The #1 Motivator in the World

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I know. That title is a big call. Not to worry, we have Teresa Amabile, author of The Progress Principle, to back us up. I was fascinated and enthralled by her work and book when it came out early in the fall 0f 2011, and just one week before meeting her to collaborate on an event, I made the following mistake: I was conducting a workshop with 86 senior executives and asked them Teresa’s question in a quiz-format:
Rank-order the following employee motivation factors:

  • Recognition
  • Incentives
  • Clear goals
  • Progress in the work
  • Interpersonal support

    • Most people in the room chose Recognition, then Interpersonal Support, then Clear Goals, then Incentives and Progress last. Seven people chose Progress. Less than 10%. Perfect right? Since this is my opportunity to share Teresa’s work and illuminate the truth that the #1 motivator is a sense of progress. More specifically “progress in meaningful work.”

    This was supposed to be the moment of ah-ha, the moment of illuminating insight, but instead there were a lot of frowns, and after a beat one executive raised her hand to say, “But without Clear Goals, progress is meaningless. Clear Goals must be the most important.” I couldn’t stop myself and said, “Yes, you are speaking from the perspective of the team leader. You know and understand there must be clear, actionable goals in order to make progress. But the question was ‘What is the most powerful motivator of the members of the team?”

    Teresa and her colleague Steven Kramer analyzed 12,000 diary entries from 238 employees in 7 companies to come to the qualified conclusion that the most valuable work motivator is indeed, a sense of progress (in meaningful work). And even though I knew from her research that only 5% of leaders surveyed understood that, still I persisted in pressing the point.

    When I met with Teresa, she said she didn’t present her findings in such a “gotcha” format because of that very reason. And her goal was to spread this important message until the needle pushed way past 50%, and then perhaps she would try it in a quiz-format.

    Two take-aways:
    1. The #1 motivator for contributors is progress (in meaningful work)
    2. Never ever make your audience feel stupid

    When sharing insight with anyone – either personally one on one or in a large group – allow people to feel like they have come to the insightful conclusion on their own, and build their own insights to apply to their work. Make people feel stronger, smarter, better-equipped to propel their team and drive innovation.

    You’re more likely to be fired by your team than your boss

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    “I’m sorry, what did you say?”

    Ken Hicks, CEO of Foot Locker had just said, “You are more likely to be fired up than fired down.” I was interviewing him yesterday and had asked how new managers and leaders could best make a difference in their first 60-90 days. He provided some intuitive advice about how if you go in with a grand plan to make a difference and expect people to execute on your great idea, you’ve lost the buy-in of the people around you. That is, you’ve lost the opportunity to listen deeply, understand and solicit the input of everyone on the team and gather the best ideas while simultaneously co-opting the engagement of the people ready to execute.

    He went on to say – while defining the expression “You are more likely to be fired up than fired down” – that too often new (or existing) managers – get caught up in pandering to the imagined interests of superiors, and as a result lose the support of those around them. Building that support has to be more about listening to their ideas and contributions, than getting people to say what you want hear.

    The result of lost support, while catering to the top, is that your team feels their voice isn’t heard, their ideas aren’t recognized, and so they disengage. When that happens, a manager cannot possibly execute on any grand vision and get anything done. Your team isn’t following any more. You’ve just been fired up. Sure, your leadership has the capacity to get rid of you top-down fashion, but long before that happens, long before the complete paralysis or catastrophe, or missed milestones, you’ve been fired up from the people you are supposed to be leading to a clear deliverable. Maybe you have that that grand vision in mind, but if you neglect the team, you’ve lost your ability to be effective.

    Exploring New Terrain – Giving Greatness

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    There’s a sublimely beautiful spot in the north woods of Maine off the beaten path called Southbranch campground on the north end of Baxter State Park. It takes thoughtful planning to get there. To begin with, you have to mail in – yes, USPS mail in – your registration to Baxter State Authority. Although recently they do have an online calendar showing availability, you still have to fill out a piece of paper and select your top choices for camping spots, label an envelope, and mail it in. Baxter State Park Authority will mail you back a paper confirmation which you have to have in hand when you arrive at the checkpoint gate – more than ten miles out from the campground. Nothing motorized invited, on the lakes or trails, other than the car or van that got you there. We’ve visited the last three years and spend off-the-grid days paddling, telling stories by campfires, hiking, and sharing good company.

