Dan Pink - Interview on Drive: The Surprising Truth About What Motivates Us

Gary B. Cohen: Dan, thank you for your willingness to share your thoughts with the readers of the Just Ask Leadership Blog. Your new book, Drive: The Surpising Truth About What Motivates Us, is a terrific read. I will be doing a full review of the book later this month for our next CO2 Leadership Newsletter. In your book, you introduce the concepts of Motivation 2.0 and Motivation 3.0. How would you describe the difference between them?

Dan Pink: Motivation 2.0 is built around our reward-and-punishment drive. It presumes the way that people perform at the highest level is by offering them carrots for the behavior you seek and sticks for the behavior you want to deter. That approach -- that motivational operating system, if you will -- can be effective for certain kinds of tasks. But for complex, creative, and conceptual tasks, it's usually a bad idea. The better approach there is Motivation 3.0, which is built around another of our drives -- our innate need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.

Gary B. Cohen: What do autonomy, mastery, and purpose have to do with motivation?

Dan Pink: These three elements are at the heart of this newer, more effective approach to motivation. If we really want high performance -- especially on complex, creative, and conceptual work -- people have to have freedom to do work their own way. They must be able to make progress, to get better at something that matters. And they're more likely to really excel if what they do is in the service of something larger than themselves.

Gary B. Cohen: My book, Just Ask Leadership, examines how leaders can increase alignment, engagement, and accountability by asking more and better questions. How might this approach align with Motivation 3.0?

Dan Pink: It aligns extremely well. One of the simplest pieces of leadership and management advice I give is this: "Listen more, talk less." Asking questions is a way to hone your listening and hear other voices rather than just your own.

Gary B. Cohen: It is not unusual for the science of a subject, in this case motivation, to appear far in advance of implementation. Is there anything particular to our culture that will affect this lag time, specifically as it relates to how we practice motivating others?

Dan Pink: Interesting question. I'm not sure, actually. But cycle times for everything are accelerating. So there's a chance, I guess, that once the science is exposed and revealed a little more clearly, organizations may move somewhat more quickly than in the past.

Gary B. Cohen: What is the danger for those of us who continue to only use the carrot-and-stick approach or move to only intrinsic motivation?

Dan Pink: The danger of using only carrots and sticks is that they're ineffective for many types of work. What's more, they can bring a cascade of other negative consequences -- locking people in to short-term thinking, tamping down creativity, and even enticing some people to cheat. The danger of using only intrinsic motivators is overlooking that money is a motivator. If you don't pay people enough -- if they're not being compensated adequately or if they can't support their family -- you're not going to get any motivation at all. The idea that intrinsic motivators can somehow substitute for fair pay is a colossal mistake.



Gary B. Cohen: What five tips do you have for organizations wanting to switch to Motivation 3.0?

Dan Pink:

1. Understand the limits of carrots and sticks -- and use them only where they're effective.
2. Do whatever you can to provide employees with more autonomy over their time, their team, their task and their technique.
3. Encourage people to supplement traditional performance reviews by doing their own performance reviews -- setting out their monthly goals, for instance, and self-evaluating at the end.
4. Take a day when people can work on any idea they want -- then show the results to the rest of the company the following day. These one-day sessions of intense autonomy -- known as FedEx Days, because people have to deliver something overnight -- have proven incredibly productive.
5. Infuse the workplace with a purpose larger than simply making the numbers or increasing earnings per share by two cents this quarter. Supplement the profit motive with the purpose motive.

If you want a well writen book that brings a fresh perspective on what drives you and your teams based on our current understanding of motivation, pick up Dan Pink's Book Drive: The Surprising Truth About What Motivates Us.

Related Blog Post: Motivation Video by Dan Pink

10 Questions to Ask to move to Results Oriented Work Environment (ROWE)

Previous Interview Part 1
From interview with Cali & Jody

Gary Cohen: What are your top 10 questions you ask your clients to move them forward toward ROWE? The questions organizations need to ask themselves in order to move toward ROWE are based on the 13 Guideposts:

Cali & Jody
1) Are people in your organization able to make common sense decisions about what they work on and what they don’t work on, as long as they reach their outcomes? [And not just the “senior” people, but everyone]
2) Do you have core hours? Why?
3) Is every meeting in your organization optional? EVERY meeting?
4) What time is it on the clock when people are “coming in late” to your office? What time is it when they’re “coming in early”?
5) How many hours do you expect people to work – in a day? In a week? Why?
6) If someone is going to not work on a Thursday, do they submit vacation time?
7) How are your employees available when they’re not working?
8) Who do your employees need to tell if they’re going to leave the office for 3 hours and go to a movie?
9) How clear and measurable are your employees’ goals and expectations?
10) How do you know if your employees are reaching their outcomes?

