| Wednesday, September 29, 2010 | | Relationships in Today’s Market |
The great John Wooden once said, "Never mistake activity for achievement". I’m sure many of you can relate to that statement. We all lived through an extremely difficult 2009, but hopefully you’re seeing month-to-month improvement during 2010 as we have. Confidence is returning and business is moving forward, but there are still significant challenges. That’s why it’s important to recognize and adapt to the rapidly changing market conditions.
In my last Abuzz article, "What Distinguishes an "A" Player?", I highlighted two common traits among the varied and distinguished staff that President Obama has working for him – "highly skilled and fiercely loyal" - (though the loyalty of some may be suspect of late). In this new business era, companies must be more productive. To do this, they need to find and keep top talent. But how do businesses find the best and the brightest – the A Players - in today’s market? And how do A Players find opportunities that will keep them motivated and happy in their careers?
One of the challenges job seekers face in this market is that opportunities are harder to find via traditional channels. Many companies are no longer posting jobs publicly due to the amount of work required to keep unqualified candidates out; the opportunity cost is just too high. When positions are available, even A Players may be missed given the sheer number of qualified candidates that will be selected for an initial round of interviews. You have to have relationships to get your skills noticed in this market.
Companies face similar challenges. They want to attract top talent, but how do you do this without creating so much work that you miss those A Players? In some companies, vendor management systems are used to relieve hiring managers from the initial wave of candidates with the intent of filtering out unqualified responses and getting to the A Players. However, even this system has flaws. Many candidates, especially the A Players, aren’t actively seeking a new opportunity. They will not show up in the system. Getting to these passive candidates, the top talent, requires…you guessed it…relationships.
We are a relationship company. We have been cultivating relationships with our clients, candidates, and employees for over 21 years. Our clients trust that we can bring them the talent they’re looking for, our candidates trust that we’re working on quality positions, and our employees trust that we have their best interest at heart. It’s not magic, and it’s certainly not without its challenges, but we’re committed to doing business in a relational manner and our Core Values promote character that builds those relationships.
Need help in the relationship department? Contact our sales or recruiting team today. Whether you’re looking to add an A Player to your team or are looking for a better opportunity for your career, we have the relationships to get you connected. | |
| | Wednesday, June 23, 2010 | | Living in a Fable |
Like the majority of companies, the last 18 months has seen dramatic changes in nearly every facet of our business. When I step back, it feels as though we are vividly living one of the management business fables from the likes of Who Moved My Cheese, by Spencer Johnson. As described on the website, “ Who Moved My Cheese? is the story of four characters living in a "Maze" who face unexpected change when they discover their "Cheese" has disappeared. Sniff and Scurry, who are mice, and Hem and Haw, little people the size of mice, each adapt to change in their "Maze" differently.” In recent months, we’ve experienced similar, cheese-disappearing challenges.
Not only has our client mix changed, in many cases the actual individuals with whom we have done business with for years within those clients have changed due to staff reductions. We have seen shorter engagement durations for contracts, longer sales cycles, and a significant shift in the mix of our work. In early 2008, classic staffing constituted over 70% of revenue with outsourced project work providing the balance. Through both changes in the market and concerted effort on our part, this ratio is now reversed.
As we grow through these changes, we are learning a valuable lesson in the difference between reading and studying management concepts and watching them play themselves out. We are all learning in a much more real way that adjusting to a new business environment – an environment “without the cheese” - is a three-fold problem. First, we must adapt and learn the specific skills required for succeeding in a changing landscape. Second, we must make assessments and decisions faster and faster. And finally, we must intentionally forget that which no longer serves us. Most challenging throughout this journey is maintaining positive energy and focus on what, at times, feels like an emotional rollercoaster.
Fortunately, at Ambassador we have a few things in our DNA that have served us well. Most importantly, we talk about this stuff. We talk about fear, uncertainty, and conflict. We try to recognize when our coworkers are clinging for the comfortable familiar, swimming in self-doubt or worry, or maybe just having a bad day. This experience has served to reaffirm the cultural values that we hold dear and forced us to truly reflect on our core competencies, resulting in deep investments in the technological skills and methods that we believe are transformational to our industry.
