Step into the new home office of Crew Carwash in Fishers, Indiana and you’ll see images of leaders Joe and Ed Dahm on the glass wall accompanied by these words: “We are in the people business… we just happen to wash cars.”
When I first met an executive leadership team of a decade’s old successful family business, my first question was this: “What do you cherish about your work?” Out of the 11 leaders, almost everyone said, “our people, our culture.”
In part 1 of my thoughts on transformational enablers, I discussed the first three enablers: CLARITY, ALIGNMENT and FOCUS.
Recently, serving in my role as a Scaling Up Business Coach, I met Paul Saunders, his wife Emily and brother Andrew who launched a successful start up over 10 years ago, a manufacturing company called eLuxury.
A recent article in the Harvard Business Review provided the results of research on the success of corporate (business) transformations.
In this interview, Joanne Farrell Quinn, PhD, offers important insights for honing the skill of conflict resolution, a critical competency of Emotional Intelligence.
Facing a global pandemic that resulted in an economic crisis that disrupted normal work at the office was the challenge Tom Ward and his Indianapolis-based team were facing.
What does it take for your team to commit to serve at an elite level?
A fresh concept about the friction that naturally occurs in any work situation comes from Richard Barrett, founder of the Barrett Values Centre, an organization of experts in assessing “cultural entropy.”