How to Make Your Organization More Profitable in Two Weeks!

How to Make Your Organization More Profitable!

Don’t Dream of a More Profitable and Successful Organization—Take a Few Weeks and Make It That Way!


Best leadership training program
If you never chase your dreams, you will never catch them!


It seems as though someone is constantly coming up with a new way to work around leadership. Some organizations spend millions of dollars trying to get rid of a corporate hierarchy and the competition and conflict within. It’s funny how as human beings we have a tendency to want to fix everything that is not broken before we get around to addressing what actually is broken. Easier to deal with I suppose!

[su_icon_text color=”#284ee4″ icon=”icon: key” icon_color=”#4849ce” icon_size=”47″]A “Leader” as it (as the position, not a person) is commonly referred to, is a person that has been given the privilege and opportunity to guide a group of people to achieve desired specific results. Their position requires that they provide a pleasant and effective work environment, support in skills and resources, and guidance in quality, deadlines, and direction. At the Team-builder Leadership Institute, we refer to that duty and privilege as “meeting the standard” of a leader, which is their purpose. To be effective, to remove barriers to performance from the work environment, to be able to guide people in a required direction requires skills well beyond what the average mother and father teach us as we grow up and become who we will be as adults.[/su_icon_text] People are not born with leadership skills and many people are not even certain what the most effective and universally successful leadership skills are. There have been mountains of money and eons of time spent trying to find a way to work around learning and performing to a professional and effective leadership standard. Organizations spend millions hiring consultants and trying new ideas where people are supposed to lead themselves. While it may address a few issues (like each individual wanting and getting their own way) it always creates many more issues very quickly. If people are left to their own desires, some want to do it the way it is required, some don’t want to do it at all, some only want to do it their way, etc., cohesion effectiveness, and productivity suffer and disappear.


Best leadership training company
With no direction and support a team will not get very far!

The reason groups leading themselves will never work better than with a well-trained leader using and performing to a professional leadership standard, is because the people in the group have the same interpersonal, organizational, and emotional challenges and shortcomings as unskilled leaders do. People don’t just naturally get along and decide to work together because no one is telling them what to do. Ask any project manager and they will tell you (most project managers have no authority of the other participants in the project, i.e., politicians, vendors, suppliers, non-profits, etc.), if you don’t have the skills to make others want to participate—they will not or not the way you need them to. This is the main reason that research shows that 97% of projects undertaken FAIL. They do not come in on-time, on-budget or with the quality required. It’s not the processes it’s getting the people on the same page.

“Leadership” is not broken. The understanding of what it is and how to master it has been lost to many. Most training and education programs thrust the responsibility on the individuals being lead telling the student leader the employees should listen, given them rules and make them do what they are paid to do or replace them. If we only hired employees with perfect people and commitment skills we would never hire anyone. The leader’s job is to have the skills that show and require people to operate in a manner that creates harmony, cohesion and commitment to the goals. None of us are born with that knowledge but we can learn it quickly from a credible leader that knows and teaches a professional standard of operations and ensures it is followed for the good of all.


A leader that leads so people want to follow and be a part of the group, ensures they do not feel any threat or intimidation;  just a desire to be part of a group of highly successful professionals. Having a person responsible and accountable to ensure everyone has the tools, skills, support and proper environment to succeed is excellent and works extremely well. That person however, must have the ability to interact, guide, and support without generating negative emotions from the individuals in the group. They also must be able to positively eliminate negative emotions from their team members workplace behaviors.

At the Team-builder Leadership Institute we teach this professional leadership standard. It is taught through our Goals, Structure, and Culture (GSC) leadership standard and style certification course. Once you master it you become a dynamic guide. A “Dynamic Guide” only uses their authority in the best interests of the group. For instance they use that authority to make the troubled team member decide whether they want to be on the team or pursue other opportunities. Not through threats and intimidation but rather through advanced communication skills, coaching, counseling and the persistent enforcement and request for compliance with the commitment the individual made when they took their position.


Best leadership Standard and style, GSC.
To achieve anything accurately requires a standard to pursue!

The key is, they enforce operational standards consistently, persistently, constantly treating everyone with dignity respect and honesty all the time. Having the prerequisite skills and using that constant enforcement of the required standards applies the pressure for the employee to decide to conform and join the team in pursuit of its goals or leave and find a job they really want to do. The team member or individual ultimately makes the decision. Dynamic Guides don’t make peoples’ decisions for them. They are experts at getting others to make the necessary decision through skill–not force. They persistently require that the people they lead make a decision as to meet the required standards or not.