I hope that your experiences in these trying times have been as valuable for you as they have been for us in testing our foundation and forcing a necessary rebirth. Our greatest impediment to reaching our real potential is not the challenges that lie before us but our involuntary clinging to the baggage of the past. As in our personal lives, we have found that in order for an organization to evolve, transform, and emerge stronger it must struggle. I regularly remind myself that nothing worthwhile comes without some form of struggle, and even as we live through this real-life business fable, it is important to embrace the opportunity.
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| | Thursday, May 20, 2010 | | A Cautionary Tale |
I am proud to be a “sorority girl”. I attended Miami University and was a member of Kappa Alpha Theta. I developed many lifetime friendships and created countless memories. I have never once regretted my decision to make Greek life a part of my college experience. Unfortunately, the Greek system at Miami has been under fire recently. Two sororities made news headlines for their inappropriate, nearly unspeakable behavior at their annual formals. Thankfully Theta was not one of these sororities, however the negative attention still ends up tarnishing the name of the entire Greek community, not to mention the reputation of the university.
Reputation. Such a powerfully fragile thing. Even as alumnae who have been removed from campus for a few years, I have friends who have been confronted by co-workers with accusatory questions like “Weren’t YOU a sorority girl at Miami too?” All of a sudden what used to be an esteemed affiliation is now looking more like a scarlet letter. And it happened almost overnight, because of the actions of a few bad apples.
I believe there is an important lesson here that can directly apply to any organization. All it takes is a bad apple to ruin a reputation that takes years to build. This is not a new concept, but it’s one that I feel is worth being reminded of from time to time. Each person you hire, each partner you choose, each vendor you select is a representation of your firm. And these people now have a louder voice and greater visibility than ever before. With vehicles like LinkedIn and Facebook, the whole world knows who is connected to your organization. These people become the face of your company, and their words, actions and credibility (or lack thereof) can trump any marketing message you blast. At Ambassador, we take our reputation very seriously. We do our best to only hire people we believe will honor and uphold the values of our company. It is not uncommon for us to cite our values in business meetings where sensitive personnel issues and decisions are being discussed. From time to time, we use them to call each other out (gently and respectfully, of course). These values, fondly known as our Core Values and Values in Action, act as our insurance to protect one of our most valuable assets – our reputation.
Maybe you have a similar value system at your company, or maybe you have another mechanism for preserving your reputation. Maybe not. And if that’s the case, allow my cautionary tale of inappropriate sorority girls to serve as a reminder that the actions of a few can far overshadow those of the majority and leave everyone affiliated with a bad name. Be deliberate and selective with those who represent your organization. Make your expectations known. Take the necessary corrective action when issues arise. If you proactively monitor your reputation it is far less likely that you’ll be stuck doing damage control.
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| | Monday, December 14, 2009 | | Picking a Business Partner in Down Economic Times |
As we begin to see some light at the end of a difficult financial tunnel within Ambassador, locally, and nationally, I have found myself more prone to reflect on what has transpired. Within the group of peers, partners, clients, and friends that I network with, a handful of observations seem to repeatedly float to the top of discussion. It seems to be almost universal that difficult economic times prompt far deeper and more foundational changes to business practices than prosperous times do.
One of the most impactful business changes that I have heard recur in discussion is changes in business partners. Down times seem to motivate firms to ‘mix it up’ within their partner relationships. Solid, proven partners move closer and share more risk while companies shed those that have been inconsistent or just plain disliked. As margins get tighter, bottom lines shrink, and opportunities are more competitive, every decision is critical. More so now than ever before, there seems to be very little room for error as a business leader. In this environment, it is absolutely essential to engage with only the most trusted partners.
When looking at partners here at Ambassador, we talk in terms of the “Three Cs” of Character, Competence, and Chemistry taken from the book Courageous Leadership by Bill Hybels. We tend to use these three threads when discussing new hires to our team, potential service or product partners, and clients. My very non-scientific observation would be that when you and a potential partner are not aligned on any of these points, get out of the partnership as early as possible. Alignment on any two can lead to success but it’s going to be an uphill battle all the way. When all “Three Cs” are in alignment, look for lasting value, deep trust, and an enjoyable partnership experience.
Character – We believe we (and most organizations) live and die by our values. Every corporate facility in America likely has a values placard somewhere in their office. At Ambassador we try very hard to live by them and hope that we are judged by our adherence to them. More often than not, we approach difficult decisions with the fundamental question: What is the right thing to do? We are honest about what we’re good at and what we are not and look for partners who are equally willing to expose the dirty laundry, talk about it, and move beyond it. When we’re wrong, we come clean and expect those we work with to do the same. Within the context of partnership, this seems to be the most essential. Everyone agrees and plays nice when things are going well. The real question is how direct, candid, honest, and open will you and your partner be when it matters the most…when things aren’t going all that well.
