I do what I do because I believe the business world needs people like me who see things differently.
The lock step of the organization can bind people’s spirits to the goal in mistaken belief that this will make the enterprise more effective.
On the contrary, organizations thrive when the people in them begin to know each other, trust each other, and hear – really hear – each other. They thrive when idiosyncratic is not a dirty adjective, when different points of view are rewarded. In 1999, I left corporate America to found a consulting practice based on these principles, and I counseled companies in trouble, executives failing to meet expectations, teams that could not work together.
The most rewarding moments of my day were when someone would look at me and say, “Wow, I never thought about it that way!” Seven years later, I took what I learned back into a full-time corporate position, and now I’m a guerilla change agent, working my magic from behind the lines. I prize my ability to find unseen solutions in times of conflict, and to bring out the best in my colleagues.
I never get tired of seeing the real person come to life.