When it comes down to it, there will always has been and always will be a need for a “Dynamic Guide” or GSC Leader if people want to accomplish things together harmoniously, efficiently and effectively. If organizations want to continue to pursue getting more done with less and of course, there is nothing wrong with that; the challenge is for leaders to understand that for a person to effectively, efficiently, and with maximum productivity lead others, there are certain skills they must be successful at. Technical skills alone do not make a good leader. Leaders, like brain surgeons or airline pilots, must be given the opportunity to acquire the necessary universal skills or they will generate as many or more problems than they will solve (we’ve all experienced this leader).



[su_icon_text color=”#284ee4″ icon=”icon: key” icon_color=”#4849ce” icon_size=”47″]Think of it also like this: a work environment is an “Organizational Eco-System”. Everything is connected to and affects everything else. Every action the leader does or does not do (if needed) affects the results and outcome we get. In days gone by and even still, people at times treat illnesses by addressing a symptom(s) and ignoring the underlying issue. We learned from the past that applying leaches anytime someone felt bad never really worked as a cure. Neither will trying to remove the “Leader” from the “Leadership” role. That instrument of support and coordination for a group trying to accomplish tasks and produce results in a timely, organized, budgeted, and qualitative manner is essential![/su_icon_text]

It’s not the “Dynamic Guide” or GSC Leader that needs to go. It’s the lack of skills and the lack of commitment to those skills and the individuals being led. In the Organizational EKO-System, leaders must be equipped to overcome constant challenges and to align the Organizational Macro and Micro Factors with the accompanying systems to create a fluid, conflict free, high performance work environment. In the organization where the alignment is correct between the macro, micro factors and systems, the group(s) do not lead themselves. They are led by a GSC Leader and are referred to as, self-managed work teams. Which of course means they regulate and support all the team members but their GSC Leader provides the tools, direction, and support they need to be able to focus on obtaining the desired results.


Bottom line: The “Dynamic Guide” provides the tools, techniques, support, and guidance that allows the team to do what they came to work to do.


Best Leadership Standard and Style Book
Best Leadership Standard and Style Book

In the book “Why Try To Make Them Do It When You Can Make Them Want To” (available at Amazon), it lays out the sequential skills of becoming a “Dynamic Guide”. It’s not as complicated as you might think. For those people who want to be immersed in the information, the Team-builder Leadership Institute has an online GSC Leadership development training certification program. The “GSC Leadership Development System” walks a potential leader through mastering the required universal leadership, communication and influence skills step-by-step, ensuring they have mastered each set of skills before moving forward. To ensure that outcome, there is an assessment at the end of each module and the end of course to ensure acquisition and retention of the skills. If navigated successfully, the assessments culminate with the awarding of the course GSC Leadership Standard and Style Certification). The program ensures the leader has practiced and successfully used each set of skills multiple times and can apply them in the real-world environments they work in. How would it affect your leadership team, work environment, and bottom line if your organization’s leaders became “Dynamic Guides”? If they treated everyone with dignity, respect, and honesty at all times and additionally made the work environment pleasant, efficient, with the maximum productivity possible from the people you work with? A huge benefit is that the high performance is freely given from the group not forced or coerced.




When people who are awarded and accept leadership positions take the time and put forth the effort to acquire the necessary skills, that leader, “Dynamic Guide, supervisor, whatever you want to call it, becomes a tremendous asset, not something to try and work around or in spite of. If you want cohesion in your environment and organization align your “Organization’s Eco-Systems” and provide the necessary universal skills for your “Dynamic Guides” or leaders. You will have saved tons of money and time trying to work around a problem that was never there and your productivity and profitability will increase dramatically while your overhead and expenses decrease dramatically! Contact the Team-builder Leadership Institute now and take your leaders and organization to the top of their profession and industry!

Is Your Company’s Employee Manual A Waste Of Paper?

Is Your Company’s Employee Manual A Waste Of Paper?