Competence – Simply put, to be successful you have to know what you’re doing. I believe competence takes several general forms. First is experience… having been there and done very similar things before. In the IT services business, this can be gauged with technical certifications and resume credentials. It is indispensable but can also be somewhat limiting. The second form of competence we try to assess in partners is more about acumen and broad capability. Great problem solvers are rarely attracted to solving the same problems over and over, and thus tend not accumulate a great wealth of directly applicable experience. A+ partners can offer either type of value, or in rare cases, they blend the two forms of competence as needed. When looking at partners, we try to strike the right balance between these ‘flavors’ of competence. When working with clients, we talk with them about how innovative they wish to be, how much appetite for risk they have, and configure a team with the mix of talent and experience.
Chemistry – This element is perhaps the most difficult yet most important to gauge. We have found that how we engage with our clients is as important as what we accomplish. We have to like those that we work with. We want to work with people that we enjoy hanging out with. When this “C” is missing, projects are often successful but both parties feel so beaten up by the process they can’t wait to say goodbye. We believe that’s transactional and not about partnership.
Partnership is a concept that tends to get thrown around a great deal these days… and that’s unfortunate. We find it’s the cornerstone to achieving amazing things. While I would stop short of calling this a framework or model, hopefully it provides some useful points of reflection as you determine who best to partner with in the looming economic resurgence.
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| | Wednesday, November 18, 2009 | | Merging Marketing and HR |
My job description recently expanded to include both Marketing and Human Resources responsibilities. A rare combination, indeed. As a result, I’m beginning to feel as though my new hybrid role has placed me on a professional island. Where are my Marketing/HR peers? Do you exist? I don’t think you do…but I think you should. And here’s why…
Marketing and Human Resources – traditionally, two separate departments operating in functional silos. Yet the more exposure I have with both areas of the business, the more I believe they should be tightly integrated. Generally speaking, the Marketing people are responsible for shaping and monitoring your customer’s experience with your brand. And generally speaking again, the HR people are responsible for shaping and monitoring your employee’s experience with your company. Shouldn’t these experiences be the same? If your Marketing folks don’t talk to your HR folks, the inherent results are inconsistent experiences and diluted messages.
To help clarify my point (…and because I enjoy lists), I developed my Top 5 reasons why Marketing and Human Resources should work closely together:
1. Testimonials of any sort are powerful. Yes, we like to write case studies and issue press releases with the positive comments from our satisfied customers. But if our employees are not echoing the same positive tone about the company, we lose that credibility.
2. Referrals…referrals…referrals. Unsolicited referrals are infinitely powerful. When someone likes you/your product/your service so much that they go out of their way to recommend you to someone else, you’ve hit the jackpot. We tend to place our focus on customers, however our employees are just as capable of producing these revenue-generating referrals…but they will only do so if they are
satisfied with their job and they believe in their company.
3. Walking billboards are a good thing. We like to adorn our valued customers with logo-inspired goodies – t-shirts, coffee mugs, pens, hats, etc. We distribute these items liberally at every chance we get, yet sometimes we forget our own employees. They are walking billboards too, and should be given the same items to further spread brand awareness.
4. Word of mouth goes a long way. Do ALL of your employees know about your next seminar? Trade show? Sponsored event? Open House? I suspect your Sales and Marketing teams have these dates and topics memorized, but what about your Accounting department? If your entire organization is not aware of your upcoming marketing initiatives, you are missing out on a great opportunity for them to spread the word.
5. Social Media changes the game. In the Web 2.0 world we’re living in, everyone has a voice. And it’s not just a small voice. It’s a voice that has the potential to reach hundreds if not thousands of ears – instantly. A blog post by a disgruntled employee can impact a prospect’s decision to do business with you. The negative tweets from a frustrated customer may prevent a candidate from accepting your job offer. Marketing and HR must work together to ensure the collective Web 2.0 voice is painting a consistent and pleasant picture.
So there you have it, my Top 5 reasons for bridging the gap between the Marketing and HR islands. What do you think? I would love to hear your thoughts.