Gary Cohen: As a leader what are the questions that I was likely asking before Rowe to align, engage, motivate, & hold co-workers accountable? And what do those questions change to in the new environment?

Cali & Jody: As a leader, there are questions you might be asking today that you think are engaging and motivating employees, and helping them to hold each other accountable. However, the ROWE mindset might change them. Here are some examples:

Pre-ROWE: “Let’s get everyone together next Friday for a barbecue.” “Let’s plan an off-site teambuilding event.”

ROWE: Team socialization is driven by the team, not the manager. If a team is experiencing low engagement in the work, it won’t be solved by spending more time together – it could, in fact, make the situation worse!

Pre-ROWE: “Let’s congratulate Eric for the great job he did on his last project. He actually gave up Thanksgiving dinner with his family and came in last weekend to meet his deadlines.”

ROWE: “Let’s congratulate Eric for the great job he did on his last project. His outcome was to deliver a system for delivering our product that would improve customer satisfaction by 10 points. The system he created has done just that!” [No mention of time, hours, or effort – the praise is for the end outcome]

Pre-ROWE: “I’ve noticed that you’ve been falling short on your expectations over the last few months. Let’s have you come back into the office vs. working at home and see if things improve.”

ROWE: “I’ve noticed that you’ve been falling short on your expectations over the last few months. What can I do to assist you? Are you clear on the expectations?” [No reference to where the work is happening]

Continue Interview

Related Blog Posts:
Why Work Sucks! And How to Fix it. Interview with Cali & Jody - Part I
Why Work Sucks! And How to Fix it. Interview with Cali & Jody - Part 2
10 Questions to ask to begin a Results Oriented Work Environment - Part 3
13 Guide Posts to a Results Oriented Work Environment - Part 4

Why Work Sucks: And what are you going to do to fix it - Interview with Cali & Jody - Part II

Click to go to Part I of the interview with Cali & Jody

Gary Cohen: What successes and failures have you had with ROWE since you started your new organization? What was the context that allowed for the success and failures?
Jody: There have been countless successes with ROWE since our organization, CultureRx, has spun off from Best Buy. Each person who says “My life is better now because of the ROWE mindset” or “I’m producing 20% more now than I used to”, or “I won’t be taking a position at another company for more money because they don’t have ROWE” is a success story. ROWE teams become more productive, are more engaged in their work, retain their best employees, and in general, are much happier.

Cali: When the ROWE movement is stunted in an organization, it’s due to leadership not walking their talk. We were working with an organization awhile back where the CEO had communicated to the employees that ROWE was going to be their future. We brought the employees about halfway through their ROWE migration and at that point in time, the CEO became very, very uncomfortable about the reality that was staring him in the face. In order to get to increased productivity and engagement, he realized he would need to let go of the traditional control he had. He’d been used to having control over employees’ time and physical location, but in a ROWE, you’re not paying for a chunk of time. You’re paying people for a chunk of work. In this particular organization, the ROWE migration ceased. This was extremely unfortunate because the employees had had their eyes opened to a much more efficient, common sense way of approaching work – which would make them much happier – and it was snatched away from them.

Gary Cohen: Changing any culture is difficult at best. What were the obstacles that you faced during the change?
Cali & Jody: The biggest obstacles to this culture change are:
1) The power of time. Today, the workplace operates under this equation: Time + Physical Presence = Results. This is an old, outdated, out to lunch way of looking at things. Time and physical presence mean nothing. Every day, people are sitting in their cubes for hours on end, but they might not be producing anything. Managers have a false sense of security that if their employees are sitting in their cubes, they’re producing. Not the case.
2) The beliefs we have about the way work should happen.
3) Judgment (Sludge) – [defined in a separate response]

ROWE is a grassroots change. It’s bottom-up. This scares leadership in organizations because they fear that their control is going away. Control over things that don’t matter does go away, but the new control is all about whether or not outcomes are being reached. This is a very difficult shift for managers to make because they’ve been trained to be hall monitors. The new generation of companies, though, will be all about results – and their managers will be, too.

