformity and compliance. Employees comply & conform to the orders they receive.  The “stick” or penalty is the driver or “whip” to keep employees moving.  As a result, quality control is highly leveraged by the supervisors in this culture, which demonstrates to the rank and file that they are not to be trusted.   This low-trust leaves the employee feeling insecure in their jobs.  Doubt about peers motivations and intent towards them only feeds the fire of distrust.  This distrust also is directed outside the company at customers and suppliers.  Customers are closely monitored and distrusted as well.  Suppliers are kept at arm’s length.  Partnering in these cultures is criticized, so people tend to be transactional and time focused for the short-term.

Cultures of  “acquiesce” create manager roles for individuals by detailed job description and consistently applied within the hierarchical organizational structure.  The focus is on performance execution.  To develop your skills, you would read training materials that would be specify the rules of success or the next steps to follow for achievement.  These cultures are noted for creating standard operating procedures (SOP) that managers must follow for reward recognition and for penalties & discipline. The level of Trust is credited to those individuals who have earned it and is constrained by a process of checks & balances.  This culture rewards respectable work that is accomplished and which aligns with organizational success. This trust process keeps managers accountable for their direct reports. The quality of relationship between customer and company is typically “price-driven” based on market-based capitalism. The business between these organizational entities is characterized by the traditional “RFP” or request for proposal process.  The vendor presents equitable pricing to the customer and gets paid in return (typically 30 to 90 days). Contracts are the “norm” for customer as well as third party supplier and partner relationships. Typically. Customers practice strict sourcing & contractual procedures even for those existing and proven supplier relationships.

In level three do-the-right-thing communities, every one’s role is to be a leader and lead by example.  These individuals take the initiative to renew their skills as well as the groups.  Lower community levels of learning and training programs fall short of their requirements.  The level of trust is of high relationship capital self-governance. These individuals on the team have earned credibility and influence through their consistent high performance.  These communities guide their decisions by what is the right thing to do for the mission and inspire greater levels of performance from their peers.  Values not rules are the compass for their performance. There is a social contract with all peers within the group that commits to growth. The quality of relationships with customers is to add value beyond expectation.  Relationships with third party partners and suppliers; is marked by mutual collaboration based on the core belief of making each other better. These relationship capital leaders are the personification of what it means to be a standard of trust.

Standard of Acknowledgement

The fourth standard of culture is basically the rewards & recognition and the penalties & discipline we use to acknowledge people.    Level Zero cultures have an arbitrary rewards & recognition based on the whims of the dictatorial power. Penalties and punishment directed at an individual can come unexpectedly from different levels of power from the firm. So fear is chronically high in a chaotic culture.  Level one communities of conformity differ in that it is the supervisor who arbitrarily determines most penalty & punishment and whom the fear is generated from in the minds of those reporting to them.

In a culture of acquiesce, functional managers follow the company guidelines to reward the personal success of individuals in their units as long as it correlates with stated organizational success metrics.  On the other hand, penalties & discipline are applied based on those standard operating procedures (SOP) of which level two communities are known for.  In level two cultures, the focus is on execution that achieves personal and organizational success. Mistakes are tolerated, but they are not endorsed.

In level three cultures of do-the-right-thing, leaders receive intrinsic satisfaction from achieving the mission.  As a result of team’s success, they are recognized by their peers as being “significant” contributors to the common mission and purpose of the group. Mistakes are viewed as being instrumental to innovative growth for the individual. The lesson learned from a mistake can be leveraged by the group as part of continuous improvement program that helps others in their execution and which saves time & cost.  Discipline is enforced with a combination of the individual and peer pressure.  Depending on the transgression in a level three culture, no penalty or punishment can be doled out that is greater in the minds of accountable individual then being sanctioned by your peers.