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| | Tuesday, October 27, 2009 | | Pressure is a Privilege…really! |
I just finished a short and inspirational book authored by Billie Jean King, Pressure is a Privilege. For those of you who might not know of her, she is commonly known for her incredible skill on the tennis court…and oh yeah, that big win over Bobby Riggs September 20, 1973…the Battle of the Sexes!
Billie Jean King’s amazing victory over Bobby Riggs was truly a pivotal moment in gender relations for women and men alike. As she so eloquently points out, her journey to this historical day was no accident. Drawing on experiences that led to her success on and off the court, she shares some simple but vital life lessons from which we can all benefit.
I doubt there is not one of us who isn’t feeling pressure these days … at work and at home. Telling clues to this fact have been all over the media…Kanye West's award show freak out, Serena Williams threatening to jam a tennis ball down a referee's throat, a Congressman yells out “liar” to the President…the list goes on. Yet according to Billie Jean King, pressure is indeed a privilege. “The moments of great pressure in your life – speaking in public, interviewing for a big job, losing your job, dealing with health issues – are born out of the importance of the situation.” “It is a privilege to have such opportunities, as well as the pressures that come with them.” A person with this attitude will have the ability to pull everything together, to make it all happen no matter how challenging the circumstances.
King also shares eleven additional life lessons that can be applied to both your business and personal life. When the pressures of life seem overwhelming and all-consuming, I find it can be very helpful to look to the advice of those who have overcome significant challenges. For this reason, I want to leave you with these words of wisdom:
1. Relationships are everything – “We cannot predict how or when someone is going to touch our life in a way that will change it forever….always stay alert.”
2. Lessons at the dinner table – “Be polite, show respect, listen to others, give to those less fortunate, and show gratitude.”
3. Bring all of yourself to everything you do.
4. See it happen to make it happen.
5. Labeling and assumptions – “…best to remember that everyone has their own individual truth, their own interpretation. The flexibility this kind of openness will give you in dealing with others will serve you in all areas of your life...”
6. Champions adjust.
7. Never underestimate your opponent.
8. Perspective is priceless – “Learn to step back and evaluate both your wins and losses, and enjoy the process of growth.”
9. Start with integrity – “Surround yourself with people of integrity and let your successes form a wide path for others to follow and share.”
10. Aging is an art – “…stay physically and mentally active, keep challenging yourself, never stop learning and growing, and have fun.”
11. Leave a legacy – “Passing the baton, encouraging young people to achieve more than we have, helps ensure that the quality of life can just keep improving for others long after we are gone.”
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| | Tuesday, June 23, 2009 | | The Social Media Conundrum |
On June 19, I attended a local event sponsored by the Taylor University MBA program called “Evolve or Die. The Future of Online Communication”. The presenter was Kyle Lacy, CEO/Co-Founder of Brandswag. I have to admit, I went into this event hoping to find the Ultimate Truth of the social media universe. Don’t get me wrong, we are definitely on-board the social media bandwagon at Ambassador. We blog, tweet, connect though our corporate Facebook fan page, collaborate through our intranet, and share information on Yammer. Even so, I continue to look for bigger and better ways to derive business benefit with these tools. If you’re new to social media, you may find yourself asking: Why should I care? Have you seen the latest version of the “ Did You Know” YouTube video – if you haven’t, you should check it out. The statistics in this video make it glaringly obvious that the Internet has completely changed the game. The business model that was used to start your company five or ten or twenty or fifty years ago becomes rapidly more obsolete as the world grows more connected and information & ideas are widely available (…and cheap, if not free). “If you don’t like change, you’re going to like irrelevance even less” (General Eric Shineski, Retired Chief of Staff, U.S. Army). Now that you understand why you should care, let’s look at where to start. I often hear that the whole “social media thing” feels like a perplexing conundrum of too much to learn and no time to act. And then there’s the common frustration that as soon as you learn something, it changes. In reality, the Ultimate Truth of the social media universe simply doesn’t exist. There is no one-size-fits-all approach. However, rather than allowing yourself to get overwhelmed, try to leverage this list of actions you can take today to apply social media tools to your business:
1. Understand your target market. This goes beyond knowing their demographics and means digging deeper into psychographics to understand their social media patterns and behavior.
2. Build a presence where it makes sense. If your target consumer/customer does not tweet, why are you? If you’re a Recruiter, Sales Rep, or Job Seeker, why are you NOT on LinkedIn?