    A highlight of this annual pilgrimage are gloriously high granite cliffs, about a morning-paddle away on an adjacent lake. After we awake, pack lunches, and paddle the length of Southbranch north lake, then portage to south lake along a stream, and tie up the canoes, we scramble up the faces of this granite rock to witness the beauty and quiet solitude of a wonderfully isolated deep lake in the north woods.

    Then we jump! From various points that meet our own idea of courage, we jump. Here’s the thing – as the visit grows, as well as subsequent visits over a couple days, we find our collective rhythm in the adventure. We both encourage eachother, and ourselves, in more audacious jumps – or more interesting and unique jumps. Understand, at this site the sky is almost the limit – you could etch ever higher upon that rock and jump from a higher and higher point – there is almost no feasible summit since the true top is over 100 feet – a jump I have yet to see anyone take…yet.

    Here’s the interesting part – after our group arrives and we spend time there, we first lead eachother to what is obvious, what is most accessible. As time passes, the sun rises and people start to find their own routes up the rock to higher jumping points, the group teaches what is possible, what can be achieved.

    In the context of leadership, once everyone feels supported and in a safe environment, we begin to not only explore the possible but also teach those around us what is possible. Leading the way up the rock, demonstrating unique leaps of faith – older kids taking the hands of the younger to safely navigate the rock face. We have to examine both the novel and mundane with fresh eyes, and excitedly share those experiences – it’s only then we can both lead and encourage new climbs and new leaps from high above. Believe me, our work is no different. No group ever got dumber by hiding trails, or hoarding glory. Teach everyone on the path. That’s giving greatness.

    Engage. Connect. Deviate.

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    Theoretical physicist Richard Feynman once said, “You can know the name of a bird in all the languages of the world, but when you’re finished, you’ll know absolutely nothing whatever about the bird.” His point is that, once we label and partition a thing or an idea, it curtails our sense of discovery and curiosity to learn more. We have to regularly nurture curiosity to allow creative value to emerge. But don’t confuse creativity with brainstorming, or divergent thinking. Divergent thinking is a critical component but not the end result. Divergent thinking—our ability to come up with a multitude of possibilities—does not necessarily equal creation of recognized and shared value.

    What does this mean? www.JasonTheodor.com

    For example, I showed a sign of a man throwing litter into a trashcan to my five-year-old daughter Annie and asked her what she thought it meant. She said, “It’s someone putting ice cubes in a hot tub.” Well, could it not be?

    Similarly, our son Will watched my wife collect clothing and toys around the house to donate to Goodwill. After half an hour he had a puzzled look and said, “How can good Will wear all of these clothes? How old is good Will?” He doesn’t know what he doesn’t know, and it can be a good thing. Preserving a sense of remaining open new truths is a critical component of creativity, and that capacity to interpret the mundane as unexpected is innate in all of us.

    To uncover the pleasantly unexpected in something we have known for a long time, or to have a novel interpretation of something we have never seen before, we must remain ever curious. This curiosity allows us to build a growing repertoire of ideas that, when gestated for long enough, can interconnect to create new mash-ups that, hopefully, are recognized by the world as possessing shared value.

    When we are in flow—deeply engaged in activity—we can accelerate the duration it takes for those idea mash-ups to reach full potential by connecting ourselves with other people with whom we don’t interact regularly—or by making new relationships. These connections can quicken the process of borrowing brilliance to generate new ideas. Again, it’s those mash-ups of cross-pollinating, disparate ideas that leads to new value creation. Remember the most powerful new creative mash-ups often come when we reach out into our networks of people around us—particularly when we share, connect, and collaborate with those with whom we have weak (occasional) ties—that those new value iterations have a chance to form.

    Finally, remember we find the best expression of ourselves when we don’t wait to be tapped by our leadership, our company – when we don’t wait to be asked. In our work, we all see opportunities to be filled, dilemmas to be solved, and possibilities to be executed on. And yet we hesitate. We’re waiting to be asked, ignoring the difficult, or pausing out of fear. That fear is often borne out of trying to anticipate what we think the company wants and expects of us – trying to intuit how the company or leadership thinks we should act.

    The truth is, we will bring much greater energy, creativity and passion to our work when we take the lead, when we take the first step. Step boldly.

    Lessons from Challenger, Build Hope and Be Accountable

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    “Our lives begin to end the day we become silent about things that matter.”
    — Dr. Rev. Martin Luther King Jr.