Motorola – Culture of Engineering

The boom times at Motorola lasted through 1995, a year in which the company posted profits of $1.78 billion on sales of $27.04 billion. The latter figure was nearly triple the company’s 1989 revenue figure. Then, seemingly, Motorola took a sudden downturn. Revenue growth slowed dramatically and profits fell. In 1997 the company reported net income of $1.18 billion on sales of $29.79 billion. There were reasons for the downturn were many, including price wars in and declining sales of cellular phones, slumps in the semiconductor and paging industries, troubles at Apple Computer which impacted sales of the PowerPC chip, and the Asian economic crisis which began in 1997.

Perhaps most importantly, however, Motorola seemed to have lost its capability to stay on the cutting edge of technology, principally in the wireless telephone field. Motorola had ruled the wireless world in the analog era, but it was not fully prepared when the switch to digital technologies began in the mid-1990s. Because it hung onto its cellular technology for too long, its share of the U.S. wireless phone market plunged from 60 percent in 1994 to 34 percent in early 1998.

In the midst of these challenges came another leadership change. In January 1997, Chris Galvin took over as CEO. His background was in marketing and management rather than engineering, was well timed. Many industry analysts had determined that Motorola’s troubles were part a result of its inability to listen to its customers. The company’s autonomous divisions were creating products; many of them innovative without first determining if the market desired them. The autonomous structure created further problems. Motorola’s paging, cellular, two-way radio, and satellite communications units operated as separate divisions, and in the company’s decentralized structure did not collaborate with each other, despite the increasing amount of overlap in these technologies.

In October of 2010, I was speaking about relationship capital leadership and open standards at the Business Innovation Conference at the Illinois Institute of Technology in the Chicagoland area.  Chris Galvin, the former CEO of Motorola was the keynote speaker and shared a story about innovation, culture, and how Motorola created the multibillion cable-modem industry.

As a CEO of Motorola, I was well aware of the “engineering” culture of the company that my grandfather Paul Galvin, founded as the Galvin Manufacturing Corporation in 1928 and my father Robert Galvin, who served as CEO of Motorola from 1959 to 1990.  Motorola’s driving cultural mindset was that of “engineering” whose motivation is to build things.  Now, being of marketing background, I was concerned that we were innovating without purpose or a compelling business case.  Our decentralized organizational structure was causing us to execute in a risk mode of READYàSHOOTàAIM.  Our innovations would launch in search of a market to serve.  I was in a meeting in which a group of Motorola R&D managers were seeking a favorable decision from me to continue investing in the development of this “cable-modem” device.  Based on the market data and the limited demand that I could see for the device, I made the business decision to kill the project.

Now, fast-forward into the future, my friend Reed Hundt, Chairman of the U.S. Federal Communications Commission under President Clinton was visiting me at my office in Schaumburg, IL.  He was on a global tour of communications technologies in Germany, Japan, and other countries.   Reed had just come from the Motorola R&D Lab in Arlington Heights, IL, a 10-minute drive from my office just bursting with enthusiasm over Motorola leading the world in this cable-modem technology.  “I remember thinking to myself I killed that project, didn’t I? I had found out later that despite my decision to defund the cable-modem project, the Motorola engineers believed in it so much that they continued to work on it in a skunkworks project sort of way. “That cable-modem innovation became a multi-billion dollar market that Motorola engineers created. The cable-modem business became one the biggest successes in Motorola history.  Now, if anyone tells you that the leader at the top knows which innovations will succeed and which will fail, they do not!”

Standard of Striving

The last and maybe the most foundational of all five of the standards of culture is Striving.  The Why of what we do.  The first attribute of why we strive is time.  Level zero cultures of chaotic mindset are focused on the task of the moment, hour, or day.  The level of trust is nonexistent so they do not reflect on the long-term reasons they do what they do.  Fear is so pervasive so this is a culture of do now or else. Dictatorial power is not interested in the long-term implications of their actions on capital (human, relationship, intellectual, etc.) but on dominating and directing.  Dictators do not pay attention to market issues or how their organization relates to it.  Workers do or else.  This short-term orientation eliminates any consideration of human as “individual”, but as asset to execute or do.  There are many examples of this race to capture market opportunities that eliminate the human consideration such as technology start-ups.

