The Importance of Strategic Orientation in Digital Transformation

Everywhere digital technology touched it simplified, uncluttered, and brought costs down dramatically. Think about how digital technology simplified your life, whether it’s commuting, communicating, or operating a remote control. Think of how much your living space was decluttered from physical items that are now digital. And, finally, think of the cost of running a global campaign, marketing or political, pre social media. Today, it takes a hashtag to start or join a global conversation, a possibility not envisioned ever before.

What is Strategic Orientation?

“The man who views the world at 50 the same as he did at 20 has wasted 30 years of his life.”
—Muhammad Ali

At the individual level, your orientation sets the direction of the flow of energy in your life. Your strategic orientation has to do with “who” you are rather than specific business or career goals you might have.

My first job in my 20s, I remember I was in an ambitious mood driving home after a long night at work. I’ve just gotten a raise earlier that month and I was feeling really good about my life. I was privately telling myself that, “I am going to keep making more money, and for as long as I work harder and harder, I will get more raises. And that will be my path to success.”

I learned very quickly that working harder and harder produced fatigue and would rarely lead to generous futures full of prosperity and autonomy in life. Because of that 20-some, young-adult orientation, a great opportunity could have stared me in the face, and I would have missed it. My orientation confined what I saw and what I listened for.

But most consequentially to higher aspirations in life, everything I envisioned, everything I planned, everything I decided, and everything I acted on was along that orientation. I could neither listen for nor see anything else.

In my 30s, my strategic orientation went into a new flow: to be my own boss, to figure things out on my own, to start my own company. Not that there is no hard work in that, there is hard work in achieving anything important in life. And here is where I learned another important lesson: that the human mind is a dangerous thing to develop on your own, and that I had to stop listening to myself in many areas of life. No more of that lone ranger stuff. If you are a decision-maker, you cannot afford to do that, you have to rely on others. You have to hang out around good, superior thinkers and helpers.

In my 40s, I have my own company now, moving along another strategic orientation, you know, the usual script of a seven-year plan, a big bang exit and an early retirement.” Well. It did not happen that way at all. But something very different happened here: I became conscious of my strategic orientation—before, it was running my life without me being aware of it.

I am in my late 50s now as I share this with you. My strategic orientation is of a different nature: career is no longer a private conversation, but now a public conversation about the needs and concerns of the people and businesses I serve. My flow of energy now is directed strictly at listening and reading the marketplace as an exchange between me and my environment.

A Time for Reflection and Contemplation

I know, the marketplace is moving too fast for anyone to have time for reflection and contemplation. But pause for a moment and reflect on your strategic orientation in your career.

What is the flow of your energy? What does it look like?

Now, if you are a technology executive with the responsibility of making decisions that will impact others in your company, your customers, and your enterprise value, ask yourself:

What great opportunities could be in front of you that you are missing? You could be missing them because your orientation necessarily confines what your see and what you listen for.

The same questions go for the leadership of a business.

A strategic orientation of a business is tied to its identity in the marketplace. The identity of a business constitutes its possible strategic orientations, which like an individual's orientation in life, could change with time and maturity. Historically, it is not uncommon for mature, steady-state businesses to re-evaluate their vision at some point. A new vision implies a new strategic orientation, and our rapidly transforming digital world now seems to demand vision reevaluation.

Is your strategic orientation having you fail to see the right kind and caliber of help you might need to remain competitive in the marketplace?

Is your strategic orientation blinding you to the larger realm of concern for human behavior and business needs?

Is your strategic orientation the outcome of popular, recycled business scripts for success?

In a somewhat stable marketplace, you want to rely on the recycled success script. However, in today's highly turbulent marketpalce, you want to abandan that in favor of a new vision and a new strategic orientation based on new technology affordances, aiming at the whatever new value system is emerging.

What is different today in the new value system of the digital economy is that, whether you are a young entrepreneur with a startup, or the business leader of an established company, digital transformation means the same to both, fundamentally. While the obvious targets for existing businesses are simplifying operations and uncluttering the IT portfolio by offload the cost of in-house IT to cloud computing and web services, finding worthy meanings in digital transformation is about vision.

In the words of one of my favorite philosophers, “an authentic vision is its own measure, it does not have to justify itself as compared with anything else.” Your new vision is the place you start from. Then you aim with a new strategic orientation. Only then you are prepared to execute by exploiting digital technology affordances in the marketplace.