Gary Cohen: If a company was not willing to take on such massive change, what one small step could they take that would provide inspiration for further change?
Cali & Jodi: Depending on the size of your organization, there are different strategies for moving into a ROWE. If you’re an organization of more than 500 people, we’d recommend identifying one group to pilot ROWE. Once success occurs and there’s data to show, the rest of the organization can move in chunks. This way, the culture change moves at a good pace. In an organization of 500 or fewer, have the leadership team read Why Work Sucks and How to Fix It and engage everyone in a discussion about the pieces of a ROWE that are most appealing and most nerve-racking. The discussion will lead to a few things you can focus on that will move you closer to the ROWE mindset.

Gary Cohen: Is there something in the timing of human development and this mix of generations (Boomers, X, & Y) that makes ROWE work today or would this always have worked?
Cali & Jody: Interesting question! The ROWE mindset would always have worked. We actually heard from a ROWE fan with a point of view that ROWE has always existed. Thousands of years ago, people had to figure out the most efficient ways to reach their outcome – eating. That’s ROWE. If you have to find food to stay alive, you’re probably not going to spend your time chatting with the people around you. That’s ROWE.
The mix of generations just provides the perfect scenario for the benefits of ROWE to be experienced. It could be easy for Boomers and Traditionalists to dictate to X and Y how they need to approach work. However, that severely undermines efficiency and holds organizations back from what they could be producing.

Gary Cohen: What type of companies does this work for and where would you expect it to fail?
Cali & Jody: ROWE works in every organization. Focusing on results is something every organization in the country – in the world – should be doing. ROWE makes that real. The only way ROWE fails is if the people in the organization don’t take accountability for making it happen.

Gary Cohen: If all things are currently working well in an organization (good margin, motivated work force, and clear and compelling mission) is ROWE something I should know about or investigate? And why or why not?
Cali & Jody: If things are working well in an organization, looking into ROWE would be a very smart move for two reasons: 1) how is “doing well” defined? And how “well” do you want to be doing? You can always go higher. 2) ROWE is inevitable. With technology improvements and societal demographics shifting, ROWE will be everywhere. The question isn’t if organizations will change, but when. And those that shift soonest will have the advantage.

Gary Cohen: What tends to be people's first reaction to ROWE when they learn about it?
Cali & Jody: When people learn about ROWE, they form a pretty concrete opinion – either they like the idea and see the benefits or they don’t like it and think it won’t work. One side or the other – not too many folks land in the middle.

Gary Cohen: How do you respond to those reactions?
Cali & Jody: We spend our time on the people that can see the benefits of ROWE. It’s tempting to focus on those that are adamant ROWE won’t work – to keep trying to convince them of the benefits. The reality is that if they really are adamant about their point of view, it’s best to let them see the success stories occur around them. Energy is best spent on those that can see the opportunities.



Gary Cohen: How do you get around the issue of leaders and the myth of control that is so prevalent in our culture? What breaks down the power and control in organizations so they can move to a ROWE? (Interview continued tomorrow)

Related Blog Posts:
Why Work Sucks! And How to Fix it. Interview with Cali & Jody - Part I
Why Work Sucks! And How to Fix it. Interview with Cali & Jody - Part 2
10 Questions to ask to begin a Results Oriented Work Environment - Part 3
13 Guide Posts to a Results Oriented Work Environment - Part 4

Why Work Sucks! And How to Fix it. Interview with Cali Ressler & Jody Thompson

Cali Ressler & Jody Thompson Interview

Cali and Jody created the Results-Only Work Environment from within the bowels of Corporate America – while juggling families, careers, and all the other demands of life.

Work sucked and the traditional solution--more flexible schedules--wouldn't address the problem. So they set out to fix it. Today, Cali and Jody are leading a global movement to forever change the way we work and live. For everyone.

Gary Cohen: In your book, Why Work Sucks and How to Fix It, you discuss a process you call ROWE. What is ROWE?
Cali & Jody: In our book, Why Work Sucks and How to Fix It, we explain exactly what a Results-Only Work Environment (ROWE) is. It’s an environment where each person is free to do whatever they want whenever they want, as long as the work gets done. It’s a true adult work environment where measurable outcomes are agreed upon and everyone reaches those outcomes how, when, and where it makes most sense.