When market issues, in which level one cultures of conformity have paid little attention to, disrupt their business, the first lever autocratic leadership pulls is massive layoffs.  This further reinforces this cultural cycle of a short-term time focus mindset of low trust, and consolidates power with the few at the top.  If the autocratic leadership does not swiftly deal with the financial problems, this level two culture of conformity will most likely drop to the level of chaos and survival.

Acquiesce or informed acceptance cultures try to balance short-term focus with long-term goals.  Their long-term goals orient them with market and other public issues.  It is this alignment with the market, which makes these cultures very responsive to changing customer’s wants and needs.  The standard operating procedures change to meet the new requirements of the market. Managers willingly accept the new rules in order to focus their team’s tasks on gaining the most rewards for personal and organizational success and for avoiding the penalties and discipline.  Functional compliance to external regulatory entities is put into the hands of dedicated units led by chief risk & compliance officers.

Do-The-Right-Thing Cultures are driven to realizing an enduring legacy for the enterprise and greater ecosystem. These high performing teams of purpose, mastery, and relationship capital are duty-bound to fulfill their important mission. This naturally requires these leaders to have a long-term bent or focus on the long-term.  One example is that do-the-right-thing cultures master new skills that enable breakthrough performance to fulfill their group’s journey of purpose and mission and that again requires them to be focused on the future.  This is a great strategic asset of cultures of do-the-right-thing that lower level cultures do not have. Thus cultures of chaos, conformity, and acquiesce are more vulnerable to do-the-right-thing competitors who enter and disrupt their business in this hyper-connected and technology-enabled world. A great example is Apple disrupting Blackberry.

The Standards of Culture Maturity Matrix is a foundational exercise for assessing your organization’s culture across these five standards.  The ability to leverage your culture for competitive success is critical in a marketplace where strategy and technology does not provide a long-term advantage anymore.

Copyright Rob Peters

rob  petersAbout Rob Peter and Standard of Trust:

Rob is a recognized leadership advisor, trust strategist and organizational culture driver to business and technology services firms.

Author of the 2013 Book: “Standard of Trust Leadership: Transforming Business Cultures Through Purpose, Performance, and Relationship Capital”

The Standard of Trust Group has developed a breakthrough methodology called the Standard of Culture Maturity Matrix. We also provide an end-to-end solution for assessing, capturing, analyzing, and utilizing Relationship Capital (RC) that is earned by your star performers and your highest performing teams.

Rob peters

About TIGERS Success Series

TIGERS is a researched-based group development model that helps leaders build teams of employees who love coming to work on Monday morning. TIGERS is based on six principles that build high performance teams. These principles are trust, interdependence, genuineness, empathy, risk and success.

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Recovering the Powers of Positive Possibilities – Ideas and Anchors for The Leadership Art of Reframing Fri, 21 Mar 2014 12:00:57 +0000

scott simmerman 1Research shows that new hires rather quickly lose that initiative and spark and that they generally regress to the average morale of the group within a short period of time (Sirota Research, 2010). In other words, they had that motivation and they lost it because of how they were managed!

So, let’s talk about Recovery. If you step back from the wagon, you will see that this illustration both represents how things really work in most organizations and that it represents a whole big bunch of issues and opportunities.

Many Round Wheels are already in the wagon, so one key to identifying the issues is simple:

 Don’t Just DO Something. Stand there!

scott simmerman 2



In haiku, it might read something like this:

So, this is a blog around some ideas for dis-un-engaging people. The basic idea is pretty simple:

“Potential Possibilities for Performance Productivity Practices Pre-exist, and the Square Wheels are everywhere! Find them and fix them…”

scott simmerman3


NO, don’t find the wheels yourself! Find the wagon pushers and have them find the wheels, identify the possibilities and implement their own solutions. The rationale is quite simple:

People resist the changes done TO them but develop ownership involvement for their own ideas about making things better. Nobody ever washes a rental car.