    Richard Feynman, renowned physicist, was asked in 1986 to help understand what happened in the Challenger disaster. He not only gave a famous testimony to Congress describing the O-ring failure that led to the catastrophe, he also led a more quiet inquiry conducting interviews of the NASA engineers and leaders. He devoted the latter half of his book What Do You Care What Other People Think? to his experience working on the Rogers Commission. One of his sober conclusions was that the engineers on the ground building the componentry had a much different perspective than than the leaders in the organization. He found that, while the engineers estimated a catastrophic failure upon launch of only 1 in 100, the management’s estimate was closer to 1 in 100,000 This disconnect is linked to what I wrote about in a previous post about the power-poisoning effect Stanford professor Bob Sutton found through his research.

    Sometimes in our grandiose vision for change and mission we can lose sight of the details that matter so dearly in execution. Do this:

    • If you’re on the project, speak the truth.  Regularly.   Although unfortunately it is true leaders like only good news, by concealing ugly truths you are only sabotaging your own efforts.
    • If you’re leading the charge, ask and take time to understand the details. A disconnected leader isn’t leading – they are pontificating without honest accountability. Accountability is about understanding the goals, giving honest responsibility and getting out of the way of individual efforts without compromising results.

    Build hope and vision, yet remain accountable, because ultimately, if you own the solution or project, see it through to success.

    Better Leaders: Build purpose and get out of the way

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    Your brand is a lagging indicator of the quality of your culture, and your culture is driven by the level of engagement in the organization. Positive and constructive leadership is the biggest driver of the habitat and the mindsets of the people in the organization that make that engagement possible. The goal is to draw those discretionary qualities from people in the organization – initiative, creativity, passion – that can’t be bought. You can dictate obedience, you can hope for loyalty, and you can even buy expertise. But you can’t buy those discretionary qualities of initiative, creativity, and passion that must come from all levels to create next-generation innovative value.

    Since no longer loyalty, obedience, and even expertise constitute competitive advantage, your managers and leaders need to be focused on creating those environments and leading with those attributes that build creative, connected and engaged people. Only then will we find real deviation from the mediocre middle that will yield innovation – the kind of product and service innovation that creates sustainable value. Agreed?

    In which case, the behaviors and influence that managers and leaders play in the organization have the ability to make a huge difference in eliciting those qualities of engagement that exist in everyone. Many companies understand this intuitively and have active policies to bring out the best in their people.

    Dell Computers conducts training to help their people use social media and help them understand they are all brand ambassadors. Dell doesn’t leave the social branding to just one small department in the organization, everyone is expected to participate. Disney has famously focused on employee satisfaction, not customer satisfaction, with the recognition that happy employees create great customer experiences.

    We have to thank Bob Sutton of Stanford University, for awareness of this fun study his colleague Deborah Gruenfeld conducted. Gruenfeld conducted a research study in which they brought together students in groups of three. One student was chosen the “boss” or arbiter, and the other two were asked to construct solutions to various issues on campus – making the campus more green, or improving transportation, or cafeteria services. The task itself was a red herring. What the researchers were most interested in was the role of power newly bestowed to one of the students.

    During the session in which the “boss” is asked to evaluate the quality of the proposals from each of the two other students, the researchers bring in a plate of five cookies. After they each take a cookie, there’s two left. Every culture is aware of the social taboo against taking the last cookie so the cookie that’s in play here is the fourth. Consistently, the appointed “boss” was much more likely to take the fourth cookie, and to exhibit “disinhibited eating.” That is, chewing with their mouth open and leaving more crumbs.

    It’s an amusing story but goes to the core of what Gruenfeld calls the Power Poisoning Effect. That is, those in a place of power tend to:
    • Give greater value to their own ideas and initiatives
    • Give lesser value to the ideas and initiatives of subordinates
    • Think that the rules don’t apply to them
    • Have greater difficulty controlling their own impulses

    Sutton describes how David Kelley, CEO and founder of IDEO, the premiere design and innovation firm leads differently. Kelley frequently assembles and leads group meetings. As Sutton tells it, when the conversations are going poorly, Kelley will spend a significant amount of time at the front of the room guiding discussion and reinforcing ideas from everyone. And when the discussions are going well, he will move to the back of the room, and if you aren’t paying attention he might slip out the door. Because he understands not only that the best ideas come from the people I nthe organization but that also his presence can possibly stifle conversation.

