Expertise - in business, business processes, developing successful companies. - MBA, BS, CAI - Have multiple clients at any one point. 30+ years experience - Building businesses, running groups and products. Developed markets throughout US, EU, APAC. Continue education - Attend regular training. get coaching on a regular basis. Keep certifications up-to-date.
What some examples of “how you do things around here” from your business?
Imagine standing by a stream and you see dead fish floating by. You are compelled to start plucking out fish. People join you. You’re doing something. You even get efficient about it. But fish keep coming.
One person goes upstream to see what’s causing the fish to die.
ALL RECURRING business issues -- operational, front office, business development, job site, shop floor can be traced to issues upstream.
RULE of 3. If the same problem occurs 3x there is a fundamental leadership cultural problem.
There’s been a break down in business leadership fundamentals and culture.
Each of these comes out daily in your decisions, reactions, attitudes, statements, opinions.
They come out the way you behave, the way you decide what to do.
Do you know these about yourself?
Take a moment and write down your
How do you really know? For sure?
Now think about something that you rant about
What makes you rant about it?
Pick someone you know well and think about their RANTs. Get it in mind.
Imagine a company has high turnover and even “trusted” people walk off with clients.
The company is successful, making money. The owners have a nice “lifestyle.” “It ain’t broke so why fix it?”
They are also stuck in daily activities, don’t fully trust their staff, not sure what hit them. Their attitudes come out … they walk in the door ahead of them.. They leave a wake.
People around them sense it and build their reactions, decisions, behaviors to reflect the owner’s attitudes. Protections start to build. Distractedness on the meaning behind owners statements. Tentativeness sets in. Unsure about routine decisions. Decide NOT to decide. Asking owners to weigh in on all sorts of small decisions and issues. Same type of protections put in place by the owners because of THEIR experiences.
This tentativeness added hours to jobs, overtime hours, higher costs. Not to decide caused upset clients because something was not taken care of. The client starts to think about their ROI and value. Talks to a “trusted” employee who justifies starting their own business since clients are not happy.
Tentativeness or distractedness on a job can put others at risk in dangerous situations, like construction sites.
CAVEATE: You cannot control other’s behaviors. You can control yours and turn the odds in your favor. Time To Exception: Yes there are exceptions. Some people are crooks and some are sociopaths or even worse. I saw Tom Brady throw an interception an incomplete.
If you are not familiar this is the fraud triangle.
Over 70% of businesses suffer from fraud according Accounting Forensic Experts. Average theft is $250K. Many don’t get caught.
For fraud to occur there are 3 things that must be in place. OPPORTUNITY to commit fraud PRESSURE to get something (layoffs, economic downturns, problems at home, debt, among others) RATIONALIZATION or justification of what it is okay. (they have enough money, they don’t care anyway, they are out for themselves)
Rationalization is relevant for topic. Many companies through poor leadership create a environment where employees see a path to rationalization.
We all know people care about “What’s in it for me” WIIFM.
This puts it into context. Where it fits in the endless reactions, decisions that go in your favor or against it.
CAT theory. Conceptual Act Theory. 2006 Barrett
We experience things have physical reactions.
We associate concepts to them. Others tell us what to make of these. Avoid pain. Be sad. Be happy. Be sorry. That’s good! That’s not so good. Don’t do that! You’ll get hurt. They’re smart listen to them. They’re an idiot. Stay away from them.
We experience something today and tie it to concepts, beliefs, biases, attitudes we’ve built up over a lifetime.
We measure against our values and decide whether it helps us get more value or less value.
We behave based on our preferred patterns. Act, React, Decide.
We justify our actions. Good bad or indifferent.
We are so stuck in our perception, decision, behavior patterns they become predictable, deterministic, robotic. Even though there are a lot of variables—we ‘re complex.
The key is to understand our unique flow. Since it impacts our success.
Know yourself so well the inconsistencies disappear.
People may love it or hate it but they know you are true to yourself.
Money Benefits Part of a team Social environment Professional development
To be part of something bigger To be heard To contribute To be acknowledged for their contribution
The culture of you -- It's all business
The Culture of You
It’s all business
Becoming an excellent business manager
Executive Business Coach
Business Process Consultant
Culture embeds in everything business
What do you mean, culture of you?
Why behavior patterns matter for
business? Really why?
What makes up culture?
The effects of culture on business
Phases of decision making and
Now, to take advantage of it
A process to follow
Next steps and an offer
The meaning of
“…the cultivation of bacteria, tissue cells,
“a way of thinking, behaving, or working
that exists in an organization (such as a
business)” –Merriam Webster
“The way we do things
And it grows out from the boss
“the beliefs and behaviors that determine
how employees and management
interact and handle outside business
“My business is too small to have a culture.”
“I have a mission, vision, values written down…Look right there!”
Take a moment
Write down items of “the way we do things
Good Not so good items
Very organized, efficient
group saving the stream.
Why behavior patterns matter
Make or break a business
Rule of 3
Poor beliefs, attitudes
Lack of clarity for business
issues do you
Take a couple
The Culture of You
Your Blind Spots
Your Behavior patterns, Decision patterns
Effects on Business Success
Subtly and Strongly Impacts …
Vendor and sub
Safety and DART rates
ROI and Profit
What do you want changed?
List 1-4 things in your job, business you want changed.
What are you willing to do to get it?
Costs go up
More time spent
Outright theft occurs
The path downhill
Manager makes inconsistent statement that seems blaming
Employee: Key people hear it.
Employee: “Is something is brewing.”
Employee: “Am I at risk”
Employee: Start to look for evidence.
Manager swoops in to save day.
Employee: “He doesn’t appreciate my skills, respect my effort.”
Employee: Over time…Things simmer
Another big issue pops up. Owner takes action.
Employee: “I’ve got to do something. Get my resume together.”
Perceive – Decide - Act
Get Get disciplined about applying it
Fold Fold it into everything you do
Embrace Embrace it
Accept Accept it
Know Know it
Understand Understand your SWOT, your Business SWOT
What do people want out of a job?
• Support their family
• Part of a team
• Social environment
• Part of something bigger
• Acknowledged for their
A process to
Nail down what
Stare down your
Do a Planning
Next steps Understand the
Get a professional
profile done on you.
Know it objectively.
Sit down with
someone who is
trained, you can trust,
relate to. And leverage
What is your takeaway?
Phil Bride 503-753-9971 phil@PhilBride.com
How to reach Phil Bride
And an offer
Events and publications on best practices
Publish articles on business practices, management, and leadership
Hold monthly webinars on Construction business issues
Active in local business community – Active with clients
For those interested:
- Free 30 minutes talk through your situation.
- Professional Profile + 75 minute coaching $250 (normally $500).