3. Stop over thinking. You can conduct your own market research experiments today with little to no cost.
5. Block off time each day. Whether it’s 10 minutes or an hour, spend time daily reading (and/or writing) blogs and keeping up with your various networks. Put it on your calendar, and reschedule if you miss it.
6. Don’t procrastinate. I liked this quote so much I’ll mention it again: “If you don’t like change, you’re going to like irrelevance even less” (General Eric Shineski, Retired Chief of Staff, U.S. Army).
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| | Tuesday, January 27, 2009 | | Marketing Mushfake |
My cousin Tim is in prison. He was a good person who mingled with the wrong people, got addicted to the wrong drugs, did some bad things, and has now been behind bars for 4 years with 6 to go. Most of his family, including myself, lost touch with him. Until recently. For several reasons, I decided to write to him, not knowing what – if anything – it would bring. To my surprise, he promptly wrote back to me. Even more surprising was the overall tone of optimism and appreciation with which he wrote. While explaining to me what his daily life entails, he told me that he spends a lot of time “mushfaking”. According to Tim, mushfake is prison jargon for “woodworking with tools like toe nail clippers, tweezers, binder clips and various other odds & ends that we can come up with”. Who knew? He sent me a picture of one of the jewelry boxes he made – wow. He is extremely talented.
This letter really got me thinking. Here is a guy who has had a pretty rough life and who, I must admit, I fully expected to have become the bitter & violent prisoner so typically portrayed by Hollywood. To the contrary, he is someone who creates great works of art…with tweezers and nail clippers.
Now, allow me make the not-so-smooth transition from my cousin and prison to the world of marketing. Tim has taken an unfortunate situation and is making the best of it using the tools that he has. This is a simple yet relevant statement that should ring true to those of us in marketing (…which is basically everyone, whether it’s in your title or not).
Entering 2009 in the midst of an economic recession is not ideal. Between budget cuts and layoffs, you may find yourself wondering how you can be expected to help grow the business when your resources have been significantly slashed. There are, however, several areas with which you can and should focus your attention in order to utilize the “tools” that you have.
· Fuel referrals from within. Everyone within your organization should have the incentive and motivation to pass along quality referrals. Here is John Jantsch’s take on how you can Involve Your Employees in the Referral Machine.
· Get serious about relationship building. Take your participation with social networks to the next level. Allot a small yet consistent amount of time each day for leveraging your contacts through LinkedIn, Facebook, Twitter, MySpace, Smaller Indiana, etc. Set aside a few mornings and evenings each month for attending local networking functions.
· Gather testimonials. People are not very interested in what you have to say about your business. They are, however, very interested in what your clients and customers are saying. Are you gathering this valuable information? If you are not sure where to start, check out this idea: Hold a Testimonial Gathering Party.
· Measure, measure, measure. Can you quantify what works and what doesn’t work? Use the resources you have gather appropriate metrics. Phase out what isn’t working, and use your research to request an “unlimited budget for ads that work.”
· Stay informed. The marketing landscape has changed dramatically over the past few years. Traditional marketing tactics continue to face challenges, and the Internet continues to change the way people prefer to communicate. To remain a marketable and competitive professional, it is absolutely imperative that you stay informed. As referenced in Seth Godin’s blog, “57% of the online users surveyed hadn't read a blog in the last year.” His response to this statistic was “these people are incompetent and should be fired.” Coming from a well-respected modern marketing guru, I would urge you to take these words to heart. These suggestions represent a few of the many areas to focus your attention in 2009. They represent the tweezers and nail clippers in your bag of marketing tricks. They have always been available, but when you leverage them beyond their typical usage, you may be surprised what you can mushfake. | |
| | Thursday, August 28, 2008 | | Applying Beijing to Business |
If you are anything like me, you found yourself glued to the television during primetime for at least a couple of nights over the last two weeks. No, it wasn’t the start of a new season of Dancing With the Stars. It wasn’t even the outtakes for America’s Got Talent. I found myself compelled to check stay abreast of the unpredictable happenings at the Beijing Olympic games.
The games were filled with highs and lows. There were moments of majestic triumphs and greatness:
- Michael Phelps achieving an incredible 8 Olympic gold medals in swimming, one by no more than a fingernail!
