Tag Archives: Innovation

Performance Transformation, LLC™ Announces Change In Open-Access Policy For Methodologies and Intellectual Property

Due to a recent upswing in plagiarism, copyright violations, and the theft of intellectual property for commercial gain, Performance Transformation will curtail their standing, five year policy of open knowledge sharing.

FOR IMMEDIATE RELEASE ~ VENICE, Fla. — Performance Transformation, LLCTM (Venice, FL) announced today a change in their longstanding, open-access policy for the sharing of their knowledge systems, methodologies, and intellectual property.

“It’s unfortunate, but I suppose it’s a sign of our times.  Information should be open and new ideas and insights should be encouraged to move freely.  That’s the reason for copyrights as well as patents.  Patents are open for review by anyone looking to improve upon the patent.  Just like patent infringement, plagiarism is theft,” commented Terry Murray, founder and Managing Partner of Performance Transformation, a leading firm in the development and delivery of high performance leadership and enterprise performance insights and solutions. “The plagiarism and copyright violations have been growing incrementally over time. The recent theft of our copyrighted intellectual property, by a major, multi-national corporation, caused us to rethink and retool our policy. We will continue to share our intellectual property, as we strongly believe in the 21st Century business value of transparency, open collaboration, and the free flow of ideas as the propagating seeds of innovation. We will just reign it in a bit by implementing a chain of custody trail to those that seek to access our ideas and insights.”

Founded in 2008, Performance Transformation has developed and delivered highly innovative experiential learning programs and strategies for both the nonprofit and for profit sectors. Through their recent partnering with Talent SprocketTM, LLC (St. Petersburg, FL) they are the first leadership and enterprise performance firm to incorporate advanced, machine learning into their approach. Talent Sprocket incorporates sophisticated algorithms to deliver Predictive Human AnalyticsTM, a major step forward in the rapidly growing, talent management arena. The combination of Performance Transformation’s proprietary, developmental approach and Talent Sprocket’s analytical capabilities delivers concise, return on investment metrics for leadership development, a very unique benefit in the industry.

“Everybody claims to be an expert today, especially in the field of leadership development,” added Terry. “When we look at the research data, it’s quite obvious there are very, very few effective leadership development companies delivering viable solutions and value in the market. Corporations and institutions have invested nearly $1 trillion over the past twenty years in behaviorally-based leadership development programs. The ROI is pitiful, representing perhaps the worst, collective investment companies have made over the past two decades.”

The Gallup® Company’s recent, annual survey on the State of the American Workplace once again pegs employee disengagement at 70%. This figure has remained stagnant for more than a decade. McKinsey® published a study less than two years ago that demonstrated only 1% of executives scored excellent in eight key leadership competencies. Ninety percent scored below average.

Terry is the author of “The Transformational Entrepreneur”, which was cited by the academic Journal of Economic Literature in March, 2012. Performance Transformation’s pro bono program, “Warriors in Transition”, was formally commended by General David Petraeus in 2010. The program imparts leadership and resiliency skills in combat veterans working to successfully navigate the transition home. It has also

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been employed extensively for veterans struggling with Post Traumatic Stress to support Post Traumatic Growth.

“What would our economy, companies and nation look like today if these traditional approaches to leadership development had actually delivered on their promise? It’s why we come armed with a validated, neurologically-based approach grounded in the needs of the individual as well as the business, build skills around tangible business outcomes, and hold ourselves accountable with our analytics capabilities. We’re determined to make a change.”

In addition to publishing his book in 2011, Terry has written and published more than 300 articles and blogs, openly sharing his wisdom, knowledge and expertise. He is a frequent guest of the media and a sought after speaker for professional conferences and symposia.

“Congruency is such a part of our philosophy and we believe in giving forward and openly contributing to support positive change in our society and communities,” said Terry. “Capitalism can be, and should be, a force for good. When business leaders embrace this perspective, it resonates with today’s multi-cultural, multi-generational, global workforce. Enormous productivity gains and value is lying quietly, just beneath the surface in many companies and organizations. Our approach is proven to capture and leverage that value, driving remarkable, breakthrough business results. We simply will no longer subsidize individuals and corporations that don’t share in our honesty and authenticity.”

