Maximizing Workforce Contribution Whitepaper

By Dr. Ron Jenson
Maximizing Workforce Contribution and Keith Aldrich

2013

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Table of Contents
Executive Summary ......................................................................................................................................................... 1
Introduction ....................................................................................................................................................................... 5
Current Organizational Challenges ............................................................................................................................ 7
The Personal Leadership Effectiveness Equation............................................................................................... 10
The Power and Influence of Culture ....................................................................................................................... 16
Critical Success Factors ............................................................................................................................................... 19
Talent Acquisition: Getting the Right People on the Bus............................................................................ 19
Employee Development: Maximizing Personal Performance .................................................................... 23
Engaging and Retaining your People ................................................................................................................ 29
Establish, Develop and Sustain a PLE Culture ..................................................................................................... 35
Establishing a Personal Leadership Effectiveness Culture ......................................................................... 36
Developing a Personal Leadership Effectiveness Culture........................................................................... 41
Sustaining a Personal Leadership Effectiveness Culture ............................................................................ 51
Conclusion ....................................................................................................................................................................... 57
Appendix .......................................................................................................................................................................... 58
The Anatomy of a Winning Culture .................................................................................................................... 58
Developing Personal Leadership Effectiveness .............................................................................................. 58
Bibliography .................................................................................................................................................................... 62
Bios .................................................................................................................................................................................... 65

Every organization will face external challenges beyond their
control. However, some of the most frustrating and costly
challenges originate from within and have one thing in
common: people.

Therefore, the principle challenge that an organization will
face is how to acquire, develop, engage and retain the right
people.

MAXIMIZING WORKFORCE CONTRIBUTION 2013

Executive Summary
Around the globe, every organization is attempting to mobilize
their workforce in an effort to succeed. Whether you are a non-
profit, a government agency, or a private sector company, you are
continually striving to maximize the contribution of your people in
an effort to drive extraordinary results and achieve your intended
mission.

Current Challenges
While every organization faces external challenges beyond their
control, some of the most frustrating and costly challenges are
occurring under our own roof. These include issues related to
turnover, disengaged employees, poor leadership, burnout,
employee conflict, ethics violations, and employee theft. All of
these issues have one thing in common….People.

However, those organizations that can recruit, develop, engage,
and retain people with a high degree of skill in leading and
governing themselves well and to their full potential, will have
the greatest advantage. This advantage will be the direct result of
these higher performing individuals having the ability to create
effective working teams, resulting in an overall high-performing
organizational culture (See Appendix: “Anatomy of a Winning
Culture” for details). We refer to this skill of leading or governing
oneself well and to full potential as Personal Leadership
Effectiveness, or PLE.

High-Performing Cultures
Research shows that high-performing cultures consistently deliver
extraordinary results and outperform their peers. Culture
determines how things are done, how people behave, and how
value is created. As former IBM CEO Lou Gerstner states, “Culture
isn't just one aspect of the game, it is the game.” Yet a high-
performing culture is made up of employees that are healthy, self-
governing, and high-performing themselves. Without leaders and

© 2013 – Dr. Ron Jenson and Keith Aldrich | Executive Summary 1

2013 MAXIMIZING WORKFORCE CONTRIBUTION

employees that possess these qualities, there is little hope of
positively transforming our organizations. This is why we believe
that establishing a PLE culture is foundational to creating a long-
term, sustainable, high-performing organizational culture.

Acquire, Develop, Engage and Retain the Right People
Building a high performing culture requires deliberate focus and
attention. Organizations need to be as intentional about hiring for
fit and alignment with their organizational culture as they are
about the needs of the position. Since turnover costs can run 1.5-
2.5 times a person’s salary and the cost of a bad hire can run as
high as $300,000, taking time to get the “right people on the bus”
as Jim Collins would say, is crucial.

The commitment to on-going employee
development is just as important as hiring
the right people. Investing in your
employees to help them become more
effective at leading themselves and
working well with others will have a
significant payback. The research shows
that this type of investment constitutes
only a mere fraction of the cost associated
with turnover and replacement, or the
costs related to employee disengagement.
According to Stanford Research Institute
findings, an investment in cultivating ‘people leaders’ has an even
bigger payback due to the ‘multiplicative’ effect that managers
and supervisors have on their employees. Similarly, Google found
that investing in the ‘soft skills’ of their managers resulted in a
statistically significant improvement for 75% of their lowest-
performing managers.

High levels of employee engagement are the result of effective
leadership, high quality managers, and employees that are aware
of their own strengths, goals, and unique contribution. Studies

2 | © 2013 – Dr. Ron Jenson and Keith Aldrich


show that as few as 25%-55% of employees are fully engaged and
contributing maximum value. Disengaged employees are costly
and can be toxic to the rest of the culture. However, research also
shows that managers directly affect 15 of the top 20 engagement
related variables, further substantiating the need to make
investments into the quality of your management team. Research
also shows that highly engaged employees are less likely to leave
the organization, yielding significant cost savings. These cost
savings are the result of eliminating the need to acquire new
talent, the loss of knowledge and experience within the
organization, and the lag time associated with new replacement
employees becoming fully productive.

Establish, Develop, and Sustain a Personal Leadership
Effectiveness Culture
To effectively address the issues associated with acquiring,
developing, engaging, and retaining the right people for your
organization you will want to take a deliberate and thoughtful
approach to achieve the greatest results and impact. Any
transformation process should be incremental in nature. There
should be an emphasis on short-term wins, on building upon
successes and learning from mistakes. This paper will explore
three phases to establishing, developing and sustaining a high-
performance personal leadership effectiveness culture.

Establish: This phase requires organizations to develop a vision
for their desired culture and the personal leadership qualities
necessary to bring that culture to fruition. Once the vision has
been clarified, the organization can assess where they are today in
light of that vision, and begin to create an integrated human
capital strategy.

Develop: This phase outlines core components of their human
capital strategy to address talent acquisition, employee
development, as well as the engagement and retention of their
employees.

© 2013 – Dr. Ron Jenson and Keith Aldrich | Executive Summary 3


Sustain: This phase addresses activities designed to protect
investments that have been made during both the establish and
develop phases and to sustain a PLE culture long-term. This is
done by taking internal ownership, by creating a culture of
“coaching”, and implementing continuous improvement processes.

The benefits of investing in developing your people and overall
culture are significant. Imagine a workplace where people are
skilled in taking initiative, handling stress and maintaining a
positive attitude while thinking critically. Imagine a work
environment in which employees are living with a sense of
purpose and passion, while maintaining a healthy work/life
balance. Envision a culture that’s characterized by positive and
strong relationships among coworkers – where productivity is
maximized both personally and professionally.

In his book The Advantage, Patrick Lencioni writes:

So here is the question. Will you be one of those leaders who
spearhead an effort to make your organization and the people who
work there more effective? We hope your answer to that question
will be a resounding “Yes!” Not only will your organization yield
significant increases in performance and productivity by
maximizing the personal leadership effectiveness of your
employees, you will also be contributing to the improvement of
your surrounding communities as employees return to their
families, neighborhoods, and volunteer organizations as better
leaders.



Introduction
We live in a time of unprecedented complexity, volatility, change,
and uncertainty. Over the last decade we have seen this manifest
in the dot-com crash beginning in 2000, the terrorist attacks on
9/11, and the ethical and financial failures of Enron, Worldcom,
and others. Our current global financial crisis has resulted in
significant bailouts of companies, as well as entire countries, in an
attempt to keep everything from crashing down. Some researchers
say that we may never again see the level of stability and
prosperity that coexisted in America in previous generations. We
need to accept that some level of chaos and instability may be the
new normal.

And yet, in the midst of this turmoil and current economic climate
some companies have thrived. Apple has given us innovative,
beautifully designed and easy to use products like the iPhone and
iPad. Google has made accessing information effortless, and car
manufacturers have developed more fuel-efficient hybrids. In
addition, social entrepreneurship is on the rise, evidenced by
growth in fair trade products and markets around the globe, and
the success of companies such as TOMS shoes. All of this
illuminates the creativity, resilience, and drive that is deeply
woven within the human spirit and that these companies have
harnessed in the midst of challenging times.

Certainly strategy and crisp execution are key elements, along
with a host of other organizational capabilities. However, it is
your people that are central to developing and executing these
strategies. So are your people thriving? Are they prepared

© 2013 – Dr. Ron Jenson and Keith Aldrich | Introduction 5


individually and collectively as a team to navigate the rough
waters ahead? Those organizations with employees that have well-
developed PLE will have the greatest advantage. It is our contention
that fostering a PLE culture is a critical component to establishing a
strong, vibrant, and healthy organization, one that is capable of
sustaining long-term success.

Based on years of experience in working with a wide variety of
Fostering a Personal organizations, we have found that many of the people-related
Leadership Effectiveness challenges are directly connected to their underdeveloped PLE.
(PLE) culture is a critical Why? The ability to lead oneself has a direct impact on
component to establishing performance both as an individual contributor and as an
a strong, vibrant, and
organizational leader. It impacts our ability to establish trust and
healthy organization, one
to work well in a collaborative team environment. It also directly
that that is capable of
sustaining long-term influences our level of engagement in the workplace.
success.
In Maximizing Workforce Contribution, we will explore the
relationship of personal leadership effectiveness with some of the
key challenges facing organizational leaders today. We will look
at the impact these challenges have on fulfilling your mission and
achieving outstanding organizational performance. In addition,
we will outline strategies to consider when addressing these
problems and creating a sustainable plan for the future.



Current Organizational Challenges
Companies are trying to operate and succeed in an environment of
increasing complexity, change, and volatility. External forces,
such as a global financial crisis, increasing global competition,
and increasing political and economic divides can all serve to
create obstacles to success. Additionally, internal challenges such
as the differing values and priorities of a multigenerational
workforce, fiscal constraints that force organizations to do more
with less, and the increasing disengagement of employees all
serve as impediments to achieving organizational goals. This is
the often tumultuous environment in which companies are trying
to mobilize their people to operate and succeed.

In his book Good to Great, Jim Collins wrote about getting the
“right people on the bus.” Have you considered how much the
“wrong” people cost your organization? Below are some of the
issues that manifest themselves in organizations today, often
costing companies billions of dollars.  