Gary Cohen: What is it that ROWE is not?
Cali & Jody: ROWE is not telecommuting, flextime, a 4-day workweek, or any other kind of flexibility program. In fact, ROWE is not a program at all. It’s a culture shift in the way we approach work that breaks down the 1950s rules and beliefs that have kept us shackled us for so long.

Gary Cohen: How does it work?
Cali & Jody: Currently, there is a cycle that exists in workplaces that continues to keep everything operating as if it were 1950. The cycle consists of 1) the power of time, 2) the beliefs we have about the way work should happen, and 3) judgment. The ROWE migration process breaks this cycle.

The first step involves identifying the language in the work environment that makes judgments about how people are spending their time. We call this Sludge. Sludge might sound like this: “10:00 and you’re just getting in? I wish I could come in late every day”, “Banker’s hours again? Must be nice”, or “There goes Jill to pick up her sick kid again at daycare – wish I had a kid and could get some time off”. During the ROWE migration process, employees learn about an Environmental Sludge Eradication Strategy that they put into practice that rids the environment of this language. That is the catalyst for rewiring our decades-old beliefs about work.
The migration process is paced appropriately so that the new order emerges gradually and new ways of approaching work continue to evolve.

Gary Cohen: What is the mental model you have for ROWE? And how do you transfer that to others?
Cali & Jodi: The mental model we have for ROWE is based in an adaptive change process. It hits at the heart of what people believe about their co-workers, what constitutes ‘dedication’ to an organization, what ‘hard work’ looks like, and more. ROWE throws out the permission-based, childlike, paternalistic environment that exists in so many organizations today and replaces it with an adult environment that’s all about accountability.

We have a finely-tuned 3-phase process that we bring organizations through if they want to become ROWE-approved. We also conduct speaking engagements around the country at conferences, organizations, and universities for people that just want a dose of ROWE to kickstart their own mindsets.
More about the ROWE migration process can be found at www.culturerx.com or by e-mailing info@culturerx.com.

Gary Cohen: Where did you first introduce this idea?
Jody and Thompson and I created ROWE while we were employees at Best Buy. We first introduced it, on the down-low, to two departments at their corporate headquarters.


Gary Cohen: What was the question you were answering when you decided to lead the change that transpired at Best Buy?
Cali & Jody: When we decided to lead the change at Best Buy, we were answering this question: “What would the perfect work environment be like – where people could live their lives the way they want to and the organization would be getting maximum productivity?”

Gary Cohen: What change were you seeking and what modifications were made to your expectations from your initial idea?
Cali & Jody: With ROWE, we were seeking to create an environment where people could do whatever they want whenever they want, as long as the work gets done. We’ve never made any modifications to that definition because it’s the way things should be! We did, however, create markers to guide people in the right direction – the 13 Guideposts.


Gary Cohen: What successes and failures have you had with ROWE since you started your new organization? What was the context that allowed for the successes and failures? (Continued)

Related Blog Posts:
Why Work Sucks! And How to Fix it. Interview with Cali & Jody - Part I
Why Work Sucks! And How to Fix it. Interview with Cali & Jody - Part 2
10 Questions to ask to begin a Results Oriented Work Environment - Part 3
13 Guide Posts to a Results Oriented Work Environment - Part 4

13 Guideposts To A Results Oriented Work Environment

Cali & Jody Interview for blog (Previous Interview Post)

Gary Cohen: How do you get around the issue of leaders and the myth of control that is so prevalent in our culture? What breaks down the power and control in organizations so they can move to a ROWE?

Cali & Jody: The 13 Guideposts. These are 13 statements that everyone in a team/organization work toward making true in a ROWE. They systematically cut through the hierarchy and political muck that exists in organizations today. They force everyone to examine the beliefs they have about how work needs to happen, and flips them upside down. The 13 Guideposts are:

1) People at all levels stop doing any activity that is a waste of their time, the customer’s time, or the company’s money.
2) Employees have the freedom to work any way they want.
3) Every day feels like Saturday.
4) Work isn’t a place you go, it’s something you do.
5) People have an unlimited amount of paid time off as long as the work gets done.
6) Leaving the workplace at 2pm is not considered leaving early; arriving at the workplace at 2pm is not considered coming in late.
7) Nobody talks about how many hours they work.
8) Every meeting is optional.
9) It’s okay to catch a movie on a Tuesday afternoon; it’s okay to grocery shop on a Wednesday morning; it’s okay to take a nap on a Thursday afternoon.
10) There are no work schedules.
11) Nobody feels overworked, guilty, or stressed out.
12) There aren’t any last-minute fire drills.
13) There’s no judgment about how you spend your time.