For more information on Performance Transformation, please call (941) 485-7428.

© 2013, Performance Transformation, LLC™.  All Rights Reserved.

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Filed under Diversity & Inclusion, Leadership Development, Organizational Culture, Talent Management

How One Simple Step Can Solve Your Engagement, Inclusion and Collaboration Challenges

Many organizations seem to be mired in employee disengagement, seemingly at a loss as to how to reignite passion amongst their workers. At the same time, CEOs know they must spark cross-functional, and even cross-organizational collaboration, capturing and leveraging diverse cultural and generational experiences and perspectives in order to maintain their competitive edge and improve productivity. So why is it companies seem to be handcuffed in stasis, unable to break out and innovate in the manner they seek?

Barriers of Hierarchy.001Much of the inertia comes from the very structure of the organization itself; its hierarchy.  Several years ago I wrote in my book, “How we structure the organization is a reflection of how we perceive function, and once established, how we function is highly influenced by our structure.”   Hierarchical structure is ideal for creating economies of scale and wringing out variability of processes (think Six Sigma) in pursuit of quality through standardization.  But it comes at a price.  Hierarchies also introduce layer upon layer of barriers to communication and cooperation resulting in silos of thought and the defense of symbolic, if only imaginary, turf.  Years of downsizing and cost cutting has exacerbated these barriers as associates keep their heads down and dig in their heels with their peers and direct reports.

Source: Library of Congress

Source: Library of Congress

Hierarchies have been the dominant structure for so long it may seem this form of organization structure is the de facto, natural form of large organizations.  This hasn’t always been the case.  In fact, a recent discovery of what is quite likely one of the first corporate Org Charts, created by an executive for the New York and Erie Railroad, circa 1855, shows an entirely different perspective.  Instead of the top-down pyramid of hierarchical structure, we see a bottom up organization that resembles a tree.  The board of directors are represented at the roots and executive management moves up into the trunk while line managers branch out along the various front lines of the railroad.  This places leadership at the base and reflects a perspective of senior leadership’s role in nurturing and providing strength for the growth of the corporation, empowering front line management with the authority to make immediate decisions in real-time.  This was no small issue when trains ran in two directions on the same tracks.  Any miscommunication, in the age of the telegraph, would result in horrific, head-on collisions.  Not good for the paying customers or the shareholders, to say the least.

John Kotter's Strategy Accelerator

John Kotter’s Strategy Accelerator

This network empowered the rapid information flow and immediate decision making necessary to safely and efficiently move freight and passengers up and down the line; the very source of the railroad’s value creation.  In many ways, it foreshadowed client/server information systems and the internet.  It is also very similar to the Strategy Accelerator John Kotter wrote about in the October, 2012 edition of the Harvard Business Review.

Professor Kotter is a pragmatist, with a deep understanding of change management and the seemingly endemic resistance to change most organizations demonstrate (historically, 70% of change management initiatives fail).  Realizing one cannot toss out the baby with the bath water, Professor Kotter recommends creating a concurrent, open network to reside alongside the hierarchy.  One comprised of Affective vs Traditonal Leadership Graphic.001volunteers and guided by a coalition of cross-functional leaders.  Strategic initiatives are spun out into the network to be acted upon and associates are asked to participate.  This not only sidesteps hierarchical barriers, it provides fertile soil for Next Gen leaders to emerge.  Leaders that influence and inspire through their ideas and actions.  Leaders that can arise from any corner of the organization.

Collaborize Open Network SlideWhile this initiative is promising (and Kotter has implemented it successfully in several organizations) we saw the need to add infrastructure to the architecture.  Our open network partner, Democrasoft®, brings innovative, content collaboration and knowledge sharing technology to this organizational design.  It opens up the network for transparent communication, eliminating the dependency on emails for content sharing (knowledge workers spend an average of 81 days per year reading, writing, and searching for information on endless email threads), and capturing tacit knowledge for the support of Big Data and the application of predictive analytics.  In effect, it represents both the telegraph wires and railroad tracks of the New Economy.  It also enables senior executives to see collaboration in real-time.  The structure enables open discussions that tag Great Ideas™ to their initiators, enabling entirely new incentives to be adopted and leveraged to drive desirable, collaborative behaviors.  The platform can also reach outside of the brick and mortar to engage customers and ideas from beyond the walls of the organization.  All while maintaining the day-to-day efficiencies of the established hierarchy.