 Burnout and Stress - According to a recent report by
ComPsych in 2012, nearly 2 in 3 employees report high
levels of stress with extreme fatigue and a feeling of being
out of control, while more than half miss one to two days of
work per year due to stress. (Hirst 2012) Other studies
show three out of every four employees report that their
boss is the worst and most stressful part of their job. In
addition, employees that have poor relationships with their
managers are 30% more likely to suffer coronary heart
disease. (Ouimet 2012)
 Relational Conflict - Supervisors spend more than 25%
of their time on conflict management, and managers spend
more than 18% of their time on employee relational
conflicts. These figures have doubled since the mid 1980s. It
is now becoming more evident that this is something that
companies and managers need to recognize, and deal with.
Conflict significantly affects employee morale, turnover, and

© 2013 – Dr. Ron Jenson and Keith Aldrich | Current Organizational Challenges 7


litigation, which in turn affects the prosperity of a company.
(Lang 2009) Turnover can cost a company 200% of the
employee's annual salary. (Maccoby 2011)
 Disengagement – Study results vary on employee
engagement levels. They range from as low as 25% to 55%
of employees being fully engaged. One recent study
showed that 52% of employees are unengaged and just
putting in time, while 19% are actively disengaged, unhappy
and spreading discontent. Regardless of which numbers
you use, this is costly and has an impact on the performance
of your organization. (Blessing-White 2013)
 Turnover – At a cost of 1.5 times a person’s salary for
the average employee and up to 2.5 times for executives
and other key staff, the cost of turnover can be substantial,
and often times avoidable. Most turnovers can be traced
back to lack of trust, relational conflict with a peer or boss,
or lack of opportunity, growth or challenge.
 Ethics Violations – 45% of U.S. employees observed a
violation of the law or ethics standards at their places of
employment according the recently published National
Business Ethics Survey® (NBES). Employees are reporting
they are less confident in their own ability to handle ethics
situations. Currently 23% claim they are unprepared to
handle situations that invite misconduct, up from 14% in
2009. The report claims that overall, ethics cultures are at
the weakest point since 2000. (Ethics Resource Center
2012)
 Theft – Employee theft, generally defined as “any stealing,
use or misuse of an employer’s assets without permission to
do so,” can take many forms, from stealing assets to
manipulation of timesheets. It is estimated that employee
theft costs US Businesses an estimated $15 billion a year
and is one of the leading causes of failure for small to
midsize companies. The study also found that businesses
with fewer than 100 employees suffered the greatest
percentage of employee theft due to fewer anti-theft
controls. (Association of Certified Fraud Examiners 2012)



 Fraud - It is estimated that the typical organization loses
5% of its revenue to fraud each year ($3.5 trillion globally).
The median loss due to occupational fraud was $140,000,
while 20% of the cases had losses greater than $1 million.
Small businesses suffered the largest median losses and
faced the most significant threats. Perpetrators of fraud
spanned the organization, while the median loss through
fraud committed by executives was $573,000, managers
were $180,000 and employees were $60,000. It was also
reported that 87% were first time offenders, and had a clean
employment and criminal history. (Association of Certified
Fraud Examiners 2012)

It doesn’t take long to realize that the source of a lot of our
problems in business, government, and non-profit organizations is
the result of the behavior and actions of the people that comprise
them. If the goal is to get the ‘right people’ on the bus, who are
the ‘wrong people’ that are causing all the problems in our
companies? It is reported that when the English writer G.K.
Chesterton was invited by The Times, along with several eminent
authors, to write an essay addressing the question: "What's Wrong
with the World?" Mr. Chesterton responded:

© 2013 – Dr. Ron Jenson and Keith Aldrich | Current Organizational Challenges 9


The same could be said of our organizations today. If we are
honest with ourselves, at some level we have all contributed to
the problem at some point in time. At certain times and to
varying degrees, we are each capable of having a negative impact
on the people around us and the organizations we serve. Whether
through our words, actions or decisions, no one is exempt. From
the front line staff to the CEO, everyone benefits from paying
careful attention to the ongoing development of their PLE.

The Personal Leadership Effectiveness
Equation
The solution is fairly simple. However,
that doesn’t mean it is easy. It would
require each of us to develop the
ability to maximize our potential by
becoming more self-aware, cultivating
our passions and gifts, paying
attention to personal discipline, and
self-regulating in order to govern our own lives well. It is a
delicate balance that we must maintain between controlling our
impulses and emotional responses to internal drives and external
events, and still passionately leveraging our ability to make the
best use of our talent and giftedness for maximum contribution.



Personal Leadership Effectiveness

The Vertical Axis represents the increasing ability to govern one’s self well, including appropriate
responses to internal drives and external events.

The Horizontal Axis represents the increasing ability to understand and cultivate and leverage your
unique passion and gifts for maximum contribution.

 Lower Left: Represents the individual who has not developed adequate self-awareness, nor
the discipline or habits to effectively self-govern. As a result, their potential is not being
maximized.
 Upper Left: Represents the individual who has developed good habits and self-control, but
has not fully explored their passion and giftedness. As a result they will likely follow the
rules and fall in line with organizational policy, but their true potential has yet to be
uncovered.
 Lower Right: Represents the individual who has tapped into their passion and giftedness but
has not developed the ability to govern themselves well. This can represent those with
ideas and creative energy, that are driven by a purpose, but lack the discipline and habits to
effectively execute; or those creative geniuses with limitless energy, but who lack the ability
to get along with others or the personal discipline to avoid self-destructive behaviors.
 Upper Right: Represents the individual who is growing in greater self-awareness, is
increasingly aware of their strengths and weaknesses, and is continually developing the
personal discipline to effectively govern their life towards maximum contribution. They are
proactively identifying their passions and gifts, and exploring new ways to put them to use.

© 2013 – Dr. Ron Jenson and Keith Aldrich | The Personal Leadership Effectiveness Equation 11


Developing our PLE can be a significant contributor to both our
personal success, and to the success of the organization. We need
to understand that personal and organizational transformation go
hand in hand. However, before we can transform the organization,
we must begin with aiding in the positive transformation of those
within the organization. Let’s begin by looking at 10
competencies that decades of research and practical application
have proven to be foundational to the development of our PLE.

Personal Leadership Competencies
1. Personal Discipline –the ability to be proactive, developing
healthy new habits and personal discipline.
2. Accurate Self-Image –an accurate self-image based on
increasing self-awareness, and an understanding of your
strengths, weaknesses, passions, experiences, and gifts.
3. Positive Attitude –a positive attitude that gives us proper
perspectives on the situations we face, and the ability to deal
with fears, problems, and other difficulties in a healthy way.
4. Principle-Driven -- the ability to consistently live a principle-
centered life at home, work, and in the community.
5. Mission and Purpose –a clear sense of personal mission and
purpose in your life.
6. Integrated Life – balance in your personal priorities, attitudes,
and goals that lead to a more whole, healthy, and productive
life.
7. Others-Centered –a genuine concern for others and the ability
to effectively listen, confront, empathize, and coach others.
8. Personal Transformation –the ability and commitment to
continuously invest in your own personal and character
development.
9. Adaptability –the ability to handle change and make necessary
mid-course corrections.
10. Perseverance - the ability to stay focused on priorities and not
give up during difficult times.



Imagine yourself living each day in light of each of those personal
leadership competencies and being proficient at and a master of
each. Would that make a difference in your personal or
professional life? Now imagine a small team, each person
regularly working on the development of their PLE while also
working together towards a common organizational goal. Would
that make a difference in how effectively they work together and
what they could accomplish? Imagine a leadership team giving
vision to this for the entire organization, while becoming more
effective in how they work together.

Ideally, our entire organization would be made up of employees
with greater self-awareness, personal discipline, a positive
attitude, interpersonal skills, passion, and creativity.
Unfortunately, we don’t live in a perfect world, so as
organizational leaders we have to make a decision. Do we live
with our current situation or make a decision to invest in our
people? We like the joke that was recently circling around the
internet. It goes something like this:

The reality is that most of us have not yet learned or fully
developed the ability to master ourselves. Over time our society
has devalued the importance of the cultivation of our character.

© 2013 – Dr. Ron Jenson and Keith Aldrich | The Personal Leadership Effectiveness Equation 13


We try to address problems by creating more rules, more
regulations, and more oversight which just adds to the cost and
complexity of running our organizations. We rarely try to address
the underlying source of our organizational problems, which is the
ability of each and every one of us to govern ourselves well. We
couldn’t possibly create enough ‘Do’s and Don’ts’ to cover the
multitude of choices people face every day. Ultimately, we each
must address the question of “What kind of person should I be?”
The expansion of our company policy manuals with more rules
and guidelines doesn’t address this and won’t produce the desired
outcomes we hope to achieve.

Plato said,
“The first and best victory is to conquer self.”

Organizations today have a reason to care, if not for the altruistic
purposes of creating better people, better organizations, and a
better society, then for financial and survival reasons. When we
fail to maximize the talent in our organizations, to develop not
just the required job skills, but also the associated life skills (“soft
skills”), the personal leadership needed to excel and succeed, then
we undermine the health and long-term sustainable success of
our organizations.

We need to become deliberate about developing personal
leadership effectiveness within ourselves and our employees. As
we do, we will begin to see positive outcomes in the way of
greater focus, healthier communication, increased respect, and
integrity. We will see a sense of purpose, passion, positive
attitudes, and perseverance in the face of adversity. These are the
ingredients to lasting success and to a healthy organizational
culture. Establishing and sustaining a thriving PLE culture can
ultimately become your single greatest competitive advantage.


Words of Wisdom
A man's character is his fate.
— Heraclitus, Greek philosopher (c. 540-c. 475 B.C.)

Character is simply habit, long continued.
— Plutarch, Greek biographer (47-120 A.D.)