    The message for leaders is that when there is a lack or either will or skill, you are needed to step in to guide, facilitate and aid contributors. And when there is a high level of both will and skill, sometimes the best thing you can do is get out of the way.

    Changing Face of 21st Century Leadership

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    What do you respect, admire, and expect in the best leaders tomorrow vs. yesterday? Join the effort and take this quick 5 minute survey!

    The world of business is changing. No surprise there. Harken back to the days of – what appear to be – singular inspiration like 2001 Apple releasing the iPod years after the first MP4 player, or the Swanson TV Dinner smash hit of 1954, or even the classic battles of 1975 BETA vs. VHS or the 2003 Gillette Mach 3 vs. Schick Quattro. In some cases it was borrowed brilliance and product innovation, in other cases sheer marketing upmanship. As the great Peter Drucker said, “Marketing and innovation produce results; all the rest are costs.”

    The Leadership Challenge, first published by leadership greats Jim Kouzes and Barry Posner, in 1987, presents findings on leadership qualities which led, or contributed to, those singular breakthrough product events. The core findings of that study, initiated in 1983, revealed that from individual contributors to strategic executives, all agreed the top leadership characteristics are:

    • Model the Way
    1. Find Your Voice by Clarifying Your personal Values
    2. Set the Example by Aligning Actions with Shares Values

    • Inspire a Shared Vision
    3. Envision the Future by Imagining Exciting and Ennobling Possibilities
    4. Enlist Others in a Common Vision by Appealing to Shared Aspirations

    • Challenge the Process
    5. Search for Opportunities by Seeking Innovative Ways to Change, Grow, and Improve
    6. Experiment and take Risks by Constantly generating Small Wins and Learning From Mistakes

    • Enable Others to Act
    7. Foster Collaboration by Promoting Cooperative Goals and Building Trust
    8. Strengthen Others by Sharing Power and Discretion

    • Encourage the Heart
    9. Recognize Contributions by Showing Appreciation for Individual Excellence
    10. Celebrate the Values and Victories by Creating a Spirit of Community

    All based on the core findings that those surveyed in the 1980’s found the greatest leaders to be Honest, Forward-Looking, Competent, Inspiring, and Intelligent.

    However, recent studies from Gallop, Bersin, and IBM reveal changing characterisitics which define the emerging leader including – depending who you read – creativity, relationship-building, global perspective, transparency, and democratic organizational structure, among others.

    Kouzes and Posner’s Five Practices appear evergreen, yet perhaps there are emerging behaviors and beliefs, methods and mindsets, that jive with effective 21st Century Leadership practices. This is our inquiry. Join the conversation with our quick survey.

    Tim Sanders Intro – Cultures of Confidence

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    I had the fun opportunity to introduce Tim Sanders to our SkillSoft Perspectives conference yesterday morning. Following is what I prepared. What I said in real time yesterday was probably close, but who knows. When presenting, keep your knees bent. And if you’re wondering…Tim killed. So wonderful and spot on message.

    Good morning. In just a few moments we will be presenting a live interactive satellite and webcast presentation featuring Tim Sanders and produced right here from the main stage at Perspectives. If you have attended in past years you may recall we have beamed IN live presentations featuring Sir Ken Robinson, Don Tapscott and Tom Peters from distant production studios around the country. This year as a special treat we thought we would bring the event to you and broadcast live from the conference, from right here on the floor of the event.

    Today’s live presentation will reach well over 600 organizations and companies around the globe and up to 40,000 individuals – including significant audiences in Europe and groups joining us in the evening in the middle east.

    Tim Sanders will spend a few moments with us in advance of today’s event speaking on our specific opportunities and possibilities in the world of talent, human resources and leadership development and the power of lifelong learning. For his main broadcast presentation he will share ideas from his new book Today We Are Rich: Harnessing the Power of Total Confidence. Because by understanding the source of confidence we can preempt personal and organizational recessions and begin to build Cultures of Confidence. We have all seen the engagement data from Gallop, TowersWatts that reveals less than a third of the people in organizations describe themselves as fully engaged. A Culture of Confidence builds an ecosystem of full engagement because it allows people to reach beyond the expected diligence, expertise and compliance and tap into that discretionary effort of initiative, creativity and passion that gives rise to purpose.