People need to be engaged and the role of manager is to help remove all those things that have been disengaging them in their work. If they have some ownership of the solutions and they see possibilities for improvement, they will put forth more effort to succeed. As the two next illustrations might show, it is about motivation and active involvement:

scott simmerman4But the reality is that the manager is an unknown factor in all this in most workplaces. Surveys show that people often feel their ideas are ignored or that they are under aversive control. They will show a lot of compliance behavior, not what we want for involvement and engagement. There is often an issue of trust. And, “Trust is the residue of promises fulfilled.” (Frank Navran)

The suggestion is that managers do a better job of simply asking for ideas for improvement and productivity and that they do a better job of listening and empowering people to actually implement those ideas. What we suggest is that you take the ideas about what is not working smoothly and reframe them into possibilities that can be implemented.

scott simmerman5


If people point to something as a Square Wheel, they will naturally generate a round wheel alternative based on cognitive dissonance. The real question is, “Why bother; no one cares…”

Managers need to be identified as coaches and mentors, in addition to their other roles. They need to act as if they care about improvement and about people. Managers should be looking ahead, identifying possibilities and future outcomes, and involving and engaging their staffs for the long pull ahead.

This is part one of the thinking about people and performance. The focus is on the front end of the process of generating higher levels of involvement and doing the team building that will allow people to develop their own ideas and potential as well as improve workplace results.

scott simmerman6


If we continue to do the same thing, we can pretty much expect the same results.







Copyright 2013, 2014  Dr. Scott Simmerman

Scott SimmermanAbout Scott

Dr. Scott Simmerman uses illustrations and experiential learning to stimulate and implement ideas for improvement. In this post, he will poke a bit of fun at how things really work in most organizations and share some ideas about what managers could choose to do differently to better involve and engage people in workplace performance improvement. This is intended to be some serious stuff all wrapped up in cartoons, poems and quips. Have more fun out there!

About TIGERS Success Series

TIGERS is a researched-based group development model that helps leaders build teams of employees who love coming to work on Monday morning. TIGERS is based on six principles that build high performance teams. These principles are trust, interdependence, genuineness, empathy, risk and success.











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Employee Benefits Program “Dream Manager” is Revolutionary Among Team Building Ideas Fri, 14 Mar 2014 15:09:35 +0000
Mary Miller, CEO

Mary Miller, CEO

Imagine coming into work one day and hearing, “make a list of the dreams you want to achieve in your life and as a company we will help you through the process; whether it is purchasing your first home, going back to school, or and even learning a new language. Sound like something only a mom and pop boutique business could pull off? Not so! These team building ideas are easy for any business leader to implement.

JANCOA Janitorial Services, Inc. currently employs over 300 employees and through their Dream Manager Program sees annual sales exceeding $10 million with an added bonus of a 300% decrease in employee turnover. Not only is the Dream Manager Program a great icebreaker for leadership and teambuilding development, but opens the door to employee communication, collaboration and expanded team building ideas.

Mary Miller, CEO and owner, of JANCOA Janitorial Service, Inc. is an award-winning, family owned and operated, commercial cleaning service located in Cincinnati, Ohio.

Mary is known for her energy, positive outlook, and a desire to learn and help others realize their uniqueness and personal power. Mary states that the biggest innovation for JANCOA was the development of the Dream Manager, which grew from an employee retention program into an inspiring example of what a business can be.

Through JANCOA’s revolutionary program, Mary encourages her employees to identify their dreams and take real action steps to achieve those dreams, which has led to a 300 percent decrease in employee turnover with an ambitious goal of 10% company growth per year. All this in a commercial real estate market that has been battling steady decreases in occupancy!

