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Help Your People
Make the Best of Everything They Have

(Even If They Don't Have The Best Of Everything!)

Are your people stuck?

Are you weary that your team doesn't get it?

Are you hampered by bureaucratic regulations?

Are you struggling to do the most under difficult cost restraints?

Are you tired of excuses?


If you answered "yes" to any of these questions, you are not alone. The 2014 edition of the Conference Board's CEO Challenge survey finds business leaders across the globe are zeroed in on not only what gets done but more importantly how things get done. They are shrugging off a relatively slow growing global economy and focusing on people, performance, reconnecting with customers, and reshaping the culture of work. They also see a renewed commitment to customers, innovation, and the corporate brand, aided by the use of big data, as keys to driving growth. And to accomplish this, they recognize the importance of developing an engaged workforce and a diverse and accountable leadership team.

Indeed, it's no secret external forces are threatening prospects for business expansion and forcing organizations to transform, but the secret is how to make change happen? 

The Have Trap

Countless organizations are still caught in a Have Trap; A non-starter paradigm common among employees where workers think they need to have optimal conditions, more time, money, technology, personnel, etc. in order to complete a task.  Once they do the task successfully, they believe they will be Number One, the industry leader, etc.  But, there's the problem. 

When people think they must have something to do something, they will never have enough.  Big visions remain out of reach—the trap is sprung. 

John Foppe is an expert on the human condition

Born without arms, John Foppe once approached life this way.  He led a miserable, dependent, and limited existence.  At ten-years-old, for example John couldn't put his own pants on.  Today, he travels the world as an author and owner of a successful international corporate motivation company.

Corporate leaders, managers and entrepreneurs find John's work creditable and compelling because he must live his message and work. He understands firsthand the difficult gaps between envisioning an outcome and achieving it.

He believes that a person's ability to do something is not dependent on having thoroughly conducive work environment or every resource.  Instead, making something happen has more to do with one's personal sense of value, vision, and valor.  

Achieving vision-based outcomes in any organization must then begin looking inward.  Visionary CEOs recognize that internally-focused actions of leadership development, growing talent internally, enhancing the effectiveness of the senior team, providing employee training and development and effective succession planning remain the critical strategies to achieving sustainable growth.

With new research, profiles and illustrations from his twenty plus years of corporate motivation experience, John Foppe shows how.

The Bottom Line

The upside of outcome-driven organizations speaks for itself: stock growth three times the rate of competitors, profits two times that of the S&P 500 as a group, and investment earnings 17.69% higher than the S&P overall.

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