Ernest Stambouly is a technology executive bearing on 34 years of experience in enterprise computing, he practices as a Digital Business Coach and Enterprise Computing constultant. He is the author of Surviving Digital Transformation and Ethos of Change, and advisor for modern IT portfolio management at Achillis Inc.

Publisher: Ernest Stambouly's Blog - Wednesday, July 27, 2022

The Role of Visioning in Digital Transformation

Traditionally, the systems and application development community has approached building information technology from systems thinking, not from the conversational structures of the targeted profession—be it accounting, architecture, or healthcare. This is an inverted approach to developing software technology because information systems are not a determinant, but a tool for conducting the network of conversations and interactions that occur in a profession more efficiently, at lower cost, or in a transformative way.

The industry response to that inverted approach was a humanist movement that proposes a human-centered orientation to design. The pitfall of many methods we analyzed in this trend was that practitioners brought their technical mindset and systems-centered thinking with them to do the human-centered thing.

In our work serving digital transformation in large initiatives for enterprise business applications, as well as digital engineering, we found it more to the point to focus on a profession-centered orientation to design. But in order to avoid the aforementioned pitfall, we had to figure out what had to change, first, to avoid being blinded to the larger realm of concern for human behavior in the workplace.

We had to set course, from the start, with a new approach that focused on understanding the fundamental tensions that underlie a profession’s competitive landscape. And most of all, the client had locate their offerings in that landscape to rapidly produce a highly competitive technology portfolio in a desperately competitive marketplace.

“Although it is often helpful to use methods for evaluating and choosing amongst alternatives, these methods are harmful when they blind us to a larger realm of concern for human behavior.”

— Flores and Winograd, Understanding Computers and Cognition

Invest in Visioning to Get Started

Locating yourself in a profession’s landscape begins with visioning, is followed with strategic re-orientation, and then sets out to build a profession-centered model for their business technology. The last step, implementation, or migration of legacy computing requires that technology decision-makers exploit the plethora of web services and platforms being offered at many levels of the enterprise computing stack nowadays. The strategic objective? Join the digital ecosystem to enjoy a negligible cost of implementation and ownership.

Competitiveness in the digital economy requires not only the reduction in the cost of developing and owning technology solutions, but also making your products and services available globally. This blog is focused on the first practice: visioning, which is a business practice focused on exploring possibilities. Other installments will address the other two.

Visioning is not dreaming up stuff. Visioning is making new interpretations of situations from a reframed worldview, with focus on finer-grained services to supplant the previous generation of computing infrastructure. The absence of that focus is what we call “disharmony” in visioning, a phenomenon that many business leaders bump against as they are confronted with the changing competitive landscape and the prospect of digital transformation. Disharmony in visioning is when the approach taken is at variance with the new value system of the digital economy.

The Difficulty Grasping Visioning

Visioning grounds your business intuition and maps it to the real business and professional concerns you have set out to address.

Visioning is practice that helps you articulate a vision so that others can see what you see. You cannot create that which you don’t have clear language for.

Because visioning is about possibilities, not opportunities (not yet), it is a practice of observing, listening, and receiving as an exchange between you and your potentiality. It includes looking at technology affordances (what the marketplace offers) and applying them to the fundamental tensions of the profession.

Visioning is neither something you get to, like a goal, by applying some stepwise process, nor a systematic procedure that will get you to a specific “solution.” Visioning consists of developing business narratives for “harmonizing” your assets, which broadly means bringing the required elements together to make something new that is coherent and complete appear to you. This aspect of visioning is crucial to grasp for technology decision-makers.

Visioning is an experience, a phenomenon that becomes present to you once you get it, just like getting your balance for the first time on a bicycle. A vision eventually emerges but only from the authentic pursuit of a vision in its pure sense: a vision is its own measure; it does not have to justify itself as compared with anything else.

Strategic Re-Orientation for Setting a Competitive Course in the Digital Economy

Once the visioning practice is concluded, the next step for business technology executives is to reset their strategic orientation. This happens before strategic plans, roadmaps, and implementations. My next blog will cover strategic orientation.

Ernest Stambouly is a technology executive bearing on 34 years of experience in enterprise computing, he practices as a Digital Business Coach and Enterprise Computing constultant. He is the author of Surviving Digital Transformation and Ethos of Change, and advisor for modern IT portfolio management at Achillis Inc.

Publisher: Ernest Stambouly's Blog - Thursday, June 2, 2022

Unsure if Executive Coaching is for you?