Gary Cohen: What are the pain points an organization will be feeling to know this is something that they want to take on in their business?

Cali and Jody: An organization might not be feeling any pain points at all before exploring ROWE. They might be at the top of their game or #1 in their industry with low turnover, high engagement, etc. Their intent is to remain in that place and they want to lay the foundation to do that in the 21st century – and they do it with the ROWE mindset.
Some organizations are feeling pain points. They might be experiencing high voluntary turnover, low morale, decreased customer satisfaction, or stagnant productivity levels.

Gary Cohen: Have you seen businesses that have bought the book and started implementation without you being involved in the change? What are some of the success stories?

Cali and Jody: There are many businesses that have read Why Work Sucks and How to Fix It that have instituted the ROWE mindset without the assistance of CultureRx. This is testament to the social aspect of this change. A couple great success stories:

1) The Girl Scouts of San Gorgonio Council. Their CEO, Jessica Lawrence, read the book and made moves (quickly!) to implement ROWE. You can read about their success here: (click).
2) Matchstic. More about their journey here: (click).

Related Blog Posts:
Why Work Sucks! And How to Fix it. Interview with Cali & Jody - Part I
Why Work Sucks! And How to Fix it. Interview with Cali & Jody - Part 2
10 Questions to ask to begin a Results Oriented Work Environment - Part 3
13 Guide Posts to a Results Oriented Work Environment - Part 4

Trade-off Interview with Kevin Maney - Part II

Part I (click here)

Gary Cohen: Have there been some examples that you have seen that are able to defy the fidelity belly for an extended time?

Kevin Maney: Nobody’s convinced me of one so far. Though, as with any model, there are always examples that don’t fit. I’m sure some exist.

Gary Cohen: Some of your examples in the book seem to be in a retrospective view of how things turned out for certain organizations based on their choice of fidelity or convenience. Did you have a clear sense if those organizations understood these trade-offs before being interviewed by you?

Kevin Maney: Certainly some did. Tiffany understood what it was doing when it pulled back away from moving toward convenience in order to reclaim an exclusive, high-fidelity position. I’m not sure Tesla, for instance, understood that it was creating the first high-fidelity electric car.

Gary Cohen: Kevin, in interviewing leaders for my book Just Ask Leadership I found that many if not most of those I interviewed never released until after the interview that they were spending most of their time asking questions. I am wondering if the same phenomenon happened in doing research for your book. Of the leaders you interviewed for the book how many of them actually carried this idea of trade-offs in their business as clearly as you have illustrated it for the reader?

Kevin Maney: Some of the people who were the early inspirations for the book had long held a version of this model in their heads – though with some variations and different language. Trip Hawkins, the founder of Electronic Arts and Digital Chocolate, articulated this idea to me years ago. Reed Hastings, CEO of Netflix, had always run his company with a version of the trade-off in his head. I tried to find the common ways these CEOs thought about the trade-off, and pull them together into a single simple construct.

Gary Cohen: For those who found themselves in the fidelity belly, what was their reaction to your questions once they understood your mental model?

Kevin Maney: Jeff Bezos argued with me that the Kindle was not, in 2008, in the fidelity belly. It’s slowly climbing out, but at $300 a pop, I still think the cost makes it too inconvenient for most readers, while the quality of the experience for most readers still doesn’t equal a paper book.

Gary Cohen: What are your top questions you would ask of a leader to understand the trade-off for their business?

Kevin Maney: The first question is, how do you define the market you’re playing in? Then I’d ask who customers would perceive as the high-fidelity player, and who they’d perceive as being the high-convenience player. If you’re not either of those, then where do you fall in relative terms? If you’re dead in the middle, you have a problem.

Related Blog Posts:

1. Trade-Off by Kevin Maney and Intro by Jim Collins - Book Review
2. Strategic Thinking - An Interview with Kevin Maney on the Trade-Off Business Leaders Need to Make

How to execute on your strategy - Strategy Activation

Gary Cohen interviews Scott Glatstein, founder and president of Imperatives, on the topic of Strategy Activation: how to move from strategy to execution!

