Why Your Employees Aren’t Helping You Change

Here’s some startling news: More than 70% of change initiatives fail. According to both Harvard Business Review’s, Cracking the Code of Change, and Gallup Business Journal’s, Most Change Initiatives Fail – But They Don’t Have To, this 70% failure rate stands as the norm. But, there’s more: the HBR article was written in 2000, the Gallup article written in 2013. What does this tell us? Something hasn’t changed, and it’s not just change initiatives…… Read More»

Making Human Resources More Human

Many people seem to believe that the human resource department is on the side of the employer while masquerading as the defender of resources. Others believe that this department helps to create culture and that its purpose is to serve the people while masquerading as the defender of the employer.

OK, I get it. But here is a more powerful point…… Read More»

Why the Future of Your Business Depends on Curiosity

“Curiosity may have killed the cat, but it saved my ass,” Michael J. Fox said. In an economy of individuals with everyone in the world close to all the information in the world, organizations can no longer just copy-paste their strategy and plans from the year before. There is no way back. The open world […] Read moreRead More»

7 Ways to Enhance the Human Side of Your Business Culture

  We all want to know that we make a difference, that we have something to offer. I’ve been struck recently by someone near and dear to me who has entered work in the corporate world. He’s a highly motivated, bright and engaging individual with significant business experience and an MBA from a well respected […] Read moreRead More»

Empower Your Employees and They Will Power Your Brand

  In today’s world, with the average job length of approximately three years, employees will have close to 15 jobs in their career. We hear that there is no such thing as employer/employee loyalty anymore. Let’s face it; no one stays with the same job 30 years and gets a gold watch at retirement. Global […] Read moreRead More»

9 Leadership Essentials to Cause Meaningful Work

I’ve written about the characteristics of meaningful work. But what are its catalysts? It’s one thing to know what this type of work looks like. Its creation, however, something altogether different. Creating a culture where meaningful work occurs is a shared responsibility between managers and employees. Employees must be willing to see that the workplace […] Read moreRead More»

Engagement Encouraged at All Levels Ensures a Thriving Company

I’m all for making 21st century business progressive, innovative and a significant step from the draconian approach that has plagued the world for the past hundred years or so. This evolution needs to be thorough, but it still has to remain practical. No matter how flat your organization is there will always be a vertical […] Read moreRead More»

Why Every Organization Needs Some Misfits

Over the past two months or so, I’ve been playing around a lot on Google Plus – more on that, and on our amazing mentor Elaine Lindsay, in an upcoming post. For now, let’s leave it at this: to use Google’s “Hangout” feature is to fall instantly and forever in love. Telephone? What’s that? Skype? […] Read moreRead More»

Social Business Needs a Culture of Social Leadership

I have been arguing for several years now that the real value of social media goes way beyond marketing and communications: it is teaching us a new way to lead and manage our organizations. Thus I have been encouraged by the recent conversations I’m hearing around “social business.” While I think it has the makings […] 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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