How Do I Make An Employee Manual Good



How Do I Make An Employee Manual Good
Employee Handbook


Let’s face it, most companies create an employee handbook or manual to cover themselves in case someone does something stupid! It allows the company representatives to say, “we told them not to do that. It’s in the handbook we gave them!” This approach doest work very well, especially since from the moment the handbook is given to a new employee it is shoved in a drawer or on the intranet somewhere never to be taken out again until the employee leaves the company. And then it’s taken out only to be thrown away. Part of the problem is that most employee handbooks or manuals are a list of rules and things not to do. It’s a negative book and a list of constrictions. The actual purpose of a hand book should be to show the employee what to do to guarantee their success and to attach the goals of the organization to the goals of the individual.




So, what should be in an employee manual if you are going to make it worth printing?

  • First, it should be a clearly designed and laid out path to success- not an organizational CYA (cover your *behind end) document.
  • Second, it should attach all required procedures and activities directly to the organizations and individuals goals and success.

If it met this criteria it would be worth reading and referring to on a daily basis. Lastly, it should be of such value that organizational leaders refer to it as a reference for operations constantly. Organizational leaders use it not just for do’s or dont’s,  but for how to’s as well.


How Do I Make An Employee Manual Good

A handbook or manual should spell out the organization’s operational standards. It should be the play book for day to day operations. Most organizations do not have a “Standard”. This is where conflict, contention, apathy, disenchantment and low morale stem from. People don’t mind playing the game when they know how to and they know they can win. Not that work is a game, it’s not. However, it is a place where we compete. We compete to show our worth. We compete for available rewards. We compete for opportunities. We compete for many things.


We all compete
Tiger Woods set of standards.


Even people like Tiger Woods, who says he only competes against himself and to his standard, competes against others. If you only compete against yourself and your standard of desired performance does not consider that of your competition, you may very well be wasting your time. If you meet your standard of performance but it is well below that of other people vying for that opportunity or reward, you automatically will lose! If your standard of performance is not higher then you are wasting your time!





For an organization to truly reach its maximum position of productivity and effectiveness, it must have a standard of operations. When leaders all do things the way they as an individual think they should be done, it kills consistency and cohesion. When organizational leaders get no training or get different training on how to perform and operate in the workplace environment, it destabilizes the work environment.


Imagine a sports team whose players all learned from a different playbook. What would their team performance look like? One thing is for certain, they wouldn’t win any Super Bowls! That same scenario is played out every day in organizations all across America. Organizations have no set, accepted and enforced operational standard and no playbook (employee manual) to learn the activities that guarantee their success. Because of this people follow their own agenda instead of pursuing the goals of the organization. Leaders don’t stick to the behaviors, steps and processes that will ensure the desired results. They ad-lib and do things based on their individual emotions creating conflict, resentment, confusion and chaos.

Best Leadership Standard
Teams with standards of Operation Win!




All successful highly successful organizations have a proven standard of operations and their handbook is the playbook to follow to operate consistently in congruence with that standard. With a set operational leadership standards and operational standard set of behaviors and actions for all, the work environment is stable, consistent, cohesive, and harmonious. Everyone knows what to do in every situation all the time. The plays or operational activities are general knowledge and do not require the leaders of the organization to stop what they are doing constantly to make unnecessary operational decisions. When the standards and goals are already in place, codified and taught, people at all levels know what to do and when to do it and to what standard of performance. They also know who is supporting whom, how and when. That’s how Super Bowls are won!




The entire culture of the organization must be based on proven operational standards which include the requirements and style or behaviors and activities of all leaders. That leadership style must be performance based and goal focused not based on the emotions and desires of individual leaders. The proven most effective leadership style is the Goals, Structure, and Culture leadership style (GSC). This style as taught in the book  “Why Try To Make Them Do It When You Can Make Them Want To“,  focuses everyone in the organization on the desired goals.  The leadership skills keeps the goals center focus and builds the structure that uses the least time, effort and resources but most efficiently achieves the goals. And, it creates the culture where achieving the goals are positive and all activities performed by everyone everyday are focused on and measured against the group’s and organization’s goal attainment. The accepted, taught and tolerated behaviors in the organization are actions and activities moving the group toward the goals, not wasting time on social media or talking about others.

The Team-builder Leadership Institute is the authority on and has the GSC leadership development and certification system that immerses and develops organizational leaders and individuals in mastery of the GSC Leadership Standard and leadership style. Organizations use it finding that creating that operational standard and having a playbook for success dramatically improves moral, cohesion, the ability to train new leaders, the ability to train individual employees on their position, etc. Having the standard takes the guess work out of all daily operations.