The first and best victory is to conquer self.
- Plato

The unexamined life is not worth living.
- Socrates

The reputation of a thousand years may be
determined by the conduct of one hour.
— Japanese Proverb

You can easily judge the character of a man by
how he treats those who can do nothing for him.
— Johann Wolfgang von Goethe

The true test of civilization is not the census, nor
the size of cities, nor the crops – no, but the kind
of man the country turns out.
— Ralph Waldo Emerson

Character, in the long run, is the decisive factor in
the life of an individual and of nations alike.
— Theodore Roosevelt

The world we have created is a product of our
thinking. It cannot be changed without changing
our thinking.
-Albert Einstein


The Power and Influence of Culture
We experience different cultures everywhere we go. Our families,
communities, schools, workplaces and nations each have their
own unique culture. Culture defines the collective character and
essence of the group. It is both the conscious and unconscious set
“Culture isn't
of forces that determine our individual and collective behavior,
just one aspect
and it influences our thought patterns, our perceptions, and our
of the game, it values.
is the game.”
Enduring companies are built upon cultures that are able to
consistently attract and retain loyal employees and satisfied
customers. Culture determines how things are done, how people
behave, and how value is created. In 1993, IBM hired outsider Lou
Gerstner as CEO in an attempt to save the company. Gerstner is
credited with successfully leading the turnaround of IBM, which
was ultimately a result of completely transforming the company’s
culture. In his book, Who Says Elephants Can’t Dance? Gerstner
writes:

Bain & Company research confirms this position. They found that
nearly 70% of business leaders agree that culture provides the
greatest source of competitive advantage, and claim that it is the
hardest thing for competitors to copy. In an interview with the
Harvard Business Review, past Dell CEO Kevin Rollins stated, “The
key to our success is years and years of DNA development that is not
replicable outside the company.” (Stewart 2005)



Leadership and culture are two sides of the same coin. In The Anatomy of
every social interaction, whether we are aware of it or not, a Winning Culture
we function as leaders. We not only reinforce and act as 10 Attributes of High
part of the present cultural dynamics, but also influence it Performing Organizations
when introducing new cultural elements based up on our While there is no one right culture for any
values, beliefs and associated actions and behaviors. Over company, there are common attributes
present in companies that outperform their
time, these new elements have the ability to strengthen and peers on a consistent basis. The 10
enhance the culture, or erode and weaken it. attributes identified below represent a
consolidation of research and findings
conducted by Accenture, McKinsey, Bain,
Does your current culture reflect a positive working Deloitte, and other thought leaders in the
environment? Are a winning attitude, teamwork, discipline, area of culture and its impact on
organizational performance. A more detailed
and excellence all evident? Or is your company
description can be found in the appendix.
characterized by internal politics, entitlement, negative
attitudes, or burnout? While there is not one right culture 1. Unique Purpose and Personality

for every organization, there are common attributes of high 2. Passion for Performance
performing organizations. (See sidebar – “The Anatomy of a
Winning Culture”). 3. Bias Toward Action

How the leaders and employees at every level and function 4. Outward-Focused
of an organization behave will influence the culture and
5. Team-Oriented
subcultures that arise, as well as how the total system
functions as a whole. While the responsibility for creating 6. Value Individuals
and preserving the organization’s culture ultimately lies
with the senior leadership, it is important to recognize that 7. Highly Adaptable

every employee plays a unique role as culture creator, 8. Lead by Example
evolver, and manager. (Schein 2009)
9. Organizational Alignment and
Ultimately, the quality and health of our organization is the Congruency
result of both the quality and the health of the people who
make it up. If a considerable proportion of your employees 10. Effective Communication
struggle to make their own lives work, how would you
expect them to create a healthy thriving organizational
culture? If one person is entitled and lacks discipline while
another is consistently negative, and a third is arrogant and self-
centered, there will be a negative influence upon any group
culture of which they are part. This negativity will become

© 2013 – Dr. Ron Jenson and Keith Aldrich |The Power and Influence of Culture 17


particularly problematic if it is not dealt with decisively and is
allowed to become part of the acceptable behavior and norms.

In a recent client engagement, one of the newly hired managers was
made aware of some issues that needed to be addressed
on her team. During the staff meeting she commented, “I
will go put the hammer down right after this meeting.”
Following the meeting, her direct supervisor pulled her
aside and explained that “putting the hammer down is not
how we do things around here,” and gave some
suggestions as to how to handle the issue with methods
more aligned with their culture and values. Had this not
been addressed, it is possible that “putting the hammer
down” could have become a new norm for this group, particularly if
the behavior had been rewarded directly or indirectly.

This is why hiring and employee development become so critical to
building and sustaining a high performance culture. Recognizing
that each new hire brings in new cultural elements (attitudes, values,
experiences, behaviors) that will have a direct influence on the work
environment, it is critical to assess and hire for alignment and fit
with the organization. After an individual has been hired, it is
important to consistently reinforce the organization’s values and way
of behaving, first by modeling the behavior and then through
ongoing training and real-time on-the-job feedback.

To create a healthy, high-performing organizational culture, we need
to have employees that are healthy, self-governing, and high
performing. Parker J. Palmer writes that, “Since culture is a human
creation, whose deformations begin not ‘out there’ but in our inner lives,
we can transform our culture only as we are inwardly transformed.”
(Palmer 2004) This is why we focus on establishing a PLE culture as
the foundation to creating a long term, sustainable, high performing
organizational culture. Without leaders and employees that are
inwardly transformed, we have very little hope of positively
transforming our organizations.



Critical Success Factors
In this section we will explore some of the essential elements
necessary to building a healthy culture. In order to establish,
develop and sustain a culture that maximizes performance,
productivity, team efficiency and bottom-line results, you will need to
effectively recruit, develop, engage, and retain the right people for the
organization.

Talent Acquisition: Getting the Right People on the Bus
The old adage that people are your greatest asset is not
completely accurate. A more correct statement would be that the
right people are your greatest asset. Jim Collins in his classic
book, Good to Great states that, “Those who build great
organizations make sure they have the right people on the
bus, the wrong people off the bus, and the right people in
the key seats before they figure out where to drive the
bus.” (Collins 2001) This does not mean hiring the
smartest or most experienced candidate. Best practices
suggest that you hire the right person to fit the culture
of the organization and the job. The right people don’t
need to be managed. As Jim Collins said in a recent
interview, “The moment you feel the need to tightly manage
someone, you've made a hiring mistake. The right people don't think
they have a job: They have responsibilities. The right people do what
they say they will do.” (Reingold 2009)

The Human Capital Institute claims that one of the most
important manager competencies for the future is the ability to
“hire, develop, engage, and retain the right people for the job.”
Yet, according to a 2012 study by Development Dimensions
International, hiring managers consistently make three common
mistakes during the hiring process:

© 2013 – Dr. Ron Jenson and Keith Aldrich | Critical Success Factors 19


1. They ask questions that do not provide them with useful
information about how the candidate will actually perform
on the job.
2. They don’t use a process to systematically evaluate the
responses of candidates.
3. They rely on gut instinct to make the final decision,
ignoring critical information about the candidate’s ‘fit to
the job’.

To address some of these issues, it is recommended that
organizations more thoroughly identify job-relevant factors that
predict success and then utilize a variety of diagnostic tools to
assess candidates on those specific factors. This can serve to
eliminate some of the subjective reliance on gut instinct. It is also
key to have managers and recruiters who are skilled at
interviewing and who have the ability to utilize open ended
questions that target a candidate’s
work ethic, personality, work-style,
attitudes, workplace values,
passion, and cultural fit. (Bal 2013)

It’s a challenge to find the right
people for the job. It
requires individuals who
not only have the skills
required to succeed, but
also the attitude,
personal discipline, and
people skills required
for alignment and fit
with the organization and
its values. According to a recent Accenture study, the “Top issue
on the minds of global executives is [whether or not they have the]
ability to acquire and retain outstanding performers.” While this may
be a pressing issue for executives, a McKinsey study found that
“only 23% of executives feel confident they are able to attract the top
talent they need.” That’s a significant problem. Ram Charan found



that 70% of organizations say that they have an insufficient
pipeline of talent for leadership and strategic jobs, and that stop-
gap measures such as quick hires have 40% failure rates within
the first 12 months.

Making quick decisions or poor decisions that result in hiring the
wrong person can be costly. Studies show that managers spend in
excess of 20% of their time dealing with poor or problem
performers. This is because they hastily screen applicants and
then hire primarily for skill and experience to get the job filled,
rather than for fit or alignment with the organization, or for the
character and personal leadership of the individual. This is why
we often say, “Organizations
hire for skill, but fire for
character.” The resulting cost
of a bad hire is estimated to be
over $300,000, when cost is
quantified based on people who
are poor hires and performers
(those who get to stay in the
organization’s ozone, yet add
little value). (Sullivan 2005)
These people retire in place (R.I.P) and never quite do enough to
be fired for performance reasons. This deadwood does little to
contribute to the overall success of the organization. The
financial impact can be much greater in public sector
organizations that have to account for lifetime retirement benefits
in addition to the loss of productivity in current job
responsibilities. The numbers can quickly escalate into millions of
dollars if the bad hire goes beyond ‘workfare’ and results in gross
negligence, ethics violations, lawsuits, or lost customers.

So what can be done? First and foremost, consider placing a
greater emphasis on hiring for character, attitude, personal
leadership, values and cultural fit. Then train for skills. Mark
Murphy, author of Hiring for Attitude, said Southwest Airlines, as
well as companies such as Apple, Google and Ritz-Carlton, are



great examples of this, despite the attitudes and activities at each
being quite different. There is no ‘right’ attitude for success but,
according to Murphy “89% of the time, if a new hire fails, they fail
for attitude, not for skills.” He states that, “We can find the skills
anywhere we need them. The real issue right now is finding the
people who are going to actually fit in our organizations and in
our cultures.” (Turner 2012)

 Are you assessing candidates for cultural fit, values alignment, attitude,
and other job-fit characteristics beyond functional skills?
 Are your managers able to identify the qualities of the individual that
are critical to the long term success of your organization?
 Do you have a standard process or tools to assess for character,
personality, and other distinguishing traits?
 How do you avoid making rushed hiring decisions based on gut instinct?



Employee Development: Maximizing Personal Performance

Organizational leaders should be facilitating and encouraging the
ongoing development of their people. While personal
development is certainly an individual’s responsibility,
organizations can play an incredibly significant role in seeing the
personal potential an individual may not see. They can create an
environment that encourages ongoing growth and personal
development. Many organizations will invest in job specific skills,
yet don’t believe that it is their responsibility to invest in the
development of an employee’s personal leadership abilities.
However, as we have pointed out, organizations are suffering from
the inability of their employees to lead and govern their lives well
and to their full potential. This is evidenced by the array of
interpersonal conflict, burnout, low engagement levels, lack of
discipline, and a whole host of other issues that arise within our
organizations. Research finds that it costs roughly 1/30th the
amount to develop an excellent person as opposed to hiring his or
her replacement. As Geoff Colvin pointed out in Talent is
Overrated, “For virtually every company, the scarce resource today is
human ability. That’s why companies are under unprecedented
pressure to make sure that every employee is as highly developed as
possible.” (Colvin 2008)



Organizations should be investing in the development of the PLE
of all employees. It is the foundation from which all other
training and development should be built upon. From the CEO to
individual contributors, we each need to develop our ability to
lead ourselves well. As we nurture these skills and become
effective at leading and governing our own lives well, we will
have increased energy, more internal peace and contentment, a
greater sense of purpose and significance, and an increase in our
contribution and productivity, resulting in greater success both
personally and professionally.