Some dreams conceived and accomplished by Dream Manager Program participants include:

  • Working on their financial situation, including the Financial Peace Program
  • Furthering their education by earning a GED and college degree
  • Purchasing a home or automobile
  • Starting a small business
  • Mending personal relationships
  • Stop smoking
  • Creating their own Dream Manager charities
  • Adopting a child
  • Launched individual and team fitness and wellness programs
  • Starting their dream career after their time at JANCOA
  • Continuing career growth within JANCOA

The result was a team of employees that felt good about themselves and became more engaged in their work, resulting in consistent quality. In the cleaning industry, a turnover of 350 percent per year in not unusual. Mary stopped the revolving door in their business by creating an environment that would attract and keep the best people. Their turnover rate went from 360 percent to 45 percent while productivity doubled, showing a bigger profit benchmark than predicted.

“The “magic” we found,” states Mary, “is that when we started to take care of our employees, they took care of our customers. Our basic message to employees is that no matter where you come from, no matter what level of income or education you’ve attained, you can lead a productive, fulfilling life—and you can make your dreams become reality.”

Through Mary’s tremendous efforts and her legendary employee benefits program, the Dream Manager, she has created an exceptional work environment and a truly successful organization. With innovative processes, team building ideas and equipment, JANCOA’s fulltime employees now benefit from paid training and career development programs, which they have used to realize dreams like improving their English, earning college degrees, buying a first  home, and even starting a business of their own.

Besides greatly reduced turnover rates, a profitable bottom line, and a healthy annual growth rate, what other rewards does JANCOA see from their Dream Manager Program? Mary says her staff is regularly recognized for their exceptional courtesy, skill, attention to detail, which attract a lot of new business by word of mouth.

By creating processes that provide value and efficiencies for customers, business partners, and team members, JANCOA continues to be the industry leader in the Greater Cincinnati commercial cleaning market. JANCOA works with a large number of schools and medical buildings to provide a green and healthy environment for their facilities.

Mary sums it all up by stating, “In today’s business world, uniqueness of your employees is what helps to set you apart from your competition. It’s part of what creates your organization’s culture.  The uniqueness of personalities shake things up, make work more fun, and transform a one-dimensional group into a team with diversity and flavor.” So the next time an organization plans a team building event, start by assessing team skill levels and build from there to greater employee retention, loyalty, and cooperation.

Copyright TIGERS Success Series by Dianne Crampton

About TIGERS Success Series

TIGERS helps leaders and consultants build teams of engaged and loyal employees. Download a complimentary report of the responses of 2835 Senior Global HR Executives who commented on whether Team Building is a Waste of Time at  Learn what these leaders had to say about trust and communication and other valuable team building ideas, too.

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Engaging Fiscally Conservative Millennials Requires Strategic Corporate Team Building Fri, 07 Mar 2014 13:00:38 +0000

Spend thrifty?

A recent quarterly UBS Investor Watch report reveals that Millennials (individuals between the ages of 21-36) are surprisingly the most financially conservative generation since the Great Depression era. This is probably good to know for your corporate team building strategies. The report also reveals that this group of enterprising individuals shatters all stereotypes of entitlement. These hard-working and enterprising individuals aren’t afraid to define success as an intricate balance of money, healthy relationships, and enriching experiences. So how do these findings transfer to the workplace? Are today’s CEOs ready and “willing” to engage a workplace full of millennials by providing strong, interactive leadership and team building skills?

A vast majority of millennials in the study (69%) believe that to achieve success it requires hard work and are willing to make the sacrifices necessary to achieve their goals. They also believe a good education and frugal living provides them with financial freedom. With the financial and job market crash of 2008, this generation witnessed their parents life savings and careers go up in smoke – literally overnight. Millennials are now, and rightfully so, educated and cautious in both the financial and job market sectors.

“Millennials seem to be permanently-scarred by the 2008 financial crisis,” said Emily Pachuta, Head of Investor Insights, UBS Wealth Management Americas. “They have a Depression Era mindset largely because they experienced market volatility and job security issues very early in their careers, or watched their parents experience them, and it has had a significant impact on their attitudes and behaviors.”