A Leader's Job
Keep in mind that a leader’s job is not to make up rules and processes as they go along. A leaders position requires they support and enforce the rules and procedures already in place. When all leaders operate from the same playbook, it creates a consistent and cohesive environment where all employees know how to compete and succeed. Having the GSC standard also shows and supports flexibility so everyone has the process to evaluate situations and make the decisions that most efficiently and humanistically achieve the goals being pursued. When goal achievement is always the focus of everyone, it is much easier to align decisions with needed and desired results.

If you would like your organization to perform at a Super Bowl wining level, instill the leadership standard, style and playbook that produces cohesion, harmony and high performance. Make your organization a GSC-Goals, Structure, Culture organization and build a work place and environment of ease, positive results and healthy competition! Our workplace should not be a place of confusion and chaos! It’s all about the standards!!

How Poor Communication Skills at Work Kills Culture


How Poor Communication Skills at Work Kills Culture



The Challenge

Interpersonal communication seems easy at first glance if there are no enhanced barriers such as interacting with someone who doesn’t know or is limited in the use of the language (style, not ethnicity) the conversation is in. If both parties speak the same language style it seems as though it should be smooth and easy to exchange information. Unfortunately, we often find interpersonal communication to be anything but smooth and easy. People often forget that one of the major factors affecting the effectiveness of interpersonal communications is the emotions of each party involved..

A person’s tone, pitch, speed, inflection, etc. are adjusted by their emotion. The words they use, the way they use them are changed by the expressions and body language and are also dictated by their emotions. We are often told to slow down, use different words, not be accusatory etc. When we try to adjust those areas we find we cannot do a very good job at it. The reason is because we are trying to change the results of the emotion but without changing the emotion. It’s a nice thought but it doesn’t work well. The fact is, a person’s effectiveness and success at interpersonal communication is largely based on their emotional control.

Things as seemingly innocuous as a leader speaking to an employee and not looking at them because they are doing something else at the same time can create hurt feelings, misunderstandings, and resentment. Small missteps like telling a person you need to or you have to or you must, can create sub-conscious resistance. We use these behaviors due to the emotions we feel, like: we are in a hurry or we shouldn’t have to “hold their hand”. People are emotional creatures that can think logically not logical creates who can think emotionally. Research shows we operate through our emotions 90% of the time. Even though it would be convenient for us not to have to consider emotions when communicating, there is always a price to pay if the message is received negatively. Of course, the things I mentioned are things we do not intend to be obnoxious, overbearing, obstinate, inconsiderate, or mean. If we operate through those behaviors the negative results will be exponentially exacerbated. The bottom line is, professional communication is a learned set of dynamic skills and most of us do not learn those skills growing up.



The Solution

The solution is simple but not necessarily easy. Most often the speech patterns and behaviors we learned growing up are not the most effective for getting a group of people to coalesce in to a dynamic group committed to a set of goals. For some, those skills are not even conducive to people being in the same room together. For an organization to maximize their human capital, profit, and productivity, they must create an environment where people interact and communicate in a positive way where the interactions are focused on the sharing of information and do not engage the other’s negative emotions. In other words, the participants in communication can focus on the content of the message and not its delivery. This is accomplished by creating a standard of communication throughout the organization where everyone communicates assertively (they provide the facts that show how to achieve the results that accomplish the goals or mission with no negative emotions) through the appropriate communication styles and using emotional control. By creating this standard and making it the “norm” for everyone in the organization, it removes conflict, resistance, misunderstanding, and dramatically increases the productivity, profitability, and environmental comfort.



Creating this culture involves:

  1. Setting the communication behavior standards
  2. Displaying those standards
  3. Teaching everyone in the organization the behaviors and techniques the standards consist of and
  4. Enforcing those standards consistently and persistently.

Setting the standards, ensuring everyone follows them, and enforcing them creates a culture of positive communication where people are able to focus on why they are at work and what they are there to do instead of judging others and feeling why they don’t like them.

Your Workplace Culture is an EKO-System

Your Workplace Culture is an EKO-System

An “Organizational EKO-System ©” Or Culture Is Either The Result Of Strategic Design Or Collective Emotion


  • Ask Yourself?
    Does a leader that comes to work go straight to their office and at the days end, leave and walk straight out of the building as a routine have an effect on workplace performance factors? Does a leader that always talks but never listens have an effect on the organizational work environment? Does a leader that doesn’t come to work half of the time have an effect on the organizations work environment? Does a leader that only follows the rules when they are convenient for them have an effect on the work environment?