Trends inform us that executive coaching lingers at a modest adoption rate. A Community Foundation survey on, “what leadership training opportunities leaders currently have” reveals that only 5% get one-on-one executive coaching, while 87% attend workshops and meetings outside of the organization, and 51% connect to a national group of executives. Translation: the majority choose non-individual mass-produced professional education, while a tiny 5% choose to work directly with a coach on developing themselves; half believe in birds of a feather flock together—which is important of course, for any profession.

But here is the surprising part: when asked about, "what leadership training opportunities leaders would like to have," 64% of respondents said they would like to get one-on-one executive coaching, while leadership training and peer-to-peer mentoring measured at around 50%.

If wondering whether “executive coaching is for you” remains somewhat of a mystery to you, then you’re not alone. Spotting good coaching and making your decision to get a coach are two separate concerns. You can spot good coaches and coaching programs by looking at testimonials of course, and by looking for ones that offer a measurement framework for tracking against key development measures, such as, “leadership performance”, “effective communication”, “interpersonal skills”, and various business performance metrics that your performance affects. Nevertheless, you still have to make your individual assessmentt of whether executive coaching is for you—what would eventually lead you to get a coach (or not). And this is where the mystery lies.

Making the decision to get an executive coach has two dimensions, and it is a mystery because one of the two dimensions is hidden. The first dimension encompasses what you can measure, such as, gains in efficiency, increase in revenue, or increased proposal approval rate. The second dimension, the hidden one, is what you are blind to, and therefore cannot measure.

What you can measure.

Ask yourself the following questions:

Are you leading the business dialogue effectively?

Do your peer executives listen and engage when you speak?

I was conducting a 2-hour workshop to open the annual executive board retreat for a national nonprofit organization, and during my presentation, I noticed that two of the 13 participants were not engaged, and one person was seated at the table but looking away from the group, clearly not present. Everyone else was fully engaged offering constant verbal and non-verbal feedback. Therefore, this 77% engagement effectiveness gave me a basis for assessing whether to take action in order to improve engagement—which might be necessary if inconsistent with the larger objectives.

Are you able to articulate business concerns clearly and confidently?

Are you capable of starting a difficult conversation with poise, care and confidence?

One of the recurrent concerns that show up in executive forums that I facilitate is “managing up.” For example, a tech executive wants to tell his CEO about perceived deficiencies in her leadership that are producing dire consequences for the rest of the team. “How often do you avoid starting difficult conversations?” is what I usually ask in order to refocus attention from the general category of "managing", to where the breakdown really exists: the specific action of making effective requests, or starting a conversation that is viewed as difficult because it is uncommon in the present role configuration.

A skilled coach can help you with that which you are able to recognize and acknowledge by identifying and focusing attention to the area of challenge specific to you in your current situation, such as, conflict resolution, interpersonal relations, or exercising responsibility. That’s the first dimension in which you need to make your assessment of whether executive coaching is for you.

Now, the second dimension is the more difficult one because you are blind to it. You cannot see, recognize and acknowledge it for yourself.

What you are blind to.

Ask yourself the following questions:

Do you project an identity of leadership and authority when you enter the room?

This question points to assessments that only others can make of you. You can self-assess what you project as much as you can see inside your eyeball. We cannot possibly see "who" others see when we enter a room. Once you realize this fact you will learn to seek others' help simply by asking them for honest assessments. A trusted person can tell you what they see, but as we all know, people want to be "tactful" and careful not to hurt your feelings. But this is not about feelings, and a good coach knows that. But an outstanding coach is already attuned to this fact and has ready-to-hand language and practices for you to work with.

Is your business literacy up to standard?

When you join an executive board, no one tells you what is the standard of business literacy of the group – what is the “level” of conversation around here. You will either meet or exceed the standard of that group, or you will operate well below it. It’s tacit. It’s hard to express, and doing so is a form of coaching that peers rarely volunteer. The indicator you’ll have is whether others listen to you or dismiss you when you speak.

Are you able to read situations uncommonly and strategically?

Situations are typically interpreted according to cultural norms and a shared background of knowledge. Leaders who stand out are those who can formulate and speak uncommonly effective and powerful interpretations of situations. For example, if you are often dismissed when speaking, a common interpretation is a personally or a politically charged one; the type that will incur you a psychological hit: “they want to keep me out of the inner circle,” or, “they want to see me fail,”, or “they are racially motivated.” However, an uncommon and much more effective and powerful interpretation would be, “perhaps I am not up to their standard of communication and business literacy, and therefore I must ask and learn.”