“Conventional wisdom has categorized Millennials as ‘entitled’ and ‘lazy’ because they have more than their parents and grandparents did. But this study counters that hypothesis,” says Pachuta.“Having witnessed both the technology boom and the collapse of global markets, it has made Millennials concerned, but resilient, and optimistic for the future. They’re conservative, similar to the WWII generation coming out of the Great Depression, not resting on their laurels, but rather working hard for their wealth and success, making sacrifices because they believe their goals are achievable.”

With this new mindset arising out of the ashes of the recent, prolonged recession, corporate organizational leaders need to provide these workers with jobs that further enrich their life experiences and quest for financial security. Millennials are communicators, collaborators, and love to share their experiences as evidenced on social media platforms. They require a workplace culture that not only inspires them, but provides a sense of teamwork, purpose, financial stability, and job security. They will seek out corporations with established winning business team cultures like or Google, the search engine powerhouse.

CEOs and management teams that include innovative corporate team building strategies in their business plans will learn to move away from the “business as usual mindset.” Having experienced, or watched their parents experience, job volatility and financial loss during the recession, millennials have now added collaborative relationship building, financial security, and enhanced life experiences to the traditional definition of success. Is corporate America prepared to embrace the ideals of a “millennial-rich” workforce?

Copyright TIGERS Success Series by Dianne Crampton

About TIGERS Success Series

collaboration TIGERS Licenses and Certifies Managers, Consultants, Trainers and Coaches who want to help leaders build work communities that resonate with  trust, interdependence, genuineness, empathy, risk resolution and success.

Learn more at

Learn about six principled behaviors that build strong teams at

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4 Team Building Ideas For Improving Team Interdependence Fri, 28 Feb 2014 13:00:36 +0000

uparrwowWhen you are looking for team building ideas for improving team interdependence, imagine stumbling across this conversation:

“Hey Bob, I’m thinking of starting a baseball team.”

“Great! I know a few guys who are really good and would love to play.”

“Nope. I am playing all positions – catcher, pitcher, short stop, outfield….you name it!”


Everyone knows this is an absurd scenario, so why is this archaic type of thinking still so prevalent in the workplace? When you don’t have a workforce that works together, interdependence and collaboration is all but nonexistent and failure ensues…this includes individuals, organizational departments, and the company as a whole.

So what does interdependence mean? It is where members of a group or team share common goals and know that working together is both individually and collectively beneficial. Success depends on the participation of all the members. These individuals encourage and facilitate each other’s efforts in order to reach a common goal, which includes conflict resolution, so the team continues to make progress.

So what about baseball, team building ideas and workplace culture?

As the saying goes….no man (or team) is an island. The same is true for workplace cultures. Organizations and companies depend on employees, vendors, customers, and other stakeholders to thrive and grow. Without committed business relationships, camaraderie and loyalty falls apart and even the most profitable companies lose market share to competitors.

A lone individual or department cannot possibly be the “whole” solution to organizational achievement and success. Without interdependence and cooperation, vital information and resources don’t get shared, communication and misunderstandings occur, and mistrust for coworkers and the organization run rampant. Interdependence is the principle behind team building that promotes cooperation on teams. A team with high interdependence experiences skill and information sharing to achieve synergy.

Interdependence is a key aspect of my team culture, values-based model – TIGERS (Trust, Interdependence, Genuineness, Empathy, Risk and Success). It occurs when coworkers and managers alike share ownership of goals and resources to attain success. Without understanding or nurturing the true nature of interdependence, other corporate values are bound to erode such as transparency and ethics.

What behaviors damage interdependence within a workplace environment?

• The belief that someone can change someone else. Change must be self-motivated.
• The belief that leaders hold all the answers.
• The belief that leaders must solve all the problems without input from others.
• Allowing employees to blame co-workers for system problems.
• Allowing employees to minimize co-workers for procedural errors.
• Allowing an Us and Them attitude to thrive in the workplace.