- Misty May–Treanor and Kerri Walsh striking gold without losing a single set in Beach Volleyball. Now let’s see if they can win the 2012 without losing a point!
There were moments of inspiration:
- The awesome abilities Dara Torres winning two Olympic Silver medals (she’s won medals at five Olympics) at the age of 41 in a sport dominated by youth
- Open water swimmer Natalie Du Toit from South Africa not only swam, but placed competitively though she was missing a leg!
There were expected moments – the NBA superstar stacked US Men’s Basketball “Redeem Team” winning the gold. There were unexpected moments – both of the US 4X100 Meter relay teams dropped the baton and were disqualified.
I thoroughly enjoyed the intrigue that the Olympic games brought. It also made me think about a leadership topic: celebrating triumphs and sharing the inspiring stories. Often times as leaders, we can be so focused on achieving the organizational vision, on correcting the course, on taking corporate performance to the next level, [insert your own anecdote here] that we lose sight of the significant triumphs that we have achieved. We need to take the time to relish in our people’s victories; to celebrate the successes along the way.
By no means does this mean that we take our eyes off the goal. Michael Phelps thoroughly enjoyed each victory. Remember his primal scream after edging out Milorad Cavic in the 100 meter Butterfly by .01 seconds? He took time to celebrate the victory, but kept his eye on the prize.
The other thought I had throughout the Olympics was “what makes these games so special?” How often do you watch track meets? Gymnastics tournaments? OK…maybe periodically, but I’m pretty sure that you don’t devote an afternoon to a fencing duel very often. Yet once every four years, I find myself drawn to badminton, shooting, wrestling (not the “sports entertainment” version), and even table tennis. Why? Because of scarcity. The Olympics are so special because they don’t happen often.
The same holds true of celebrating triumphs. Over-celebration of victories lessens the meaning and value of the triumphs. If everything is celebrated, the scarcity or specialness is gone. While there is no “one-size-fits-all” answer, it is important to ask yourself the questions: What is the right balance of celebration and scarcity in my organization? How do I effectively use celebration to motivate and build the organizational culture? We would love to hear about your triumphs or inspiring stories. Please share them with us using the comments below or this email link! | |
| | Tuesday, July 10, 2007 | | Strategy as Behavior Change |
The phrase "IT strategy" has different meanings for different people. Some think of IT strategy as a list of sytems that need to be replaced, or the future state of the network infrastructure. Others see it as a document that gathers dust on a shelf somewhere. Some even have an instinctive aversion to the topics of "IT" and "strategy," and when the words are put together in the same sentence, they want to run for the hills. Heaven forbid!
One can understand that perspective. If strategy is in fact just a document, or just a list of tasks to accomplish, then is there any real and lasting value for the organization?
We believe that the value of any good strategy is ultimately a change in behavior and attitudes. Roger Connors and Tim Smith describe this in their book Journey to the Emerald City. They outline four steps to behavior change: see it, own it, solve it, do it. These steps take us through the process of recognizing that a problem exists, taking responsiblity for it, engaging yourself and providing new perspectives, and taking action.
In the world of IT strategy, this same concept translates to how organizations manage their technology capability. Are business executives really seeing their true role in making technology decisions? Are they owning technology problems? Is the organization collaborating to solve the problem? Are the right actions being taken on the business and technology side?
Here are some steps you can follow to make sure your strategy work is resulting in behavioral change:
Identify what's wrong. Often the toughest issues aren't discussed openly. Organizations need to learn how to get these issues out on the table so they can address them in a constructive way. This prepares the groundwork for behavioral change.
Understand all the perspectives. Guess what? That person you disagree with probably has some very valid points. It is often the synthesis of opposing ideas that leads to a better way of doing things.
Forge the path. Once you have a shared understanding of the problem, it is time to develop a shared vision for change. It is extremely important that that vision be commonly held among the organization's leaders. Without that, any plan for action is meaningless.
Measure your progress. Behaviors don't change overnight. We might have a shared vision of the future and we believe we are all on the same path, but it takes a certain amount of vigilance to make sure we don't revert to old ways. Shared accountabilty goes a long way.
I would like to hear your stories about getting organizations to change behaviors. Let me know about what worked and what didn't work. We'll discuss the interesting cases in the blog section of our web site at www.ambassadorsolutions.com.
Send your comments to me at rthieme@ambassadorsolutions.com.
Ron Thieme, Ph.D.
VP, Strategic Services
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