Q: Scott, there are a great number of strategic planning books on the market. What was it that you felt was not being shared or shared in a way that inspired you to write your book Strategy Activation: How to Turn Your Vision into Marketplace Success?

A: As a business culture we are obsessed with developing the perfect strategy. We study it in business school, write detailed books on the subject and spend countless hours debating the subject in conference rooms across the country. Yet we know that 9 out of 10 market-facing strategies fail, not because they were bad strategies, but because they were poorly implemented. We spend all this time and energy searching for the right strategy but very little effort ensuring brilliant execution of the strategy in the marketplace.

A good strategy well executed always trumps a brilliant strategy poorly implemented. Strategy Activation® takes a different tact than most strategic planning books. It begins by urging the reader to eschew complex, esoteric strategies for simple, basic strategies that leverage the capabilities of the organization. But that’s just the first step. The vast majority of the book is a how-to guide that sensitizes the reader to the importance of aligning the three implementation drivers…people, processes and tools…to increase the strategy’s odds of success in the marketplace.

Q: What is the gap between vision and action that is missed by both practitioners who help companies build strategic plans and business leaders who have a vision and can’t seem to move it out to the marketplace?

A: Work in the corporate world is often divided into two major buckets: strategy and execution. This division seems to create, in turn, two categories of employees; thinkers and doers. Strategy is developed by the thinkers, typically senior executives with lots of experience and impressive track records. Execution is driven by the doers, basically everyone else in the organization charged with making things actually happen in the marketplace.

Thinkers tend to talk about doing things. Doers are the ones who put the points on the board. While thinkers coach enthusiastically from the sidelines, doers are out on the court playing the game. Doers work directly with customers. Doers design, build, and deliver products and services. Doers resolve problems when things don’t go as planned. Ultimately, it’s the doers who drive the organization’s success in the marketplace.

Only 27% of thinkers broadly communicate their strategies to the doers. Even in companies where the strategy is communicated we often find that it outstrips the organization’s inherent capabilities or the company’s metrics and rewards systems conspire against its desired implementation.

Q: With New Years coming up many companies reset their odometers and begin anew: new budgets, new or renewed strategies, goals and objectives. What 5 things could they do to improve their likelihood of being more successful?

A:
1) Recognize that a market-facing strategy is a promise…a promise to deliver something to the customer. And promises are easier to make than they are to keep.
2) Choose a strategy that recognizes the limitations of the existing organization…under-promise, over-delver.
3) Communicate the strategy to the organization in such a way that every employee understands their individual role in making the strategy successful in the marketplace.
4) Ensure that the company’s businesses processes and systems enable employees to fulfill their roles.
5) Align the company’s metrics and rewards to the desire employee’s behaviors that deliver on strategy’s promise each and every day.

Q: Everyone has different names it seems for strategic terms like values, vision, mission, strategy, objectives, and goals. Have you developed a preference and could you share how they relate to one another and how you define them?

A: While many academics and consultants like to argue the nuances of each of these terms we focus on their commonality – they all represent a promise. Your market-facing strategy is a promise to deliver something to your customer…top quality, safety, speed, service, low prices…and like any promise this creates an expectation that the promise will be kept. Marketplace implementation is the fulfillment of that promise. To the extent your implementation meets or exceeds the customer’s expectations the strategy will be successful.

Make your promise and keep it. Further debate around the relative differences between vision, mission, values, image, etc. will do little to enhance your business results.

Q: You are around a lot of leaders in your work, I imagine. Do you have a perspective of why & how they ask questions that you would be willing to share with our readers?

A: Unfortunately I find that leaders don’t ask enough questions. They tend to be too far removed from the day-to-day realities of their markets and the strengths and weaknesses of their organization. They may not understand how customers have changed. They believe their infrastructure is capable of reacting to change quickly. They can’t see how their compensation plans reward behavior that is inconsistent with their marketplace promise.

In almost every project we find that the “solution” to the company’s problems resides somewhere within their organization. We just have to find it, nurture it and demonstrate its value to the management team. We do this by asking questions. I have to believe that if leaders had asked the same questions they would have uncovered these opportunities on their own. Of course, then I’d be out of a job.