Paradox of Trust

The Paradox of Trust, Vulnerability and Leadership

Humans tend to model the behavior they see. When leaders appear to be in control, know everything, never doubt, or never ask for help or input, employees think they have to do the same. The behavior they see and deem as acceptable is to be strong, not question, never be wrong, and always know. The opposite behavior is a sign of weakness and is unacceptable…. Read More»

just a leader just leader

Are You Just a Leader or a Just Leader?

Being a leader requires taking the right road, not the easy road. Treating our people fairly requires judgment, subjectivity, and clear communication of expectations and goals on an ongoing basis since the world around us changes all the time. When we treat our people equally but not fairly, we tell people it’s ok to underperform and under contribute undermining the morale of our dedicated and passionate people and are then surprised when we get mediocre output and outcomes…. Read More»

growth700x300

New Years is an Artificial Constraint

  Ah, New Years hype! New resolutions, habits, goals, priorities. We make it so grand and complicated that we set ourselves up for failure. Seriously, what’s the difference between December 31st and January 1st?  Is it really different than June 30th and July 1st or October 31st and November 1st?  And really, January 1st as the New Year is a […] Read moreRead More»

Who Are My Heroes? Young Millennial Leaders

I bet you’re asking yourself if I’m nuts. I am. And I’m happily addicted to these kids too! The stereotype of Gen-Y/Millennials is one of entitlement. There certainly are those who fall into this category and I’d submit there are plenty of Baby Boomers too (hum…look at Washington DC’s problem openly discussing Medicare and Medicaid!). […] Read moreRead More»

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    There’s a more human way to do business.

    In the Social Age, it’s how we engage with customers, collaborators and strategic partners that matters; it’s how we create workplace optimism that sets us apart; it’s how we recruit, retain (and repel) employees that becomes our differentiator. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement.

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