While each individual within the organization needs a strong PLE
foundation to build upon, those responsible for leading other
people should receive special consideration. It is hard enough to
lead our own lives well, but when we add the complexity and
responsibility of leading
others, the stakes are higher.
You have probably heard the
saying, “People join
companies, but leave
managers.” When new hires
join a company it is often
because of the perceived
opportunity and what they
believe the company
represents. Yet a significant
number of exit interviews
reveal that people leave an organization because of their
managers. One survey found that 65% of the respondents said
they would take a new boss over a pay raise (Ouimet 2012). Yet
when managers were asked why their people left, the number one
answer given was “for more money.” This discrepancy shows a
significant disconnect between those in management and the
people that they lead.

The impact that those in managerial roles have upon the
performance of the organization should not be underestimated.



According to a recent study by the Corporate Leadership Council,
managers impact 15 of the top 20 drivers of employee
engagement. In October 2012, the
Stanford Institute for Economic Policy
Research published a research paper
called “The Value of Bosses”. This
publication was the result of a study that
spanned 5 years, over 23,000 employees
and 1900 supervisors. They found that
replacing a boss who is in the lower 10%
of boss quality with one who is at the 90th percentile increases
the productivity of each subordinates output by more than 10%.
This is the equivalent to adding one full time worker to a nine
member team. This implies that the average boss is about 1.75
times as productive as the average worker because of the
multiplicative effect of their role across the entire team, compared
with the additive effect of bringing on an additional employee.
(Lazear 2012)

According to the Stanford study, one of the biggest differences
found in “boss quality” was related to their ability to teach, coach,
and transfer skills such as a good work ethic or good habits. It
was estimated that teaching accounts for 67% of the effect that
bosses have on their employee’s productivity. The study also
found that teaching was more important than motivating,
primarily because the skills and behaviors developed as a result of
teaching endure, where as external motivation is short-lived.
(Lazear 2012)

Similarly, in a recent effort by Google to answer the same
question, they undertook an initiative called “Project Oxygen.”
What Google found was that the best managers had teams that



performed better and had higher
employee retention. They realized
Eight Habits of Highly Effective that if they could replicate the
Google Managers behaviors of their highest performing
managers and make everyone as good
1. Be a good coach. as their top performers, it would have
2. Empower your team, and do not a significant impact on company
micromanage. performance and the bottom line.
3. Express interest in team members’ Thus, they began to explore what
personal success and well-being. made their best managers so good,
4. Be productive and results-oriented. and tried to determine whether these
5. Communicate and listen to your attributes could be replicated. In their
team. attempt to build better bosses,
6. Help your employees with career statisticians gathered and analyzed
development. more than 10,000 observations about
7. Express a clear vision and strategy for managers, across more than 100
the team. variables, from years of performance
8. Demonstrate key technical skills so reviews, employee surveys, and HR
you can help advise the team. interview notes. They then coded all
the information in an effort to identify
patterns. What they discovered were
several key attributes of their most
effective managers. (Byrant 2011) (See Sidebar – “Eight Habits of
Highly Effective Google Managers").

What is most encouraging from these findings, and the findings of
hundreds of similar studies, is that those critical skills required of
effective managers can all be developed. Skills such as being a
good coach, expressing interest in your staff, being results
oriented, teaching, communicating, listening, and helping
employees, all require and draw upon the foundational personal
leadership competencies that we discussed earlier.



Is it worth the effort and cost?

Not surprisingly, companies that are outperforming their peers are
also investing much more in their people and leadership
development programs. In fact, companies with mature leadership
development programs spend an average of 30 to 60% more per
participant. The annual investment average per person/per year
for high performing organizations is $1,671 for first-level
supervisors, $2,700 for mid-level managers, $6,016 for senior
leaders and $7,116 for high-potentials (HiPos). These investments
pay off in improved leadership capabilities, better business results,
increased employee retention, and higher levels of employee
engagement and productivity (Bersin & Associates 2012).

While the discussion of developing leadership capabilities
receives some level of attention in most organizations, often the
‘softskills’ take a back seat to what are considered by some to be
the more important ‘hardskills’ like finance,
strategy, and engineering. Even private
equity firms clearly understand the value of
good leadership. They recognize that strong,
effective leadership is critical to the success
of their investments. In fact, repeatedly the
decision to invest in a company is often
predicated on the strength of its
management team, and the assessment of
the organization’s talent begins as soon as due diligence
commences (Couto 2012). According to Google, their investment
paid off quickly once they started teaching their “Eight Habits” in
training programs, as well as in coaching and performance review
sessions. As a result of their efforts, they were able to achieve a
statistically significant improvement in manager quality for 75%
of their lowest-performing managers.

One of the things that we find in our discussions with
organizational leaders is that they seem to be looking for the next
‘new thing’ in leadership development, as though human nature



has changed during the last fiscal year. Organizations would be
better served if they would stick with the ongoing development of
their people in some core competencies, around self-leadership
and the leading and coaching of others. As noted, this was
confirmed by Google’s Project Oxygen and by the findings from
the recent Stanford study on the Value of Bosses. In an interview
with the New York Times, Laszlo Bock, Google’s Vice President of
People Operations stated that, “Although people are always looking
for the next new thing in leadership, Google’s data suggest that not
much has changed in terms of what makes for an effective leader.”

 The most successful companies have a mindset that talent is an asset to be
unleashed, not a cost to be contained. Are you creating a culture that
embodies this view?
 Are your people clear about their unique gifts, talents and contributions?
Are they working out of their strengths?
 Are your developments activities primarily skill-based or do they focus on
developing the whole person, including their personal leadership
effectiveness?
 Do you have strategies that address developing personal leadership at all
levels of the organization, from the CEO to the most entry-level position?
 Do your development strategies include traditional training and
development along with coaching, mentoring, and other effective
methods?



Engaging and Retaining your People
Once you have gone to all the expense and effort needed to find
top talent that aligns with your organizational culture and values,
you also need to make sure that you get them engaged. It is
critical to get employees to utilize their gifts and
talents in a way they find personally satisfying.
Yielding maximum contribution for the organization
is the desired outcome. If done well, there is a higher
probability that when your human capital assets go
home at night, they will happily return the next
morning. It is important for organizational leaders to
understand what motivates people and to help draw out the best
in them. The role of leaders today is to create an environment in
which people can grow, develop self-mastery, and gain a sense of
purpose and value from their work.

According to Scarlett Surveys, "Employee Engagement is the
measurable degree of an employee's positive or negative emotional
attachment to their job, colleagues and organization that profoundly
influences their willingness to learn and perform at work.”

An "engaged employee" is one who is fully involved in and
enthusiastic about their work, and will thus act in a way that
furthers their organization's interests. The bottom line is that
highly engaged employees provide higher value and are less likely
to leave the organization for which they work. They are more
effective at producing high quality, innovative products and
services; they have a greater impact on customer satisfaction, cost,
and revenue growth. Highly engaged employees are found to
remain with organizations for what they feel they can contribute
and for the positive difference that they feel that they can make.
In contrast, disengaged employees tend to stay only for what they
can get out of the organization.

Studies on employee engagement levels vary significantly. They
demonstrate a range from 25%-55% of employees being fully
engaged and contributing maximum value. One study showed



that 52% of employees are disengaged and just putting in time,
while 19% are actively disengaged unhappy and spreading
discontent throughout the organization. Regardless of which
numbers you use, disengagement is costly and has an impact on
the performance of your organization. (Blessing-White 2013)

In general, engagement tends to increase as
you move up the organizational ranks. One
study showed that 59% of executive level
staff are fully engaged, as compared to
individual contributors who varied between
27% and 33%. There are several possible
contributing factors to these results. A higher
level of engagement can be attributed to
greater autonomy on the job, as mastery and
expertise gained brings additional
confidence. Additionally, the longer one is in
the workforce the more time they have to
discover their own unique gifts and passions,
and to find meaningful work that is in
alignment with these strengths.

Blessing-White has conducted research and work
around the world on the topic of employee
engagement. They provide a simple model and way
to think about employee engagement (see figure on
left). The assumption is that the organization and
each of its employees is moving toward their own
definition of success. Organizations move toward
the definition of success that is captured within
their Vision, Mission, Values, and supporting goals
and strategies. At the same time, employees are
moving toward their own personal definition of
success. This is based on the employee’s values,
goals, interests, capabilities, and work-life needs. The larger the
organization, the more complex this becomes. If you have 10
employees, you will have 10 different definitions of success,



whereas with 20,000 employees, you now have 20,000 unique
definitions. The goal is to find an intersection as high up the
scale on employee satisfaction as possible, while also getting
maximum contribution to the organization’s own goals and
objectives.

When we look out across our organizations, we find a spectrum of
engagement. The Blessing-White model uses five categories
based upon where a person falls on the ‘personal satisfaction’
scale and the ‘contribution to the organization’ scale. The
‘Engaged’ are those that are providing maximum contribution to
the organization, and receiving maximum satisfaction as an
employee. Those that are high on personal satisfaction and low
on contribution are called the ‘Honeymooners and Hamsters’,
because they are either new to their role, happy to be there, but
contributing very little, or they are content to coast along. Then
there are those employees that are high on organizational
contribution, but are not receiving much personal satisfaction.
These people are referred to as ‘Crash and Burners’ and are at risk
of either leaving the organization or sliding into the disengaged
category due to burnout and frustration. The ‘Disengaged’ are
neither satisfied nor contributing, and are the ones most likely to
spread discontent and negativity throughout the organization.
Finally, there are the ‘Almost Engaged’, who typically makes up a
large part of the organization. They are an important segment to
address because they are decent performers who are often
overlooked when it comes to training and coaching. This is
because organizations often focus attention on either ‘high
potentials’, or those towards the bottom who are causing the
greatest issues. Since they are only moderately satisfied, they are
at higher risk of leaving in search of an opportunity that may yield
more satisfaction.