Making one interpretation versus the other leads to entirely separate paths and outcomes. The first is frustration, suffering and leads to adversely selecting yourself out of the group. The second is openness, collaboration, learning, and leads to inclusion and potential highly-valued accomplishments. An outstanding coach will know to train you to always choose the high value path.

Do you project confidence and decisiveness under pressure?

You could be the coolest walking cat in the office, but under pressure, all that disappears because a different part of your brain takes over. This is another concern for leaders to confront because it doesn't take much to loose trust in high-stake configurations, another concern in the hidden dimension of assessing coaching needs. An outstanding coach will help you “see” through that hidden dimension of assessment, the dimension that is unseen to you but visible to most everyone else.

Is Executive Coaching is for you?

Executive coaching is for you if you are willing to grant a committed executive coach the trust and authority to guide you safely and confidently through the hidden dimension of your life, work and career. This choice is not to be taken lightly: you are granting authority to a stranger who is willing to work with you and support you in your areas of uncertainty, vulnerability and mostly, where you are stopped in your life, career and role at work. It’s a choice that will require of you the greatest dose of openness, courage and resolve to change what needs to change in your life in order to connect your work to the flow of your life. Not everyone is able to do that. This is why I always recommend to start with a coach that offers a free initial consultation, and during your conversation, listen for how well they are able to attune to your current situation, and whether they are able to offer you valuable insight by the end of the conversation.

——
Ernest Stambouly is an Ontological Coach, author, small-business owner, and member of the Executive Coaches of Orange County, bringing high technology to social enterprise. Email ernest at erneststambouly dot com
LinkedIn https://www.linkedin.com/in/erneststambouly/

Publisher: Ernest Stambouly's Blog - Friday, September 8, 2017

Motivate Leadership to Turn Difficult Situations into Advantage

I remember a story my mother use to tell us about how to turn a difficult situation into advantage. She taught French at a Christian school in Aleppo Syria in the 1950's. In that school, a rumbustious teenage girl was notorious for being every teacher’s nightmare.

During one of her classes, my mother was unexpectedly summoned to leave the classroom for a quick chat with the principal. She looks at the students, knowing very well what was potentially about to happen with the young troublemaker, who was in her class that year.

She beckons her over to the teacher’s desk, leans over and tells her privately, “listen, I have to leave the classroom for 5 minutes, and I don’t want the class to lose order. I want you to sit here in my chair, and watch over them until I come back. Will you do that?”

Our little hero nods firmly with a stern grimace of determination, and for the rest of the school term, she was her teacher’s watchful lieutenant.

I was 11 years old when I first heard her telling us this story, but its lesson only registered for me much later in my professional years. I started my career as a corporate technology consultant, and later became a coach helping others with leadership and interpersonal challenges in the workplace. I gave this skill a name: “motivating leadership”, the skill to invite and inspire acts of leadership in others for productive ends.

And the more I noticed it, exercised it and taught it to others, the more I began to understand “motivation” in a new light. My new understanding unconcealed an industrial mentality that underlied the common understanding of “motivation”: to produce short term excitement for employees to increase their performance and efficiency completing their tasks; an industrial revolutions practice.

"Motivating leadership" is fundamentally a different practice than common motivation. It is rather simple: Find the other person’s strength and make the space for them to exercise it, regardless of the circumstances, biases, likeness, and roles. If the situation is difficult, then this will ease it and turn it into an advantage – “making the space” means you make a specific request that invites trust and a mood of responsibility, and then, you get out of the way.

Will this practice work for everyone? Of course not. This practice is for superior leaders who are willing and able to notice the strengths of others, and not give up on producing an opportunity just because the situation (or person) presents a challenge. Unless a leader is grounded in moods of self-confidence and generosity, it is not likely he or she will be able to motivate leadership into others.

Its true value? To transform the workplace of the 21st century from a reality where people seldom stop to help others grow, to one where leaders motivate leadership for the sake of helping others personify their true potential.

How? Paying attention to others, noticing their strength, making specific requests, and trusting that they will act from responsibility and enthusiasm, and not contrived excitement.

Publisher: Ernest Stambouly's Blog - Sunday, September 25, 2016

The Hidden History of Motivation

Did you know that something sinister lurks behind "motivation" in the workplace? What is motivation about really? What is it a sign of? And why there is an entire self-help industry catering to motivating employees?