Daniel Goleman writes in his newest book: Social Intelligence: The Revolutionary New Science of Human Relationships, “Our natural pull toward others may trace back to the conditions of scarcity that shaped the human brain.” When our unconscious interactions with others fall back on old survival patterns that compel us to compete against others in our own companies, it is impossible to build interdependent relationships.

One TIGERS rule is, “It is better to compete in the market place as a solid company than devour one another with disruptive team behaviors.”

To achieve interdependence a business must build a sense of community in the workforce and with this the spirit of team support. The result is synergy, which enhances and strengthens team successes. Success can’t always be measured like goals accomplished or quarterly productivity results; it is also about the overall happiness on part of employees. The characteristics of a team with high interdependence include high levels of team member collaboration and service to one another’s success.

When this collaborative culture is functioning correctly, interdependence makes a strong appearance. Improvements in team interdependence will increase improvements in trust, genuineness, empathy, risk and success. And companies that screen appropriately during employment interviews to identify behaviors that build effective interdependence tend to hire people with an innate capacity to foster team spirit. The benefit, of course, is lower employee turnover and much higher team cohesiveness.

Interdependence is the Backbone of Cooperative Team Work

Since no organization is an isolated entity, a culture of cooperation is necessary to drive creativity and innovation. Employees count on each other for correct information, to keep commitments on deadlines, and to work in a non-hostile environment. In other words, interdependence must be the backbone of a business in order for cooperation, transparency, and team cohesion to gel.

If you want to learn more on how to improve collaboration in your team, watch my short video 4 Ways to Improve Team Interdependence. Then join us at for more team tips – its complimentary and a service of TIGERS Success Series.

Copyright TIGERS Success Series, Inc. by Dianne Crampton

4 ways to Improve Team Interdependence

 About TIGERS Success Series

TIGERS is a research-based and validated team development program that builds high levels of trust, interdependence, genuineness, empathy, risk and success behaviors that correct talent retention and workforce cooperation issues remarkably fast.

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Future Work Environments Encourage Team Building and Cooperation Fri, 21 Feb 2014 13:56:46 +0000

collaborationIt’s a Monday morning in the year 2020 and employees are strolling into work with their cup of coffee. A solar-powered fiber optic ceiling fluctuates in color and intensity, thermally active furniture offer touch screen capabilities, and workspace layouts accommodate multi-functional purposes. Sound far-fetched?


The near future promises office spaces and work areas where employee comfort and health take precedence and allows for the natural progression of corporate team building.

A recent architectural design competition, Workplace of the Future, sponsored through Business Interiors by Staples and Metropolis magazine of architecture challenged architects, designers, and industry professionals to “reimagine” the work place of the future. They applied elements of natural and artificial lighting, furniture design and placement, and technology advancements to create a work culture of comfort, aesthetics, functionality, and most importantly….collaboration.

At TIGERS Success Series, we recognize and applaud foresight and innovation. Realizing the need to create workplace environments that contribute to the well-being of employees and upper management alike, these designers are taking companies from the sterile, isolated work environments of the 19th and 20th century into a visionary 21st century where aesthetic spaces promote collaboration and creativity.

Designers focused on a number of trends including:

  • Hyper-collaboration: “Pushing workspace layouts beyond conventional collaborative models to focus on interdisciplinary, multi-company, and multi-functional arrangements take the co-working trend to the next level.”

This ultimately leads to cooperative employee communications and engagement. Multi-functional design allows diverse groups of people to come together to exchange ideas, brainstorm, and create sustainable solutions.

“The Workplace of the Future means different things to different people – but maximizing productivity, health and wellness and sustainability were at the top of the list in this contest,” said John Michael, vice president and general manager, Business Interiors by Staples.