So what are the causes of low employee engagement, and
what can we do to address it?

As we look at engagement through the lens of contribution to the
organization and employee satisfaction, the reasons for being
engaged, disengaged, at risk of burnout or just coasting along, can
be as varied as the people who work for us. However, when you
look at the research conducted on the topic, common themes
emerge:

 Employee Satisfaction: Employee satisfaction can be
affected by a number of factors. These include: whether
they feel valued by the organization; their relationship with
peers and managers; the level of trust in leadership and
those on their team; whether they feel challenged and
have opportunity to learn and grow; and their ability to
connect passions and gifts with the job and organizational
purpose.

 Employee Contribution: The variables that impact
employee contribution can also vary widely. These include:
a lack of clarity regarding job roles and responsibilities;
lack of clearly defined expectations and regular feedback;
lack of skill or training in a certain area; not being in the
right role; internal bureaucracy; poor communication; and
lack of collaboration and teamwork.

Based on the most recently published 2013 Employee
Engagement report by Blessing-White, they identified the top
“Contribution” and “Satisfaction” drivers of engagement. The
table on the next page highlights these findings.



Top “Contribution” Drivers of Top “Satisfaction” Drivers of
Engagement Engagement
1. Greater clarity about job 1. More Opportunities to do
responsibilities and what I do best
performance expectations (and
why?)
2. More resources 2. Career development
opportunities and training
3. A coach or mentor other than 3. More Flexible job conditions
direct manager
4. Regular specific feed-back 4. More challenging work
about how I am doing
5. Development opportunities 5. Improved cooperation
and training among coworkers and
relationship with manager
6. Better communication with 6. Greater clarity about job
manager responsibilities and
performance expectations
(and why?)
7. Better relationship with co- 7. Greater clarity about
workers personal work preferences
and career goals

Low employee engagement is a significant contributor to turnover
and retention-related issues within organizations. However, as we
become aware of and address the factors that impact engagement,
we will begin to solve some of our retention problems. Investing
the time and resources needed to understand
engagement-related issues and solve them can yield big
dividends, since dealing with unwanted turnover is very
costly.

According to a 2012 study by Birkman International, 78%
of organizational leaders say that retention has become
a major priority. This is because employees are the lifeblood of
our organization. Employees are the drivers of creativity,
innovation, strategy, and customer service. Losing them is
extremely costly. Cisco has calculated that it costs them
$250,000 for each talented engineer that leaves the company,
while Bristol Meyers Squib estimates that it costs them $500,000
for each senior leader that leaves. Most industry estimates use a



multiple of 1.5 to 2.5 times an individual’s salary to
calculate the cost and impact of turnover. This
accounts for loss of knowledge, the cost of recruiting
a replacement, and the 6-12 months it takes someone
to become truly productive in their new role. Even
replacing minimum-wage employees begins to add
up. It is estimated that the average cost to replace a
minimum wage employee is $3,500 when you
account for recruiting, interviewing, hiring, and
training (Ouimet 2012). To complicate matters, there are baby
boomers retiring in vast numbers. For organizations, this
translates to losing years of knowledge and experience. As
Millennials enter the workforce, many have become disillusioned
and are not satisfied with what they are finding in organizations.
One source claims that “95% of young professionals are regularly
watching for new potential employers because they don’t feel like
they are learning, growing, or being valued in their job” (Paul
2012). So as we address the engagement equation, we can
positively affect the retention equation as well.

 Are you creating a healthy organizational culture where people can thrive, grow and
contribute their best?
 Are your employees aware of their responsibility as it relates to their own
engagement? Are they growing in self-awareness, gaining clarity regarding their
unique passions, experiences, and gifts? Are they clear about their unique value and
contribution to the organization’s mission?
 Are your managers aware of their role and that 15 of the top 20 drivers of employee
engagement are within their span of control?
 Are you developing leaders throughout the organization that can develop and coach
others to achieve their full potential and raise their engagement level?
 Do you know the rate and cost of turnover in your organization? If so, do you and
your managers know the causes?



Establish, Develop and Sustain a PLE
Culture

To bring about change and long-term sustainable transformation,
you have to start somewhere. The question we are often asked is,
‘Where should we start?’ While the answer to that question will
vary within each organization, based on goals, objectives, desired
outcomes, current issues, and constraints, there are some key
elements that any organization should consider as they embark on
the journey of establishing, developing and sustaining a personal
leadership effectiveness culture.

As part of establishing a personal leadership effectiveness culture,
it is important to know where you are and where you are trying to
go. The goal is to begin with a plan that is integrated and that is
designed to achieve the desired results. This becomes your
blueprint and foundation for lasting success.

Once you have a plan for where you are heading, you can begin
the process of developing your personal leadership effectiveness
culture by implementing strategies which will have the greatest
impact and return on the time, money, and other resources
committed to the effort.

© 2013 – Dr. Ron Jenson and Keith Aldrich | Establish, Develop and Sustain a PLE Culture 35


As the organization begins to see positive results, it is important
to have plans in place for sustaining a personal leadership
effectiveness culture. This requires leaders to consider how they
will preserve and continue to enrich the culture from the inside
out.

Establishing a Personal Leadership Effectiveness Culture

In a perfect world, this type of
initiative would be sponsored
and driven out of the C-Suite of
the organization, and permeate
the culture of the entire
organization. However, we don’t
live in a perfect world, and
sometimes positive initiatives are spawned by a project team, a
department, a region or a division led by courageous leaders who
can’t sit idle and live with the status quo. Once they have realized
that one of the greatest impacts they can make in their
professional life is the alignment and development of the people
for whom they are responsible, they spread that passion to others,
greatly benefitting the organization.

Create a Vision for the Future
It is important to begin with the end in mind. What is the desired
end-state for the culture of your organization? How would
developing a PLE culture positively impact your ability to execute
on your organization’s vision, mission, and goals? It is important
to be clear about your business goals and objectives so that you
can align your people strategies with your business strategies.
When you think in the context of your “Service-Value Chain”, what
are the personal leadership qualities and behaviors that are
directly linked to your organization’s value creation, employee and
customer satisfaction, and your long-term success? Take time to
review your organization’s values or guiding principles. Are these
really your values? If you answered “Yes”, are all of your



employees aware of these values, and do they know how to live
them out on a daily basis? Are they aware of how they directly
relate to the achievement of the organization’s mission? Are there
consequences for not living by them? When we work with clients
as part of the visioning process, we often use the following simple
but highly effective exercise.

1. Confirm organizational values: Take time to review the
current values statements. Confirm that they are core
values and essential to the success of your organization.
2. Define each value: Make sure each value is clearly defined.
Don’t leave it open to individual interpretation. If one of
your values is ‘excellence’, how does your organization
actually define excellence?
3. Describe the expected actions and behaviors: The next step is
to describe the expected actions or observable behaviors of
employees that are living out this value consistently on the
job. What does ‘excellence’ look like at your organization?
List 3-5 short sentences that describe ‘excellence’ in action.
4. Link related personal leadership competencies: The final step
is to then identify and link the personal leadership
competencies (see page 12) that would be required to live
out this value on a consistent basis. For example,
‘excellence’ may require employees to have the personal
leadership competencies of Personal Discipline, Positive
Attitude, and Perseverance.

This exercise will help provide clarity around the organization’s
core values and the associated personal leadership competencies
required to succeed at your organization. This information can
then be used to communicate clear expectations to employees,
and will become a valuable component of your recruiting and
employee development process.



Assess Your Current State
Where are you today? How would you describe your current
culture? Once you have established a clear picture of the type of
culture you want to develop, it is important to pause and consider
where you currently find yourself and your organization?

1. Describe your current culture: How would you describe your
current culture? How would management and employees
describe the current culture? Are these assessments in
sync? Look for areas of improvement and identify what is
going well and contributing to your success, so you don’t
break something that is working.
2. Review the Anatomy of a Winning Culture: Review the 10
attributes described in the “Anatomy of a Winning Culture”
(See Appendix) and identify areas in which your
organization is doing well and areas in which it would be
beneficial to improve.
3. Review metrics and data: If you have metrics on turnover,
engagement levels, leadership pipeline, employee and
customer satisfaction, utilize this information to identify
improvement opportunities.
4. Review qualitative feedback: Don’t ignore this vital resource.
In conducting few brief conversations with management
and employees, we can often uncover some of the most
important cultural elements, as well as what people
consider the biggest inhibitors to success.

The key here is to stop long enough to think about where you are
today, and to have the courage to be honest in identifying the
areas in which your organization is not currently living out the
vision you have for it. Once you have identified the gaps
between where you are and where you want to go, you can begin
the process of developing an integrated plan that aligns your
human-capital strategy with your business strategy.



Develop an Integrated Human Capital Strategy
After you have determined where you are heading and have
gained an understanding of your gaps, you can begin to develop a
plan that is integrated. It is important that your plan address the
key areas of talent acquisition, employee development, and how
to engage and retain your best people. While limited time and
resources will force you to be selective about the initiatives you
can undertake, it is important to understand the
interdependencies of your human capital initiatives and their
impact on the performance of the organization. For example, if
you begin making investments in the development of your people
to positively shape your culture, and ignore your talent acquisition
efforts, you risk flooding your organization with people who don’t
align with the culture. Conversely, if you focus on hiring the right
people but don’t engage in the ongoing development and
preservation of your desired culture, you risk going adrift. In this
case, the culture will take on a life of its own over time and may
not align with your desired outcomes.

The Human Capital Institute provides a Talent Management
Model which is a beneficial point of reference when developing
your strategy. The graphic on the following page illustrates the
link between an organizations business strategy and their human
capital strategy. Within the human capital strategy are core
components to planning, acquiring, engaging, developing,
deploying, leading, and retaining your human capital assets. When
this strategy is done well your organization’s talent assets will
deliver on your expected business results.



As this graphic demonstrates, the important thing to remember
during the planning process is that everything should flow out of
your business strategy. As you develop your supporting human
capital strategy, you will want to consider how each element of
your strategy aligns with your intended talent results and
ultimately the desired business results.