    Consider the pharmaceutical Genentech who has a stated purpose and a mantra of IN BUSINESS FOR LIFE. Genentech has consistently been voted in the top 10 places to work for, and if you talk to the people there they will tell you the secret sauce is their culture.

    In 2003 after clinical trials and FDA approval Genentech introduced the genetically-engineered intravenous drug Xolair to the asthma medication market. Unlike standard asthma treatments that stop asthma attacks after they occur, Xolair was developed to block the histamines in our immune system that trigger attacks. It was preventative and effective short and long term because it would first curb the attacks, and then allow the patient to lead a life without fear of asthma attacks, instead of using drugs that would simply stop them once started.

    Genentech released Xolair with confidence because on paper they knew they had the killer app and rolled out their marketing, sales readiness, inventory and distribution in anticipation of strong sales. But strangely after 6 months into the product roll-out sales were well below anyone’s anticipation. Then the financial analysts spotted an anomaly – a big sales spike coming out of Dallas Fort Worth. Out of 242 national sales reps, two women in the Dallas area created a new sales playbook and were selling twenty times the national average.

    See Genentech had previously built market expertise in cancer medicines, not asthma drugs. And if you’ve visited an oncology or pulmonary unit as often as I have recently, you’ll know the oncology specialists routinely administer intravenous chemotherapy and other medicines. But Xolair’s market target was allergists, pediatricians, pediatric nurses. Infusions require a different set of protocols not normal in your standard child-doctor visit. Clinicians administering Xolair also must be trained in recognizing rare reactions or side effects. The sales reps could spend all day with powerpoint and graphs talking about the statistical benefit and effectiveness of Xolair and they still wouldn’t get past the client’s apprehension about simply administering it.

    The crux of the problem was mindset and methods of the pediatric doctors and nurses. The challenge was to expand their skillset and change the office culture to align with their goal, and remember Genentech’s goal is IN BUSINESS FOR LIFE.

    So these two reps in Dallas and their team created a new playbook in which they became consultants and mentors in administering Xolair. They educated the doctors to focus on the long term lifestyle benefits – like their patients could own pets now or pick up jogging again. They taught the clinic staff how to navigate the new insurance paperwork maze to get reimbursed for this new treatment. In short, they stopped applying force and started becoming change artists working in close partnership with their clients. This kind of emotional intelligence, initiative and creativity working in service of a shared purpose is much more readily possible within environments that encourage and reward risk. In Cultures of Confidence.

    But in this story let’s not get overly distracted by the process, the mechanism by which these two innovative sales reps worked with their customers. They used onsite tutorials and in-person workshops to educate their customer but they could have used an iPhone app or some other app perfect for the puzzle. In our work to create and cascade real behavioral change we can get wrapped up in the machine, the killer app, when really the mechanism should be transparent and frictionless to the user. The story line is about their mantra: IN BUSINESS FOR LIFE.

    Don Tapscott has a marvelous illustration of this when one day a few years ago he was in his house when down the hall he hears his son calling out, “Dad! Dad! Come here – you’ve got to check this out!” So Don walks down the hall to his son’s room and finds him at the computer looking at images of space and his son is saying, “Look Dad, that’s quasar, and that could be a black hole, and over here are stars being born, and this light we’re looking at is millions of years old! Isn’t that amazing!”

    Don is pleased with his son’s interest in the cosmos, and says “That’s very cool son, where did you get these images?” And his son says, “Oh, they’re not pictures I’m streaming live from Hubble.” At this point Don’s jaw drops, and he says to his son, “What?! Do you understand you are harnessing the most powerful telescopic instrument on earth? And it’s not even on earth?” To which his son replies, “Yeah whatever Dad, but look that’s the Orion Nebula!”

    Ultimately our purpose here together as colleagues at this conference is about connecting people with ideas. Ideas that can change both their beliefs and their behaviors, which then can cascade out and change whole ecosystems within an organization. Providing people with the confidence of ideas and knowledge allows us to reach through our fears, find our passion and display it through purpose. See our passion is what we love to do, but our purpose is why the world loves you. I said, our passion is what we love to do, but our purpose is why the world loves you.

    Please help me in welcoming our host for today’s keynote presentation, the witty, fun, intelligent, and always telegenic, SkillSoft’s own Tracey Matisak!

