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Sustaining Change (July/August 2011)

Many companies find it hard to make a new change stick. People run the spectrum from hiding to supporting the change, and the result can look like this picture.

Strategic Change (May/June 2011)

Anyone can proclaim a new strategy. But it takes deliberate change from leaders to convince everyone to believe in it. This sketch explores behaviors that are barriers to strategy.

Creating Customers for Life (March/April 2011)

A customer for life is the ultimate testament to your success. This sketch shows the downfall of not being able to make a connection with your customer.

Connections Through Technology (Fall 2010)

We're all dealing with an overwhelming amount of technology personally and professionally. This sketch provides a look at two roads and the details of making choices.

Mergers & Acquisition (Summer 2010)

Merging two entities is not as simple as 1 + 1 = 2. People can be confused and lost, and the leader's job can look nearly impossible. This sketch shows what's necessary to avoid confusion and engage employees in the change.

Activating Strategy (Spring 2010)

Even with innovative ways to communicate, it's still hard to get vital information from leaders to managers to the frontline in a clear, timely manner. This picture reflects “communication frustration” in many organizations.

Onboarding (Winter 2010)

Maximize the contributions of new hires as soon as possible is the purpose of onboaring. This sketch illustsrates how employees feel when beginning a new job or a different position.

Open Book Management (Summer 2009)

Teams can't win if they don't know how to play the game of business or have the information to perform well. This sketch helps businesses understand the value of opening the books to employees.

Leading Through Change (Spring 2009)

In any economy or change, people need reassurance about the status of the business, their department, and their own position. This example shows what happens in turbulent times and what you can do to ease the anxiety and frustration.

Employee as Customer — Marketing Your Strategy Internally (Fall 2008)

In marketing-speak, most strategies resemble products that sit on shelves too long with limited sales. If you think more like a marketer, you might be amazed at the impact on your business. This sketch illustrates why it's best to communicate and engage employees just as you do with your clients.

Engaging Employees in an Economic Downturn (Summer 2008)

Everyone agrees that the economic downturn has caused distress. Mindset has a lot to do with how we view the future. This sketch will help you understand why it's important to define reality, communicate the score, and celebrate small victories.

Manager Development (Spring 2008)

Managers are constantly barraged with new tasks and initiatives, while none of the old ones are taken away. This exercise illustrates the pressures managers face.

The Roots of Engagement (Winter 2008)

It's true — most people come to work wanting to do their best. But there are all kinds of barriers that keep them from feeling truly engaged, which is the key to performance. In this exercise, you and your team will identify the four things people need to feel connected.

Building Organizational Trust (Fall 2007)

In today's fast-paced businesses, masks and cover-ups tend to be more popular than being real. This exercise will take you through examples of how teams and organizations function when trust is absent. You'll learn to identify and overcome these challenges so your people can thrive.

Curriculum Design and Redesign (Summer 2007)

Future value is increasingly based on an organization's ability to execute today ... and nurture talent to run the business tomorrow. This exercise will help you understand the challenges of current architectures.

Putting Your Strengths to Work (Spring 2007)

According to Marcus Buckingham, the opportunity for employees to use their strengths at work is the strongest correlate to high-performing businesses. This exercise illustrates the concept, so you can tap into all the hidden talent in your organization.

Leadership Alignment (Winter 2007)

It's a simple fact: An organization can't change unless everyone honestly assesses their not-so-successful habits — and then takes accountability for doing things differently in the future. This exercise highlights behaviors that limit your organization's ability to create a connected, trusting, high-performing team.

Manager Engagement (Fall 2006)

Managers who try to “conduct” business in today's organizations find themselves in exceedingly difficult positions. This exercise will help you understand how to “face the music” while still maintaining a link between your managers, your team and the business.

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