The conversation typically goes like this: The owner tells me, “Al, I don’t know if I can get buy-in here for the operating manuals.”

With every new consulting client, I begin our work by asking the following: “How are you judging your staff’s performance?”

Bad attitudes are everywhere, or so it would appear. In most cases, it is based on nothing other than your opinion. 

One of the most common things I see when I begin my work with a new contracting client is the resistance to train employees. 

What is finally going to fix things at your company? 

“Hire willing people and provide them the skills — as opposed to hiring spoiled, experienced people with skills and behavior problems.” 

Everything in business is important! Not everything in business is urgent — thank heavens!

It was working when I left!” 

There are only two types of companies I’ve ever worked with in my 18 years of being a consultant to the contracting industry.

Why is it that your staff isn’t quite as excited as you are when you discuss a new project, a new process, new policy or a habit you want to change?