“I was gratified to see how many firms, both young and mature, entered the competition and presented many excellent ideas about working in a tech society. The winner…is of the generation of architects that will, literally, give shape to the 21st century,” said Susan S. Szenasy, editor in chief, Metropolis Magazine. “He took a broad, systemic look at working and re-imagined the container of work itself, the whole building, from inside out. What’s even more exciting about his proposal is that everything he suggests can be done today; we don’t need to wait for 2020. The future is actually happening now!”

When placing comfort, aesthetically pleasing spaces, and technology at the forefront, organizations stand to benefit from the team building ideas generated from happy, cooperative employees. The future is looking bright as this generation of architects and designers envision a workplace environment that focuses on comfort and multi-functionality.  Employee-centric work spaces ultimately maximize productivity, a clear win-win for everyone.

Copyright TIGERS Success Series, Inc. by Denise McGill

TIGERS diagramAbout TIGERS Success Series

TIGERS helps leaders and consultants build high performance teams of employee who enjoy coming to work on Monday Morning.  We do this with our proprietary and research-based team development model composed of six universal principles. These principles are trust, interdependence, genuineness, empathy, risk and success. They form the acronym TIGERS and are measurable in group behavior.  We offer the TIGERS 360 Team Diagnostic Survey and a series of facilitation methods designed to bring out the very best in your team.




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Corporate Team Building Efforts Damaged by Unfair Pay Practices Fri, 14 Feb 2014 13:16:01 +0000

Have you ever heard a conversation of this nature around the company “water cooler?”

“Guess what I just found out.”


“I’m getting paid less than Joe in my department and I’m doing the same job!”

“So what are you going to do?”

“Start looking for another job.”, the premier global online employment solution leader, recently conducted a poll regarding unfair pay practices. They asked the question, “What would you do if you found out you were being paid unfairly?” Votes were cast by site visitors and revealed that many employees would confront their bosses and ask for a raise. However, just as many employees would not only ask for that coveted raise, but would also start looking for another job. Leadership and team building breakdown? You bet!

So what happened here? Plain and simple, the employee lost trust in their boss and probably the organization as a whole. It would make sense that leaders who want to instill a strong sense of belonging and loyalty would incorporate equity in pay as a strong motivator for retaining top talent. Unfortunately, this often turns out not to be the case. Without feeling as a valued team member, these employees search for greener pastures.

At TIGERS Success Series, I find polls and surveys like this one quite interesting – they are the pulse of American and global work place cultures. It is well known that women and minorities have suffered from unfair pay for generations; however, there are other factors to take into consideration before abandoning ship as noted by Career Expert, Mary Ellen Slayter:

“Finding out that you are being paid less than your coworkers can feel like a slap in the face,” said Mary Ellen Slayter, Career Advice Expert for “It’s important to take a step back and not act rashly. Consider factors like seniority and length of tenure before deciding your pay is unfair. If you are going to bring it up, approach the subject carefully: be sure you have thoroughly correct information, and know the difference between your dream salary and a fair salary. If, after meeting with your boss and discussing the discrepancy in your pay, you are still feeling under appreciated, you should explore your other options.”

The global poll results from 7800 participants are as follows:

  • 36% of respondents answered “Talk to my boss and start looking for a new job”
  • 41% of respondents answered “Talk to my boss and demand a raise”
  • 15% of respondents answered “I wouldn’t talk to my boss but would start looking for a new job”
  • 8% of respondents answered “I would complain to friends and family but wouldn’t do anything else”

Unfair pay practices are one of the quickest ways to lose talent within an organization. It is a blow to an employee’s sense of worth and leads to the loss of productivity and morale. Leaders who understand the need for pay equity, where warranted, build a successful work environment and strengthen team building and collaboration among their employees. Corporations stand to gain when it is understood that productivity, sustainability, and profit are derived from valued employees.

Copyright TIGERS Success Series by Denise McGill

bullseyeAbout TIGERS Success Series

Six principles that build high performance teams make up the TIGERS acronym. They are trust, interdependence, genuineness, empathy, risk and success.

Become a licensed TIGERS Facilitator and up-level what you already love to do.




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