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Employee Training, Team building, Motivation, Change Management

Overcoming Obstacles at Work

February 26, 2014
Overcoming Obstacles at Work

You overhear your staff in the break room bemoaning the latest tasks at hand and how impossible the challenge ahead appears to be… 

As a leader it is important to stay above the negativity and encourage your employees to excel in the face of adversity. However, supporting employee and team motivation is easier said than done. Creating a culture of overcoming obstacles, flexibility and competence is something that is learned, not automatic. It is important to provide your team with tools within the organization and division so that they can make competent decisions.

When adversity strikes, do you balk Continue reading

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Put Self-Improvement Into Motion!

August 27, 2013
Put Self-Improvement Into Motion!

Most of us wouldn’t mind talking a few swings off of our golf game. After glancing in the mirror, we are reminded that a few pounds shed wouldn’t hurt. Also, patience is something several businessmen and women lack. When it comes to self-improvement- inside and out, how does one go about setting change into motion? Here are few ways to ignite and improve yourself for the better.

Silver Linings

What is a catalyst for change? Oftentimes a small setback can spur us on to do the goals we’ve put on the back burner. A job loss or demotion can be Continue reading

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The Commitment to Continual Improvement

April 1, 2013

If you’ve had a cold or perhaps the flu, the doctor may have prescribed an antibiotic in which you were to take two dosages, twice a day, for 10 days.

How many of you actually took the two dosages, twice a day, for 10 days?

If you were like me, there is a greater possibility that you took the two dosages for several days began feeling better and the remaining dosages can still be found in your medicine cabinet two years later. Afterall, we began feeling better, we saw improvement and decided we didn’t need the remaining medicine.

Organizations do Continue reading

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Something You Should Know About Managing Change

September 13, 2012

Change is rarely easy to accept

WHAT IS AT ISSUE? Why must change management be addressed? Why is change generally the source of disruption?  It’s important to understand the problem before solutions can be applied.

Change is rarely easy to accept.  It doesn’t always occur as a positive stroke favoring any one individual.  For those times we are positively effected, there are other times that did not smile on us so graciously. It is these latter times, and more specifically the feelings associated with the negative effects of change that has created an entire cottage industry oriented Continue reading

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Manager’s Guide to Managing Change

July 12, 2012


As an organization:

Participate. We should strive to involve the participants in change efforts. Engage the employee in discussions intended to highlight which issues are of greatest concern and then direct responses intended to alleviate these specific concerns. Do not try second guessing what may/may not concern the employees.

Anticipate change. Change will continue in the foreseeable future as that is the nature of the world in which we reside. Therefore, provide the tools and inspiration to the employees to become success-oriented in the midst of continually changing environments. The tools (change management programs) Continue reading

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Change Checklist

July 5, 2012

“An organizational and simplified aide to helping managing change.”

The answer to each of the questions below may seem obvious to some. However, our experience is that while the persons responsible for initiating the change or responding to a change from an outside force, may have certain vision(s) or ideas as to the effect of the expected change, many do not. Afterall, that is the source of so
much of the anxiety associated with change – the unknown.

Consider reviewing the “checklist” below, perhaps have several persons involved in responding to, or initiating the change respond to the questions below. Continue reading

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