Crawl, Walk, Run Implementations
Developing an integrated human capital strategy that takes into
consideration the interdependencies of activities, and prioritizes
decisions and investments based on business impact, is a valuable
and necessary exercise. While it should be comprehensive,
cohesive, and integrated, a human capital strategy should also be
iterative. Creating an implementation based on a roadmap for
the future should be pragmatic. It should be rolled out
incrementally while generating short-term wins, creating
employee buy-in, learning from mistakes, and finding activities
that generate the most value for your team or organization. This
is what we like to refer to as a “crawl, walk, run” strategy. This
strategy allows you to pilot your initiatives. It helps you to discern
what works best for your organization, and to continuously
improve and refine your approach over time. This progressive
implementation method allows you to expand a PLE culture
throughout the organization as you generate wins and
demonstrate its value.

Developing a Personal Leadership Effectiveness Culture

After you have created your
future vision and devised a plan
based on your organizational
priorities, it is time to begin
implementation. We will look at
three key areas for growing and
developing the maturity of your



organization, including: developing your leaders, recruiting the
right people, and engaging and retaining your employees.

Developing Your Leaders
A plan to develop the personal leadership effectiveness of your
leaders, from the CEO to the first line supervisors, is the
cornerstone to your success for several reasons. Why?

 Organizational leaders set the tone for other employees
and need to lead by example.
 Organizational leaders are responsible for hiring new
employees.
 Organizational leaders impact 15 of the top 20 variables
that affect employee engagement.
 Organizational leaders have a multiplicative affect
(positively and negatively) because of the nature of their
role and the relationship they have with those reporting to
them.
 Organizational leaders become the internal champions for
a PLE culture and are vital to your sustainability efforts.

We have found three core learning objectives that are essential to
maximizing the effectiveness of your organization’s leadership.

1. Developing in Personal Leadership Effectiveness is an
important first step. (See “Developing in Personal
Leadership Effectiveness” in the Appendix). This is
imperative because everyone in a leadership position



needs to develop the ability to lead and govern their own
life well. This is essential if they are going to be able to
lead by example, and be able to effectively lead and coach
others.
2. Developing the ability to effectively lead others. Once a
leader is growing in their own PLE, it is important that they
extend those concepts and apply them to their team
environment. Learning how to identify PLE-related issues
within a team, constructively address problems, reinforce
and acknowledge the desired behaviors, and incorporate
effective practices into the ongoing management of the
team are essential capabilities.
3. Developing the ability to coach others. As highlighted in the
Stanford research and Google’s Project Oxygen, one of the
critical capabilities of the most effective leaders is the
ability to mentor others on the job. This is not only an
important skill for leaders to develop, but it will become a
key component to your organizational sustainment
strategy.

Recruiting the Right People
In order to get “the right people on the bus,” it is important that
you have a comprehensive approach to talent selection and hiring.
The five practices below are key to a successful talent acquisition
approach.

1. Create an interview process that incorporates multiple
interviewers and minimizes rushed decisions and personal
bias.
2. Incorporate the organization’s values and the supporting
personal leadership competencies into the candidate
selection process.
3. Develop the interview skills of your management team so
that in addition to discerning technical qualifications, they
are also able to assess for fit and alignment with the team
and organization.



4. Utilize assessments to eliminate personal bias and
subjectivity, and to gain greater insights into the
behavioral traits and personal leadership competencies of
the candidates.
5. Clearly establish that, as part of preserving the culture,
talent selection and talent management is everyone’s
responsibility.

Utilizing this process will better insure the likelihood of hiring
individuals that will be successful in the position and environment
in which they will work.

Interviewing for both personal leadership competencies and job-
related skills is important. As we saw in the previous section,
bringing in the wrong people can have a devastating impact on
your organization. You want to determine whether the individual
has the attributes you are looking for, both in their character and
in technical, job-related skills. You must assess whether there
would be good chemistry and whether the person will align with
the culture of the team and organization as a whole. Most
organizations are very effective at screening for job experience,
education, and technical skills, but struggle to assess for character
qualities such as level of self-awareness or a teachable attitude.
This is also where things such as personality traits and behavioral
“hardwiring” come into play. Are you interviewing someone who
has a natural propensity to be engaged with people, who likes to
talk and socialize? What if the job requires them to work alone in
a cubicle in the basement? Or are you interviewing someone who
prefers to work alone and at their own pace in a calm and
methodical manner, but the position requires joining a fast-paced,
dynamic and creative team? Do you have the ability to identify
these traits and potential issues during the interview process? If
not, do you think the individual who is looking for work will admit
that they might not be a good fit, even if deep down they have
concerns once you described the job during the interview?



It is essential to establish a process not only for evaluating skills
but also for assessing character, behavior traits, and
organizational and team fit. To do this effectively, everyone in
leadership whether in marketing, finance or engineering will need
to become skilled talent managers and learn how to assess
candidates for key personal leadership qualities. This can no
longer be relegated to HR. Everyone will need to play a role and
take ownership for developing a personal leadership effectiveness
culture.

Engaging and Retaining Your Employees
As pointed out previously, employee engagement is a tremendous
contributor to the performance and success of the organization.
In solving the employee engagement issue, we can also improve
employee retention, as highly engaged employees are much less
likely to leave the organization.

First, we need to develop an engaged leadership team through the
efforts described above in “Developing Your Leaders.” Engaged
leaders not only model the way, but also positively affect many of
the things that impact employee engagement.

Once you have a great foundation established with your
leadership team, you can begin to permeate the entire
organization. Helping individual contributors grow in their
personal leadership can increase their level of engagement for
several reasons. First, as they become more self-aware, they gain
a greater understanding of their strengths, weaknesses, passions,
and gifts. They begin the process of honing their skills and
aligning with opportunities that energize them. They identify
where they can make a positive contribution. Second, as
individuals learn to be accountable for their own direction,
growth, ongoing development, and attitude, they will take more
personal responsibility for their level of engagement. Finally,
when organizations invest in their people and make them more
effective at work and in their personal life, they feel valued.



Not only is the organization helping put them on a positive path,
they are helping them grow personally and professionally. They
are sending a message that their employees are valuable.

The following table is a consolidation of the top contribution and
satisfaction drivers associated with engagement referenced
earlier. The right-hand column looks at how an individual’s PLE
impacts the specific driver, as well as how management and the
organization influence the outcomes.



Top “Contribution” and
“Satisfaction” Drivers of Addressing the Problem
Engagement

1. Greater clarity about job Those in management or leadership positions need to
responsibilities and develop greater “coaching” and communication skills to
performance expectations provide regular and timely feedback to staff. Leaders need
(and why?), with regular to increase their ability to give specific and constructive
and specific feedback about feedback, provide guidance, and coach the individual to
how I am doing. greater performance.

This requires the employee to gain greater self-awareness
regarding their personality, default behavior traits and
wiring, insights about their strengths and weaknesses,
passions, experience, and gifts, as well as their definition
2. Greater clarity about of success and how their career plays into their personal
personal work preferences vision and mission in life. As these are key elements
and career goals. associated with their personal leadership effectiveness,
organizations can assist by encouraging people to
continue to grow and learn, exploring these attributes,
providing learning opportunities, and offering coaching
and feedback.

Equipped with the information and personal insights from
#2 above, employees can communicate with their manager
3. Career development about career aspirations and can be specific about gaps in
opportunities, training, and experience and skills. Managers can show interest in
a coach or mentor other their employee’s career development and provide training
than my direct supervisor. opportunities. Organizations can create internal coaching
and mentoring programs for employees or hire external
coaches to support this effort.



Top “Contribution” and
“Satisfaction” Drivers of Addressing the Problem
Engagement

Employees need to develop clarity about their strengths,
work preferences, passion and purpose as described in #2
above. They have to know what they do best. This will
come from a combination of greater self-awareness and,
for some, by experimenting with different job roles.
4. More challenging work and
Managers need to develop the ability to understand the
opportunities to do what I
uniqueness of each employee, identifying strengths, and
do best.
creating opportunities for them to take on more
challenging assignments. Managers have to become
comfortable with the risk of people failing in new “stretch”
assignments, so long as they are failing forward, learning
from their mistakes and growing.

Developing the ability to get along and work effectively
with other people is a key personal leadership
5. Better communication and competency. As individuals, we need to not only be aware
relationship with my of our own strengths and weaknesses, frustration and fear
manager. Improved triggers, but also recognize those in others. We need to
cooperation and better develop the ability to communicate clearly, to develop
relationships with co- trust with others, and to show genuine concern and
workers. empathy. Leaders need to model the way and set the
example, while organizations can be proactive in
providing training that supports and improves the
development of healthy interpersonal relationships.

While this is primarily a job and organizational design
function, PLE does play an important role here. It would
be easier for organizations to implement flexible work
schedules, telecommuting, and other ways of providing
6. More flexible job more autonomy to employees, if the organization were
conditions. filled with employees who were disciplined, trustworthy,
engaged in the organization’s mission, as well as highly
effective in their communication and interpersonal
relationships. As employees demonstrate greater degrees
of self-governance (PLE), then organizations are less
compelled to oversee and govern every activity.



Blessing-White breaks down specific responsibilities and actions
that employees, managers, and executives are all responsible for
in driving engagement throughout the organization. Those
responsibilities associated with employees actually apply to all
employees in the company, which includes managers and
executives. (Blessing-White 2013)

Employees: Employees need to ACT and take personal
responsibility for their own engagement.
 Assess: Employees are responsible for assessing their own
goals and satisfaction drivers to define what success looks like
for them.

 Communicate: Employees should regularly communicate with
management regarding their training and development needs
and their goals and aspirations. They should receive feedback
about their job priorities and performance.

 Take Action: Employees need to take action for their own
development and personal engagement. They are responsible
for achieving their definition of success, both personally and
professionally.

Managers: Need to CARE about their employees if they want to
increase engagement levels.
 Coach: Managers need to coach their employees with regard to
their performance and ongoing personal development.

 Align: Managers are responsible for aligning employees’ talents
and desires with organizational priorities and goals.

 Recognize: Managers should recognize employees’
contributions and achievements that support and align with the
organization’s goals and priorities.

 Engage: Managers need to engage themselves with each
individual on their team to communicate and connect individual
passions and skills to the organization’s priorities.



Executives: Need to make the CASE for engagement.
 Community: Executives need to foster a sense of community
and belonging throughout the organization.

 Authentic: Executives need to be authentic in what they say
and do.

 Significance: Executives need to communicate the significance
of the aims of the organization, and help employees find
meaning in the work they do.

