Work that matters

Work that Matters Starts with Matters that Work

To most of us, the phrase Work that Matters implies job satisfaction. The outcome is reduced stress, lower turnover and higher productivity – in business, a ‘win-win’ for employees, customers and shareholders. The logic is infallible. So, I ask you, why is there such a gap between the theory and the practice? Why are so many organizations and many workers struggling to find workplace nirvana?… Read More»

Change direction

When Change is Bad

‘Change’ is one of the most proliferated subjects in blogs, books, and social media chats. I understand why, and so do you; change is vital to progress in every field of endeavor, particularly business. Without change, companies stagnate. This explains why it is so easy for people to become caught up in the “change is good” paradigm. I’m telling you that change is not always good. Change can be bad. Very bad…. Read More»

featured john

The Power of Strategic Sacrifice

Do Less Better: The Power of Strategic Sacrifice in a Complex World isn’t the first book on focus, nor will it be the last. But the element that separates this book from the others is the “how” – how one finds focus in a business world that is more complex than ever before. All the way from the C-suite’s choice of markets in which to compete, to the daily to-do list, the “how” is one’s capacity to make tough strategic choices and tough strategic sacrifices…. Read More»

moral of morale

The Moral of Morale

In other words, the pundits inherently assume that their morale-lifting tactics and strategies apply to any organization, no matter the product or service in which they are engaged. They are correct in this regard. But, there is a catch. One cannot assume a constant success rate because there is more at play.
Allow me to put this notion to the test. If you were looking for a new job, which of the following fictitious companies might you be most interested in pursuing? Which of them holds the least interest?… Read 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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