First, consider that the concept of "motivation" practically did not exist prior to year 1900. Take a close look at the notion of motivation, where it came from, and what brought it into existence. You'll be surprised! My inquiry started with a simple question: why do employees need motivation to work? Aren't we supposed to work a job that we love?

Motivation became suddenly important precisely at the turn of the 20th century. The Google Book Ngram Viewer has a puzzling story to tell us about the usage of the word "motivation". Take a look:

Although earliest occurrences of the word "motivation" date back to the 1870's, its usage sharply surged exponentially at around year 1900, all the way to 1980, at which time it flattened. Google's book scans stop at 2009, and regardless of how accurate or inaccurate they are, this is too remarkable of a surge to ignore.

This turn of the century surge correlates with the beginnings of the "second industrial revolution", a period that saw the emergence then rapid increase of books on motivation.

So, if "motivation" is a product of the industrial revolutions, why does today's professional development industry still enact its methods and speak its language? We are well into the digital age with digital natives running the workplace, not industrialists or boomers. Perhaps, just perhaps, new standards of workplace values are in order so that we produce the qualities congruent with the age.

See, well into the offices of the 1970s, efficiency and performance were the necessary qualities to instill into people and the organizational culture for the sake of increasing productivity. The reason? Because human labor was still an impactful factor on production; workers needed to be motivated to increase their performance and complete their tasks efficiently; a machine-like value inherited from the first industrial revolution. As we headed into the eighties, a substantial economic phenomenon occurred: productivity kept improving at formidable rates because we were well into the age of computers and industrial automation; US wages flattened because companies began to outsource their labor in addition to replacing human performance with machines; and as we can deduce form the graph above, the motivation industry flattened with the wages.

Today we are in the digital age, an age marked not by the need for high labor performance and efficiency, but an age marked by a succession of radical (disruptive) innovations and a stagnant employment market marked by a general dissatisfaction with the job. Therefore, resilience, not efficiency, and enthusiasm for work, not spinning faster completing tasks, are the valued currencies of the digital age. These are the two values that stand to bring freedom and prosperity to people in the digital economy because now we must adapt to the new magnitude of performance and efficiency brought forth by digital technologies.

But the digital economy is not headed in the direction of wellness and prosperity for the majority of the inhabitants of planet Earth. Bosses and managers today still behave as those of the early 1900's, they still use the industrial-age key to motivation, that people are motivated by their fears, wants, hopes, preferences, beliefs, and want for immediate gratification. So they externally evoke employees into excitement based on such motivators. This has been known in management circles, and psychologists have a name for it: “extrinsic motivation.”

Today, the challenge is to transform the work environment from workplace to workspace to include all the magnificent freedoms and capabilities that digital technologies hand us. We must exploit them for our benefit, wellness, and a life of prosperity free of toil, drudgery and struggle.

So how will we cause this transformation?

First, we must re-think the "workspace" and respect its new nature: a networked environment that must be highly adaptable to rapid change. A distributed environment that no longer requires the management and bureaucracy that were needed during the pre-Computer and pre-Internet industrial age.

Second, we must recognize the workspace not as a shoe-box looking building with cubicles and equipment, but as a social organization that invites ambition, enthusiasm, and leadership.

And finally, we need to turn attention to the person, the individual, the Self, and start to awaken innate powers that we all share, powers such as the desire to accomplish, autonomy, and a mood of iconoclasm required to purge values that are no longer needed in the workplace, values at odds with our innate powers because they were shaped according to machine-like behavior.

Now, this is all easier said than done because each of these three transformative actions represent radical shifts in how we think about our work environment. They require true knowledge of how to transform a workplace at odds with our innate powers, to one that is congruent with modern times.

Publisher: Ernest Stambouly's Blog -

How to Transform a Workplace at Odds with Our Innate Powers

If workplace "motivation" is a product of the industrial revolutions, then what is the digital age workplace anthem? There is a hidden history of motivation, which is not so hidden any more thanks to big data, that will inform us something unexpected about the very notion of motivation. When I discovered it, I decided to write about it because motivation might not be as desired and dignified in the 21st century workplace as we might lead ourselves to believe.

Pause for a moment and think about, "what aspects of your work and workplace are congruent with your innate needs for fulfillment as a human being?" By "congruent" I mean orchestrated to include the facts of our humanness, what makes us tick, what makes us satisfied with our lives. I also mean coherence with the demands and standards of the digital age.