Organizations that adopt this innovative, cost effective approach and supporting technology can quickly sidestep the organizational barriers to communication and collaboration while sparking engagement (especially with Gen-X and Gen-Y), authentic inclusion of diverse ideas, and the significant productivity gains necessary to stay competitive in the New Economy.  You’re welcome to download a PDF white paper fully exploring this approach: An Integrative Approach to Igniting Sustainable, Competitive Advantage in Our World of Accelerating Change eVersion.

Great Ideas is a trademark of Democrasoft, Inc.

© 2013, Terry Murray.

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March 12, 2013 · 12:49 pm

An Example of Collaborative Leadership Delivering Innovation in Education

Our firm had the privilege last week to be a part of something truly important and remarkably innovative.  We were a part of the first Equine Facilitated Experiential Learning program in the nation to be adopted into the core curriculum of a charter school for at-risk girls.  This was the result of a collaborative effort of a unique consortium of entities.  The pilot program could not have come together without three organizations and their leadership pulling together to spark this vision into reality.

The leadership team from the Just For Girls Academy in Bradenton, Florida displayed courage and an innovative spirit in sharing this vision with us earlier in the year.  Becky Canesse, the CEO of Just For Girls, and Dr. Jennifer Rosenboom, the school’s principal, took the first steps to usher this progressive idea into reality.  Leadership of a charter school seeking fresh, meaningful approaches for educating, in their words, the whole girl.  None of this could have happened without another noteworthy community leader coming in to the consortium; Gail Clifton, the volunteer Executive Director of SMART (the Sarasota Manatee Association for Riding Therapy, also in Bradenton), a 501(c)(3) that has been supporting the needs of children in the community for over 25 years.  Gail graciously provided the facilities, the exceptional horses, curriculum support and a team of heart-centered volunteers to make this all happen.  Yet another leader from our organization, Sarah Murray, Director of Business Development, worked with Gail and Dr. Rosenboom to co-create and align the curriculum and finalize the schedules for the series of workshops.

I find this breathtaking.  A public/private collaboration that drew upon the talents and resources of a charter school, a private charitable corporation and a for-profit company coming together to benefit the lives and futures of nearly 90 young girls in our community.  A collaborative effort that introduced a truly innovative approach to educating our children.  An approach that is focused on experientially imparting the emotional intelligence skills, sense of self, healthy boundaries, and empathy for one another that are so critical to success and wellbeing in the growing complexity of our contemporary times.  Success based upon intrinsic values, not the extrinsic values these young people are bombarded with by the mindless media that simply wants to drive consumerism and amplify divisiveness.  Intrinsic values that transcend the superficial differences of our multi-cultural, global community.  Values that celebrate and take joy in personal development, authentic relationships and being of service to others.

The courage and leadership these second graders displayed was humbling.  I personally watched these wondrous children face their fears and muster the courage, with only the adults holding the space for them and providing a safe environment, to face their fears and walk right through them.  I watched as these polite, charming young ladies held each others’ hands as they did so, providing peer support to one another with love and respect.  I watched as they engaged in their emotions with remarkable self-awareness, allowing themselves to feel the full spectrum of their emotional landscape that ran the range from anxiousness to joyousness.

This is what can be accomplished when diverse groups of leaders collaborate to deliver positive change.  This lesson transcends organizations and organizational objectives, as it is a lesson in the capabilities of the human spirit.

I encourage you all to visit the websites of these two organizations and open your hearts at this time of year with your generous support.

© 2012, Terry Murray.

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Filed under Diversity & Inclusion, Experiential Learning, Health Care, Leadership Development