A Quote by Don Yaeger
Companies that understand the purpose and philosophy behind the 'why' are usually astute, high-performing organizations that tap directly into the pulse of those they benefit the most.
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Companies that understand the purpose and philosophy behind the "why" are usually astute, high- performing organizations that tap directly into the pulse of those they benefit the most. When utilized correctly, this understanding can create a powerful sense of duty and purpose for business teams because the employees know exactly whom they are working for and to what end.
I have been asked so many times why I live a green life, why water conservation, why getting wells in places, why work with water organizations, why conserve water at home with double-flush toilets, why I tell my daughters, "Turn off the tap" so much. Sometimes I want to say, "I wish I knew the answer." My answer really is: I don't understand why everyone doesn't feel this way.
When we look at really good high-performing companies abroad, they are always at the back of an extremely high-performing board, and that is something which is very lacking in this country.
I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.
Every organization needs to be introspective, transparent, and honest with itself. This only works if everyone is unified on the goals and purposes of the organization and there is trust within the team. High-performing, successful organizations build cultures of introspection and trust and never lose sight of their purpose.
Organizations have to come to grips with the fact that tests of adaptive capability aren't always pleasant. Learning can be a powerful emotional event, and organizations have to be cognizant of that. They must understand that those who complete high-quality executive education programs are going to see the organization with fresh eyes after they return. Those who re-enter the workplace filled with new enthusiasm and new ideas often find a chilly response on the part of their supervisors.
There are some terrific resources on how to find individual purpose but relative resources on how to discover purpose and apply to an organization. My challenge was to show organizations how they could unlock the purpose of their organizations and put it to good use for employees to apply to their own jobs. The net effect is to help individuals, teams and organizations to optimize performance by understanding how to use purpose for good intention.
When the trust is high, you get the trust dividend. Investors invest in brands people trust. Consumers buy more from companies they trust, they spend more with companies they trust, they recommend companies they trust, and they give companies they trust the benefit of the doubt when things go wrong.
Competing companies evolve toward efficiency as the more efficient ones profit and expand while those who fall behind fail. And companies being efficient and profiting under the Health Impact Fund, this is exactly what we want, because the company's profit is directly driven by the health impact its registered products achieve.
The pulse of the People is still so high as to call for more bleeding, before quinine can be administered with any hope of benefit.
I grew up doing tap, jazz, and ballet, so I understand rhythm and movement and performing.
Up here in Alaska we're sitting on billions of barrels of oil. We're sitting on hundreds of trillions of cubic feet of natural gas onshore and offshore. And it seems to be only the Republicans who understand that companies should be competing for the right to tap those resources, and get that energy source flowing into these hungry markets so that we will be less reliant on foreign sources of energy. In a volatile world, relying on foreign regimes that are not friendly to Americans, asking them to ramp up resource production for our benefit, that's nonsensical.
High performing organizations have cultures of creativity and risk. They encourage workers to innovate and play.
What we are saying is, we've got three aluminum factories, let's work with that, we cannot change that. Why not have the Icelandic people who are educated in high-tech and work already in those factories in the higher paid jobs, why not let them build little companies who are totally Icelandic with the knowledge they have? Then they get the money and it stays in the country. Then we can support the biotech companies and the food companies and all these clusters. I think that if you want to be an environmentalist in Iceland, these are the things you've got to be putting your energy into.
... both individuals and companies are using the Netherlands as a haven for productive activity. ... This is good news for all taxpayers. The rich directly benefit, since greedy politicians are unable to seize as much of their money. And the rest of us benefit, since this puts downward pressure on tax rates as governments try to keep the geese that lay the golden eggs from flying away.
The work I have done in private practice has been assisting companies and organizations to work with an incredibly complex federal government. I'm proud of the impact I've had for these organizations, including organizations here in Pinellas County.
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