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Get help with Gen-Ys!

Lisa Orrell, leading Gen Y & Generation Relations Expert, author of “Millennials Incorporated”, is offering her in-demand “Get A Grip On Gen Y” seminar on a DVD for only $295 (sales tax and shipping included in US orders only). With each DVD, you’ll get a signed copy of her book and a second bonus gift of the e-book “Effective Employee Engagement”. To get the bonus, simply type “Camille” into the “message to seller” box on the online order form to get this e-book. To see what you'll learn on the DVD, and place an order, go to: http://www.theorrellgroup.com/products

White Papers & Articles

Women's Leadership - The door that opens everyone's talents

This paper was presented at the 2nd Annual Conference of the South Bay Organizational Development Network (www.sbodn.com) held at Sun Microsystems, 9/2006. (Read, Women's Leadership... | View Slides )

When Bright People Don’t Perform (Part 2)

This paper continues to explore the issue plaguing organizations today. Looking from the employee’s view, differences in personal values, reactions to the prevailing organizational culture and mutual miscommunication are cited as major constituents in the problem. (Read, When Bright People Don’t Perform - Part 2)

Forget Charismatic Leaders and Double-digit Growth. It’s Time to Step Through the Looking Glass

The business challenge for this century will be how to help everyone do better, not just a few outstanding performers. Accessing potential for the whole workforce will require different organizational and management techniques and structures. (Read Forget Charismatic Leaders and Double-Digit Growth)

Diversity in the Workplace: Take Aim at the Right Target

Although diversity has been a hot topic for quite a while, clear progress is hard to find. The limited progress should point us toward an essential question: Are we taking aim at the correct target? (Read Diversity in the Workplace: Take Aim at the Right Target)

Winning through Adversity: Steps to Survival in a Harsher World by Adrian Savage

In the post-Enron, post Internet bubble economy, it is not enough to do well. … Capital is far tough to find and comes with more strings attached. … The mantra is “better results from fewer people, less resources and lower costs.” In such a harsh environment, survival depends on finding some sustainable source of competitive advantage. … Is there a way to use adversity itself to build a solid base for achievement, regardless of upturns or downturns? … It is indeed. Read more.

Enron, Worldcom And The Rest: Case Studies in Dysfunctional Strengths by Adrian Savage

It is easy to blame human failings such as greed or egotism for the shortcomings in corporate governance. This explanation is too simplistic. … It is a systems failure … When systems become unbalanced, what were positive elements begin to work against the overall good of the whole. Our minds are systems, too, so this is as true internally as externally. Even the most treasured strengths can become dangerous sources of weakness if they grow too preeminent. (Read, Enron, Worldcom And The Rest)

People or Systems
The worn-out saying, "People are our greatest asset" is neither true nor useful. Organizations are bundles of resources and processes held together and animated by systems. Like our bodies, every part must support and reinforce the others if they are to remain healthy. When human cells develop their own agenda and direction, the result is a cancer. It's the same in an organization. An organization's true assets are the systems that allow it to co-ordinate and utilize its parts: in human terms, the systems that allow people to make their full contribution to the good of the whole. Bad or missing systems will prevent the most talented people from producing anything useful. Rogue systems produce organizational cancers. (Read, People or Systems)

When Bright People Don’t Perform (Part 1)
Managers feel intensely frustrated by subordinates who are obviously bright and intelligent, yet can’t seem to use their ability in positive, useful ways. People like this are often characterized as “difficult” or “prima donnas.” What’s so maddening is that they obviously have masses of talent, but seem hell-bent on NOT using them in ways that the organization or boss deem useful. What’s going on? (Read, When Bright People Don’t Perform - Part 1)

The Nature of Potential
Potential needs to be better understood so that finding and developing it to the fullest possible extent can be much more successful. This paper explores common misconceptions that can cause problems, and explains how clearly seeing the nature of potential and realizing that it is already present in whatever we do … Read more…

Distinguishing True Potential
Too often we make realizing potential sound difficult and mysterious, as if only a few special people can succeeded in doing it. This isn't true. We all have unused potential. … What if we could look at options and possibilities … and subject them to a set of 'tests' that would distinguish true potential from wishful thinking… Read more… Read more…

Performance Management: Are We Failing the People Who Matter Most?
This white paper asks if performance management systems are really helping organizations achieve their full potential. … If performance management systems are reducing levels of unsatisfactory performance, they are also reducing levels of outstanding performance … Read more…

Some Senior Executives Play by Different Rules, by Adrian Savage, wsj.com, Career Journal, Wall Street Journal, May, 2002
There’s a different set of rules and behaviors at the top of corporations. I call it the golf culture. It’s an abrupt and invisible change from the meritocracy that dominates all lower corporate levels. Admission to the senior-executive ranks typically depends on … Read more...

"Leaner and Fitter" Are Not the Same: Don't Let a Slogan Dictate Strategy
Many companies are in danger of sacrificing long-term prosperity - even their future existence - by eliminating positions before thinking fully about what comes next. "Leaner" is simply a matter of cutting. Without an equal focus on getting "fitter", the effect on the company's long-term potential can be disastrous. Read more...

The Real Glass Ceiling by Adrian Savage
While gender discrimination is still a shameful fact in some corporations, there is another, far more powerful and common cause for the presence of a glass ceiling — and this one affects men just as much as women. When high achievers “climb the corporate ladder” (read: hierarchy) and reach for the keys to the executive kingdom, the rules often mysteriously change and their continued success isn't a slam dunk. The driving forces that worked so well during the climb suddenly aren't valued by the new executive culture. If this isn't recognized, both strong performers and the organization lose. Read more…

A Neglected Secret
There is a simple way to produce better performance in just about any organization: a method that is so simple and straightforward that most people ignore it or dismiss it without close investigation. What is it? To keep all your best staff for as long as you can and enable them to contribute more of their current and future abilities. If this sounds simple, that is because it is simple. If it sounds easy, it is not. Applying this sure-fire method of performance enhancement demands tight discipline, great patience, courage and continuous attention. The rewards will make it worth all the effort and more. (Read, A Neglected Secret)

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NetTPS System

The fundamental NetTPS premise is that people are restricted from developing their potential by simple habit. People form comfort zone boundaries by continually repeating actions that have previously produced success until these behaviors become automatic and unthinking. More ...

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