    Welcome Tracey. Ladies and gentlemen, I want to recognize for a moment Tracey and our friends at D2 productions. Like the wizard behind the curtain Dave Walzer is somewhere in the vicinity listening on headphones and watching on 16 monitors. At last count, over more than a decade we have produced almost 100 of these events throughout North America and we are deeply honored to share with you such talented professionals that make this all possible. Please join me in thanking them both and everyone here behind the scenes that make this magic possible.

    Do You Create Superheroes?

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    What creates a high performer? Is it how many degrees they have, how many IQ points they have? Or is it how they create, use and power up their network? Dan Goleman says just one cognitive ability distinguishes top performers from average; pattern recognition. And an important part of big picture pattern thinking is the ability to create and energize a network of people who provide the pieces of that pattern.

    Rob Cross, from the University of Virginia, has been studying how people interact, and the networks we create in the workplace. And he’s convinced that the strength, reach, and energy in the networks we create are powerful predictors of professional success, and happiness too.

    Try this. Don’t ask yourself, “Who do I talk to at work?” Instead ask yourself these four questions:

    • Who do I go to to get things done?
    • Who do I go to for information?
    • Who do I trust at work?
    • Who do I interact with who always leaves me feeling better and stronger, and more energized?

    In many organizations, up to a third of one’s professional skills and capabilities remain unknown to others in the organization. Enter the importance and power of the “broker.” The Broker is an important capabilities connector in the Real Org Chart. The Broker creates the connectivity in information, expertise, decision-making, political dynamics, project awareness and more. It also turns out your SVPs are most likely to be the centers of information, trust, effectiveness and energy.

    But one of the greatest predictors of your effectiveness, your happiness, and your success is your capacity to be an energizer, instead of a vampire. According to Rob Cross, statistically your ability to create energy in the workplace and with your colleagues is more than 10 times as powerful as other predictors, including function, title, department, expertise, knowledge… Think about that for a second, and then ask yourself, “When people leave an interaction with me, do they leave feeling more or less energized?”

    Enthusiasm is the contagious excitement of seeing the possible, and effectively sharing that vision with others. When we get enthusiastic about something it can be infectious. Just remember the difference between enthusiasm and action. There’s nothing more de-energizing than walking away fired-up from a meeting, work diligently on the shared vision, then only to return and find the prophet hasn’t done anything.

    Craft an enthusiastic vision that captures the values of people in the group, and paint real possibilities. Next lead by example and make your contribution to the vision. That’s leadership enthusiasm in action.

    The Human Factor Turnaround

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    I was honored to interview Paul Hiltz last week in Cincinnati. Several years ago as the new CEO of Mercy Hospital, after a string of leaders before him had come and gone, one of the often side questions he would get was, “So how long do you intend to stay?” Paul never had any intention of leaving the hospital, even as it was losing almost 10% annually as a business. He started not only by providing a grand vision of excellence and profitability, but also by focusing on the people part.

    Let me explain. You would expect the grand vision board meetings, and senior leadership meetings that happened. What you wouldn’t expect is that he spent much of his days not couped up behind closed doors, but out in the hospital learning the names of everyone who worked there, and what they cared about in their work environment. Paul first argued to the financial team that they should be investing in simple cosmetic and aesthetic improvements – paint, carpet, repairing or replacing damaged and old equipment. With these gestures of recognizing and knowing everyone in the hospital, and investing in the infrastructure and cosmetics, it gave everyone an uplifting sense of being a part of a rejuvinated place to work.

    That was just one small part of the equation. Paul wasn’t done yet. The next thing he did was to hire healthcare financial advisors who conducted workshops to teach the caregivers and staff how the hospital financial model worked. People who had worked in healthcare for over a decade were surprised to find that some of the standard practices they had been engaging in to create value and positive revenue for the hospital, in fact had the inverse effect. Many of the ways in which they were working with patients had a negative financial effect, and they never knew until Paul brought in experts to help them understand how the business worked.

    Throughout the last few years of Paul’s tenure, there has been very little of the headcount and project slash typically expected in turnaround efforts. True, Paul has helped to optimize some aspects of the hospital operations, but throughout the organization people will consistently say that what has been the most powerful and effective part of Paul’s efforts has been his ability to be present, persistent, genuine, honest, all despite immense financial pressures to perform.

    In the face of adversity, think like Paul. Focus on the human aspect, because in the end it’s the people that make the difference.