 Excitement: Executives need to be passionate in their work and
express excitement in an effort to move the organization
forward.

If organizations are able to develop employees into people who
are clear about who they are, what they value and what they want
to do, and who take personal responsibility to ACT, these
employees will be highly engaged and motivated, and will
contribute significant value to the organization. In addition, if
organizations can develop managers who are able to coach their
employees, align them with job functions that both create value
and support their desires and interests, and encourage and
recognize people for their contribution, they will show their
employees that they genuinely CARE, thus accelerating the
engagement equation. And finally, as executives communicate
clearly and make the CASE for engagement, demonstrate
authenticity and trustworthiness, and foster a strong sense of
belonging and purpose, they will create an organization that is
highly effective and produces extraordinary results.



Sustaining a Personal Leadership Effectiveness Culture

Sustaining a Personal Leadership
Effectiveness culture requires
actually changing how people
think. It requires altering habitual
behaviors at an individual and
organizational level. Remember,
culture is a powerful force within
your organization. However, it is a means to an end, and not an
end in itself. The end goal is to successfully achieve your
organization’s mission and strategic agenda.

Edgar Schein has been one of the leading experts on
organizational development and culture for the last 30 years. He
suggests that the most important thing that leaders do is creating
and changing culture. This distinguishes leaders from managers.
Real change is a transformation of attitudes, norms, behaviors,
and structures that influence our daily lives. It affects the
attitudes and behaviors of the organization’s members and
provides leaders with the ability to achieve their vision. The true
test of success is whether the change substantially influences the
day-to-day behavior and attitudes of everyone involved. (Schein
2009)

While many of the elements we have presented thus far depict
culture as a ‘soft’ concept, it is shaped and sustained by a whole
host of ‘hard’ organizational disciplines such as strategy,
organizational structures, policies, performance measures,
compensation, reward systems, and talent managements systems.
Remember that one of the key attributes of a ‘Winning Culture’
was related to the ‘Alignment and Congruency’ of organizational
systems and structures (See Appendix for additional information).

Once we have begun making investments in our people, we want
to avoid having the efforts become relegated to the status of an



episodic event. Cultural change should not be approached as the
next ‘program of the month’ which will be forgotten and replaced
with some new thing. It is important to have a plan to sustain the
progress that is made. Developing a Personal Leadership
Effectiveness Culture will yield great results, so you’ll want
mechanisms in place to ensure the culture’s longevity.

Create a Culture of Coaching
To sustain a Personal Leadership Culture, it will be important that
the organization develop a culture of coaching for the long term.
As we saw with Google’s Project Oxygen and the Stanford Study
mentioned earlier, ‘coaching’ is one of the key skills associated
with effective managers. Internal ‘Leader-Coaches’ or ‘Manager-
Coaches’, are key as internal champions because they support the
organization’s ability to adopt and scale the effort by means of
internal ownership. They also play a critical role in ‘coaching’
other employees as they grapple with the development of their
own personal leadership (See “Developing in Personal Leadership
Effectiveness” in the appendix).

For any type of change initiative to succeed internal champions
are required. When an organization embarks on an initiative such
as this, it often includes the support of outside consultants and
trainers. But unless the organization takes ownership for this
effort internally, it will eventually run its course and be replaced
with the ‘next thing’ somewhere down the road. While utilizing
consultants and trainers is an effective way to bring in outside
expertise, jumpstart an initiative and gain momentum, it can
often be viewed by employees as something that is being ‘done to
them’ rather than as something owned by the leadership and that
is being built into the organization’s culture.

When you create internal champions and coaches, you not only
help with adoption and buy-in from other employees, but you also
create a model for internal scalability. Relying solely on outside
consultants and trainers is not effective since they won’t be part
of your organization long-term. As you build internal “leader-



coaches” you develop the capability to not only sustain the effort,
but also to scale across the organization as they begin to teach
and coach others. Like the old adage states, “give a man a fish
and he will eat for a day, teach him to fish and he will eat for a
lifetime.” The ability for people to govern their lives well, to
become effective in their personal and professional lives, should
not be considered a short-lived program, but rather a way of life
for your organization.

As you develop internal coaches and champions, you also develop
the most effective and powerful source for change – “On-the-job
training.” While classroom and other traditional learning methods
play a valuable role in the development process, the most
effective learning environment is real-time and on-the-job. When
managers throughout the organization are trained to be effective
coaches, they can coach others in: how to more effectively
communicate with peers; how to identify an attitude problem that
is affecting the team; how breaking a commitment has delayed
the project; or how inattention to detail has caused quality issues.
They can come alongside and coach employees on the spot, a
method proven to have long lasting effects.

Continuous Improvement
Having a continuous-improvement mindset is another key to
sustainment. Always looking for better ways to integrate, teach,
and coach a personal leadership effectiveness culture within your
organization will be instrumental. Are you achieving the
outcomes you expected? It is important to monitor results and
measure progress against your planned efforts. Since an
individual’s character and the organization’s culture are not static,
they require constant attention and maintenance to ensure that
you are cultivating the maturity and positive results you are
seeking. Continually look for ways to weave and integrate your
PLE culture efforts into your employees’ individual development
plans, the organization’s mentoring and high potentials programs,
as well as your talent acquisition and on-boarding process. As you
begin to see positive change and outcomes, celebrate the success



and communicate it throughout the organization. This will provide
tremendous encouragement and energy which will feed back into
the process. As others hear success stories, they not only learn
from the examples, they are energized to keep up their efforts in
helping others develop in their PLE and to moving the
organization forward in a positive way.

Goal Congruence, Collaboration and Integration
Sustaining a PLE culture over the long-term will require the
organization to pay close attention to aligning goals, structures,
and systems in such a way as to encourage collaboration and
integration across the enterprise. A truly human
capital-centric organization is one that aligns the
organization toward the creation of working
relationships that attract talented individuals and
allows them to work together in an effective manner
(Lawler 2008). Key talent processes such as
performance management, development and
succession management are often performed in silos.
They are not integrated or synchronized, and are therefore
underleveraged. If you want leaders to be collaborative, share
ideas and work together, but then implement performance
management, compensation or reward systems that reward
individualism, you will get behavior that is incongruent with your
desired outcomes. Over time you will want to look at the various
policies, systems, and structures in place to see if they support
and encourage a personal leadership effectiveness culture and the
behavior you desire.

Metrics and Data
As one common saying goes, “not everything that can be
measured counts and not everything that counts can be
measured.” While we are certainly proponents of capturing
valuable data in order to make more informed decisions, we also
recognize that measuring the wrong things or the utilization of
bad data can result in misinformed decisions. Also, capturing data



for data’s sake can result in data overload and does not guarantee
that your organization will draw meaningful conclusions. As a
rule of thumb, if better decisions and actions cannot be made
based upon the data collected, then perhaps it should not be
gathered at all.

The art of using metrics is in finding the critical few metrics that
are meaningful as opposed to the inconsequential many that
abound. By focusing on fewer rather than more metrics, your
chances are greater that you will take action, particularly when
you are first starting. Focusing on five to ten key metrics that you
plan on addressing is of more value than collecting data on 100
metrics that goes on to only collect dust in a binder.

It is beneficial to measure the same things over time so that you
capture trends. This will provide insights as to when you are
making positive progress, or when you may be slipping in a
certain area. This will allow you to celebrate and communicate
your successes to the organization as part of your sustainment
efforts or to make the necessary adjustments in areas where you
may be heading the wrong direction.

Also of value is to consider looking at segmented data, rather than
relying solely on summary data. When you segment data by
location, department, position type, and manager you can gain
better insights and draw more accurate conclusions than by using
summary information. For example, if a company reported that
voluntary turnover was 5%, we might conclude that this was
pretty good. But if the same company had data that showed that
one department or a single manager had voluntary turnover of
25%, we would draw a different conclusion.



According to the Human Capital Institute, the top five metrics
being tracked by organizations include:

1. Segmented turnover rates (not just a summary turnover
figures)
2. Readiness-level for leadership and key positions
3. Segmented engagement levels
4. Number of strategic/critical jobs unfilled
5. Percentage of inside vs. outside hires for leadership and
critical jobs

Perseverance
Culture change can be a long journey. A commitment to stay with
the process even when things get challenging is important to
sustainability. Jim Collins’ study of what makes companies great
found that there was “no single defining action, no grand program,
no one killer innovation, no solitary lucky break, no miracle
moment. Rather, the process resembled relentlessly pushing a
giant flywheel in one direction, turn upon turn, building
momentum until a point of breakthrough, and beyond.” (Collins
2001) This ‘flywheel’ concept applies equally to personal as well
as organizational attempts to change. You must determine early
on in the process what kind of legacy you want to leave behind
and then never let go of that vision.



Conclusion
Based on experience working with countless clients on these
issues, and the research presented in this paper, we believe that
companies that invest in establishing, developing, and sustaining
a personal leadership effectiveness culture will
considerably influence the performance of their
organization. Individuals who are learning to self-
govern, are growing in self-awareness, have tapped into
their passions and gifts, and are becoming more
disciplined are incredibly effective employees. Those
who are developing healthy habits, can work well with
others and have developed a genuine interest in others
will ultimately contribute greatly to the success of their
organization. It doesn’t matter whether you are a CEO or an
individual contributor, developing your personal leadership will
positively impact your personal performance. If you are a leader
of people, your impact is now multiplied, either positively or
negatively, throughout your sphere of influence. As you
deliberately begin to shape your organization’s culture by hiring,
developing, engaging, and retaining the right people, you will see
improved performance, productivity, and results.

It is our hope that you will make a decision today to utilize your
influence and leadership gifts to make a positive difference within
your organization. The first step is choosing to invest in yourself.
The next step is to choose to invest in others, by encouraging and
coaching those around you.

In closing, remember the words of Patrick Lencioni, “Turning an
unhealthy company into a healthy one will not only create a massive
competitive advantage and improved bottom line, it will also make a
real difference in the lives of the people who work there. And for the
leaders, who spearhead those efforts, it will be one of the most
meaningful and rewarding endeavors they will ever pursue.”

© 2013 – Dr. Ron Jenson and Keith Aldrich | Conclusion 57


Appendix
The Anatomy of a Winning Culture

Developing Personal Leadership Effectiveness



The Anatomy of a Winning Culture
High performing organizations have a clearly established purpose, vision, mission, and values. These are
Unique Purpose communicated and lived out on a daily basis. This is the heart and soul of the organization – its reason for
and Personality existing. It is what defines its character, forms its rituals, and establishes the shared values and beliefs which
create a deep bond with its employees. It makes work meaningful and rewarding.

