I have held many titles over the years. Manager, Director, GM, COO, and now Consultant. The specific title has mattered far less than one consistent reality I've encountered in every organization I've led or worked with: most people have something valuable to say, and most of them aren't saying it. And it’s not because they don't care. It's because leadership hasn’t created the right conditions for them to speak. My first real leadership role with meaningful scope was as a Li

A few weeks ago, I picked up a new client and started doing something I hadn’t done in at least forty years; I started going to work with a packed lunch, leaving the house in time to get to the factory at 7:30, and getting back home at 4:30. And, I should add, loving it! Many of my friends and neighbours were caught off guard by this. “Why would you choose to do that?” they’d ask, and “what do you mean ‘you love it’?” I know where they’re coming from. I should be retired – in

I have written many blogs over the last few years about why I love manufacturing. There’s a lot of reasons to be sure, but principal among them is, people. Manufacturing people are great people. I was speaking with a consultant earlier today. She reached out to me because she wants to shift her practice towards manufacturing companies, and she knew I was well connected with manufacturing company leaders. I had to ask her why. She said it was because of the people. They were s

These two gems arrived recently, and I’m thrilled to have them on my trophy wall. I first got the chance to work with UFG (United Flower Growers) in 1987. It was the 3rd “Dutch Clock” system I would do for the three co-operative flower auctions in Canada, but it was the biggest and most advanced auction of its kind outside of Europe. They were always pushing the envelope. They also preferred home-grown solutions in those days (still do) and home-grown means west of the Rockie