I love the iceberg image on this page. do you have it larger that i could use as a desktop wallpaper?

BTW how much do you charge for coaching?

I just found your site through a google image search, but would love to do some coaching if its affordable…

Cheers

For me it was not about being vulnerable. I was just trying to do better. During my first 12 years, I had to admit that I was not effective in significantly raising the performance of my lowest and mid-level performer.

I was using a form of the command and control approach I was taught at the US Naval Academy. So I decided to add listening to my daily routine. As I did this, their performance rose. The more I did it the more their performance rose. In an 18 month period, my ship went from being one of the worst to one of the best and performance was about two times higher than I thought humanly possible. Wow! Eventually I as able to raise their performance to a level four times higher than I thought humanly possible.

Eventually, by listening and analyzing what I heard I was able to discover the science of people, why they react the way they do to what management does and does not do. This science makes clear exactly what leadership is and what actions will and will not lead people to unleash their full potential. Managing people became really easy for me and lots of fun.

Thanks for listening, Ben

Our values are what we all use to decide what to do and how we react to what we experience. When we work for a company whose culture closely aligns with our own values, we become emotionally driven to throw everything we have at our work – all our creativity, innovation and productivity as well as all of our energy, knowledge, experience, and intelligence.

So the truth is that values and behavior drive culture, culture drives employee engagement, employee engagement drives customer satisfaction and customer satisfaction drives shareholder value. When workplace culture (its values and behaviors) violate our own values, poor performance is the result.

How did I accomplish alignment as an executive? First, I listened to employees more than enough to satisfy their need to be heard. Second, I responded to what they said (their complaints, suggestions, and questions) to their satisfaction or better even if it meant telling them why they could not have what they wanted. Some people were satisfied with a mid level standard, some only by the highest standard of a particular value. Listening and responding to the satisfaction of all employees caused management to raise standards to a level everyone greatly respected.

That achieved alignment and led everyone to unleash their full potential on their work. This was managerial and workforce nirvana. Productivity rose over 300% per person and everyone loved to come to work.

I did this more than once. Of course, I did not start there, but had to wean myself off the teachings of the leadership industry in order to start listening to my people.