I can think of one aspect of my life that no amount of motivation could have enhanced. In fact, the effect was to the contrary. I'll explain.

We all share a magical innate power: the desire to accomplish. I’ve seen it when people “motivate leadership” in others, instead of motivating tasks. Motivating leadership is the skill of inviting acts of leadership for productive ends, especially in difficult and contentious situations. Motivating leadership does not play on the want for immediate gratification, or people's fears, as common motivation does. Rather, it trusts and relies on one’s internally generated enthusiasm for the desire to accomplish. Making the difference between the two is an act of transformation.

I’ll explain why.

I recently decided to create a seminar on “motivating leadership” because I wanted to help others acquire this empowering ability that I had learned from my Mom. But I knew it was not going to be another basic motivational leadership seminar, the kind where you’d typically hear things like, “The best leaders don't motivate their people. The best leaders excel at learning how to keep their people from becoming demotivated.” But this industrial motivation is not at all what I have in mind because this is precisely what will no longer work in the modern economy of the 21st century.

What best serves the workplace of the 21st century is a work culture that questions what is demotivating “their people” in the first place. A culture that promotes a way of working that is not at odds with our innate powers. The younger generations are readily attuned to their innate powers, and there is plenty of evidence that they eschew the old ways of the workplace.

When we move from externally evoked excitement, positive or negative, to internally generated enthusiasm, an act of transformation is brought into existence. Psychologists distinguish the two as “extrinsic motivation” and “intrinsic motivation”, respectively.

Let me make the contrast felt for a moment. When we say “excitement”, think teenagers. When we say “enthusiasm”, think man or woman on a mission. Excitement is, “Oh ma gad! Look at that thing.” Enthusiasm, “Goooood morning sunshine, let’s go! I can’t wait to get started.”

But there is great difficulty in intrinsic motivation because it requires we awaken our innate power and shift attention to our desire to accomplish in the midst of our workdays overloaded with task-oriented busy schedules. And this awakening is precisely what I focused on when designing the Motivating Leadership Seminar.

So “If this shift is about awakening," you might ask, "then what made this innate power go dormant?”

To begin looking at this question, all you have to do is listen closely and attentively to the sound of the workplace today, with focus on the language utilized in meeting rooms, throughout the industries that serve the workplace, and that of the trade press, which perpetuates the language.

The predominant language is loaded with disembodied metaphors and recycled narratives that don't really mean anything. It sounds something like this: “Think outside the ‘box’ to design a ‘process’ and a ‘framework’ to ‘streamline activities’ and ‘drive efficiency’ so that we ‘disrupt’ our market. And so on. And so on.

It is a language that invites a mechanistic existence because it is disembodied and devoid of real actionable content. One that favors high efficiency and performance, and fueled by a motivation industry that wants to help employers “keep their people from becoming demotivated” — by resorting to extrinsic motivation. Why is no one talking about what is demotivating “their people” in the first place? There must be something in their environment demotivating them, yes?

People get demotivated because the ethos and language of the workplace today is at odds with our innate needs and powers. If we look at ourselves, our bodies, and our social organizations, little that we do to be free and lead a good life has anything to do with driving efficiency or streamlined processes. Our well-being rests on fulfilling our needs to exercise, play, socialize, interact with dignity, act creatively, create aesthetic surroundings, and work together to take care of concerns of family, community, business, and the world.

So how do we replace today’s workplace with what will work best, spreading into the workspaces of the 21st century? People must stop giving importance to sustaining a mechanistic workplace for the sake of high efficiency, and instead, start giving more importance to what feels right for them: a sense of purpose, autonomy, and personal accomplishment, all of which are intrinsic motivators. These are the true human motivators, so powerful, that when exercised by enough people in an organization will transform the workplace into one that is in harmony with their inner powers.

Look for these motivators within yourself, and pay attention to other's strengths when motivating leadership. In my life and line of work, this recipe always produced a much more productive, healthy, and desired context for everyone to be fulfilled in their work.

To my understanding, this is the way transformation happens because, after all, social and business organizations are people interacting, helping, and carrying conversations with one another. The rest is scaffolding: the desk, walls, windows, computers and processes, all are things that do not transform on their own. Transformation only happens within us.

Publisher: Ernest Stambouly's Blog - Friday, September 16, 2016