High performing organizations have an infectious enthusiasm for continuous improvement and winning.
Passion for Displaying high levels of energy that inspire people to go the extra mile, not just for short term financial gain,
Performance but for building something truly special and lasting. This is a restless energy for always doing more and doing
something greater.

High performing organizations hire and develop people who are empowered to make decisions and display a
propensity to act in the organization’s best interest, without fear of making a mistake or being punished for
Bias Toward
attempting to do the right thing. There is an attitude of accountability and the discipline of focused execution.
Action People put aside issues of personality, politics, and territory, and take personal responsibility for overall business
performance and outcomes.

High performing organizations dedicate all their energy and resources towards satisfying their customers, beating
Outward-
their competitors, and serving their communities. Organizational leaders eradicate unhealthy internal behavior
Focused and are intolerant of energy being expended on issues such as politics and personal gain.

High performing organizations place a high value on teams and the benefits of collaboration. They create an
environment for healthy debate over issues, eliminating group think, and are open to the ideas of others,
Team-Oriented regardless of age or title. Team members demonstrate mutual respect for one another, have developed trust, are
able to handle conflict in healthy ways, and recognize their interdependence

High performing organizations have a “talent mindset”, whereby great care and concern is placed on the
organization’s greatest assets, their people. A considerable amount of time, money, and energy is focused on
Value
acquiring, assessing, developing, and retaining the right talent. They help individuals develop their full potential
Individuals by uncovering their passions, developing their gifts, and aligning them with roles in which they can make the
greatest contribution. They acknowledge that everyone is responsible for maintaining the culture.

High performing organizations are anchored by non-negotiable principles and values, and are still able to
effectively respond and adjust to a constantly changing environment. By exploring new ideas and approaches,
Highly
eliminating sacred cows, demonstrating ingenuity, being willing to work without a script, and becoming
Adaptable comfortable with ambiguity, they are able to dream up new approaches to solving problems that have hindered
others.

High performing organizations are characterized by a leadership team and employee population that “Model the
Way.” They demonstrate daily through their actions and communication, the organization’s values and reason for
Lead by
being. This provides a model for new employees and a reminder for others of the behavior that should be
Example emulated. In a changing and unpredictable world, it provides an environment of stability and predictability for
employees.

High performing organizations create alignment and congruency between the organization’s stated vision,
Alignment and mission, values, and goals and the way it actually operates through its strategies, policies, processes, hiring,
Congruency compensation, norms, and internal way of life. They also address the patterns and conditions that are established
both for behaviors that are rewarded and for those that require disciplinary action.

High performing organizations communicate, communicate, communicate. They are effective at consistently
communicating their vision, mission, and purpose. They communicate the expected employee behaviors and
Effective point out when those behaviors are being modeled and when they are not being lived out. They communicate
Communication each person’s responsibility and contribution to achieving the organization’s goals. They teach their employees
how to communicate effectively with one another. They understand the value of honest, transparent, and
effective communication throughout the organization.

© 2013 – Dr. Ron Jenson and Keith Aldrich | Appendix 59


Developing Personal Leadership Effectiveness

Ideal Self:
Before any change can occur in our life, we have to have a vision for being different. We have to seek a
better version of ourselves and develop the desire to change. What would your life be like and what
would you be capable of, if you developed healthy habits mentally, spiritually, emotionally and
physically? What difference would it make if you developed an accurate self-image, consistently had a
positive attitude, and had a genuine concern for others? What if you had a clear sense of mission and
purpose for your life, and were able to use your passion, experience and gifts on a consistent basis? What
if you could more effectively adjust to the constant curve balls life throws at you, and persevere in the
face of adversity? Would any of this make a difference?

Real Self:
Once we have begun to formulate a vision for who we want to become, it is important to recognize who
we presently are and grapple with the ‘real self’. This requires us to become more self-aware through the
process of self-discovery and feedback from others. We must take time to explore what makes us tick,
how we are wired and what drives some of our default behavior. We need to understand what we value,
as well as our passions, our strengths and our unique gifts. Then comes the part that most of us try to
avoid and ignore --looking at our weaknesses and the character flaws that tend to derail and trip us up,
holding us back from reaching our full potential. Refer back to the Personal Leadership Competencies on
page 12 and ask yourself, “Which areas are strengths and which areas could use some improvement?”



Make a Plan:
Once we compare who we are today with our vision of who we could become, it is time to make a plan.
While it is courageous to take time to explore our inner world, and even more so to accept honest
feedback from others, that is often where the process breaks down for many. If we truly want to change,
we have to be intentional about it. We have to identify an area we want to develop, make a plan, and
commit to working the plan on a consistent basis. This can’t be approached like New Year’s resolutions,
which are often forgotten about within the first few days of the year. If we want to see transformation
occur, we have to resolve to be intentional about it.

Practice New Skills:
Armed with a plan, we have to put into action and then practice the new skills that we are trying to
develop. If we are trying to become more empathetic, we need to understand what empathy looks like
and then go about practicing it. Whatever the change, you need to develop the means by which to put
new skills into practice. It will always feel awkward at first. Can you remember what it felt like learning
to ride a bike? Probably not. It was awkward. But you likely kept practicing until what once felt awkward
to you eventually became routine and a source of joy. Mastery was achieved through repetition and
determination. When starting out, the goal is not to be perfect, but to be intentional and to experiment
with new skills and when you fail, as you will, fail forward. Get back up and try again. Like with any new
habit or change, we go from unconscious incompetence (hadn’t thought about riding a bike), to
conscious incompetence (I want to ride a bike, but I can’t), to conscious competence (Hey, look at me, no
training wheels), to unconscious competence (Sunday afternoon ride down the bike trail). Some
psychologists claim that it takes 21 days to form a new habit. Malcom Gladwell coined what is known as
the 10,000-hour rule, which is the hours it takes to master any discipline (violin, golf, painting). So,
somewhere in between 21 days and 10,000 hours lies the opportunity to begin to realize the
transformation that you are hoping to achieve!

Mentors and Trusted Friendships:
The process of transformation is not easy and we are not meant to be on this journey alone. Going
through the process of identifying the ‘ideal self’, confronting the ‘real self’, making a plan for growth
and change, and practicing these new skills should be done in the context of trusted mentors and
friendships. Mentors and friends can provide great wisdom, insight, and encouragement along the
journey. They can help us to see things more clearly and can give us the strength we need to keep going
in the face of adversity.

© 2013 – Dr. Ron Jenson and Keith Aldrich | Appendix 61


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Bios
Dr. Ron Jenson is known throughout the United States and
much of the world as America’s Life Coach, reflecting his
expertise in the area of personal coaching and leadership
development. Ron’s doctoral work included intensive research
on the major written works in the field as well as personal
interviews with over 300 of the top leaders in the United States
and internationally.

Ron served as President of an international graduate school, building campuses in North
America, Africa and Asia. He is the Co-Founder of Future Achievement International, an
organization recognized worldwide as a leading provider of “character-based” human
capital solutions. Ron is also Chairman of High Ground, an educational non-profit focusing
on connecting and engaging business and professional leaders.

Dr. Jenson has authored over 20 books, including the best seller, Achieving Authentic
Success®. This book has been translated into several languages and is the foundation of a
principle-centered leadership development system now being distributed in more than 50
countries. Ron is a popular keynote speaker, executive coach and consultant across a wide
variety of venues, both nationally and internationally.

Dr. Jenson’s client relationships include many influential people in both U.S. and
international settings. He has consulted at the highest levels of business, government and
non-profits and has developed professional partnerships throughout the world to adapt
these resources to many cultural contexts. As a result, his principle-centered leadership
programs have impacted leaders on every continent and Ron is frequently asked to provide
personal coaching to highly influential people.

www.linkedin.com/in/ronjenson
ronjenson@me.com

© 2013 – Dr. Ron Jenson and Keith Aldrich | Bios 65


Mr. Keith Aldrich is a specialist in organizational analysis,
enterprise optimization, human capital assessment and
leadership development. Keith brings over 20 years of
experience in managing both small and large scale enterprise
optimization initiatives in the private, public, and non-profit
sectors. He is popular speaker, consultant and advisor to
leaders across a variety of industry sectors.

Keith is the founder and President of Continuity Consulting, Inc. a management consulting
firm focused on helping organizations achieve excellence through improving their
processes, utilizing technology, and maximizing their human capital assets. He is also the
Managing Partner for Enterprise Value Optimization and Human Capital Development at
Strategic Acquisition Advisors. Keith focuses on pre-consolidation planning, integration
management, and assessing a target company’s human capital resources. In addition, Keith
works with clients to develop strategies to acquire, develop, engage, and most importantly,
retain the right human capital talent to accomplish their mission. In doing so, client
companies ultimately increase operating efficiencies and the capacity to generate earnings
–thereby increasing enterprise value. Keith is also a partner and co-founder of
EthosEdge.com, an online community dedicated to the developing the personal leadership
effectiveness of its members and the ongoing transformation of each person’s character.

Keith is a certified Project Management Professional (PMP), and Human Capital Strategist
(HCS). He works with executives to improve their management team’s personal leadership
effectiveness, build effective project teams, and maximize the company’s human capital
assets. Keith began his career at GE IT Solutions where he held various leadership
positions and worked with clients throughout the United States. He lives in Northern
California with his wife of more than 20 years and their two teenage children

www.linkedin.com/in/kaldrich
kaldrich@continuityconsulting.com



Disclaimers
This publication contains general information only and is based on the experiences and research of
the authors. Future Achievement International and Continuity Consulting, Inc. are not, by means of
this publication, rendering business, financial, investment, or other professional advice or services.
This publication is not a substitute for such professional advice or services, nor should it be used as
a basis for any decision or action that may affect your business. Before making any decision or
taking any action that may affect your business, you should consult a qualified professional advisor.
Future Achievement International, Continuity Consulting, and its affiliates, and related entities
shall not be responsible for any loss sustained by any person who relies solely on this publication.

© 2013 – Dr. Ron Jenson and Keith Aldrich | All Rights Reserved

© 2013 – Dr. Ron Jenson and Keith Aldrich | Bios 67

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