Of course the answers are: yes, yes, yes, and yes!


As a leader whether you go to work and do something or do nothing it has an effect on the organization’s culture, work environment, “Organizational EKO-System ©” whatever you would like to call it. Every action or inaction sends a message to the people in the work environment. If the leader doesn’t behave as if the customers and mission are important then neither will the employees. If the leader does not treat people with dignity, respect, and honesty then neither will many of the employees. If the leader ignores what goes on around them, many of the employees will be oblivious as well.

Not all employees emulate their leaders but research shows many do. The leader sets the priorities, sense of urgency, quality of interpersonal interaction, cooperation level, goal focus, etc. I ran across this article which discusses how Governor Christi of New Jersey said he had no idea what was going on with the bridge incident: ( ).  How many times have we heard similar assertions in this presidency alone of, “I didn’t know”? How many times have we heard people in high corporate leadership positions say, “I didn’t know”? In some cases it may be true but we must ask ourselves, did the way those leaders behaved personally affect the challenges the companies they represent were facing?

When a very large American company was going bankrupt and the CEO flew in a private jet costing hundreds of thousands of dollars to Washington D.C. to ask for money, did that affect the behaviors and perceptions of the organizations employees?

Recently a workplace satisfaction survey revealed that “Dish Network” was considered by the majority of its employee respondents to be, “The Worst Place In America To Work”. The CEO of Dish Network responded to the studies findings with, “That’s ridiculous”. Does the fact that in this article: the CEO already is certain he knows  what’s going on before looking into the situation have an effect on the culture or “Organizational EKO-System ©” of Dish Network?

It’s time that we in America and even the world acknowledge that any work environment is created by the leader(s) who have power, authority, and influence over it. Whether they want that power and responsibility or not they have it. This is why it is vital that every leader have and adhere to an operational behavioral standard. That is how a person becomes an “Architect Of Excellence”. A leader’s leadership style and the standard to which they hold themselves to, are what dictates whether they effective and successful with people–or not.

There are four general leadership styles:

  1. Transactional
  2. Transformational
  3. Spiritual/lassiz-Faire
  4. Goals, Culture, Structure (GSC)

For the first three there is no operating standard of behaviors. The first three also don’t support and focus on positive organizational culture design and development. The GSC Leadership Style is a Tri-Centric leadership methodology developed by and taught at The Team-builder Leadership Institute. The GCS leadership style is an operational standard. It enables you to adapt your beliefs and add a standard of performance that makes you happy and successful almost immediately! Through its goals, structure, culture design and focus, it creates a positive, flexible, and cohesive culture. It creates a culture where new GSC leaders are constantly developed and mentored. The Tri-Centric methodology of the leadership style  adjusts the EKO-System of an organization, fine tuning it constantly for maximum performance.

Best Workplace Culture
The Team-builder Leadership Institute’s Organizational EKO-System outline

Leaders that are trained and adopt the GSC Leadership standard become, what we refer to as, a “Dynamic Guide”. The standard of the GSC Leadership Style consists of specific skills, universal leadership and advanced interpersonal communication techniques, and behaviors. The “Dynamic Guide” has mastered the abilities to become a catalyst for the efforts of the organizational members they lead. They are able to quickly and efficiently channel the individual efforts into a unified stream of focused high performance while removing all organizational and team performance inhibitors.


To develop into an Architect Of Excellence and become a “Dynamic Guide” is obtained through an immersion certification program course offered exclusively by The Team-builder Leadership Institute. Its GSC Leadership Development System immerses participants in the specific skills, behaviors, and standards that must be mastered to become certified. There are multiple assessments to guarantee information and concept acquisition and retention that must be successfully navigated to demonstrate acquisition of the knowledge and abilities to earn the certification.


Whether it’s Christie, Obama, a teacher, or a preacher, if the leader is sincere about leading the group to their agreed upon goals and ensuring each individuals’ success, they must be up to the standard and be a professional leader or they will generate negativity and group challenges simply by not knowing. They must know how everything they do and say affects the group and their pursuit of the goals. Leadership is about knowing, as well as, knowing enough to pursue what you need to know. There is no room for blinders if a leader is going to elicit the maximum positive performance from all involved. For any of us to get what we want we have only to choose to take action and pursue it. Set the GCS standard of leadership in your organizations and communities. Let’s learn the skills and use them so others can learn them and emulate our success. Let’s make the next generation immune to emotional negativity and excuses!


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