I will help you to transition any situation fast and teach you how so you don’t ever get caught with your pants down …

Transition Conferences or One on One Transition Coaching are the fast track ways to transition anything. Got a business that’s not performing? Transition it. Got a relationship that’s dropping out? Transition it. Got a weight problem, Transition to health.

I operate a boutique consultancy specialised in transition planning …. I specialise guiding people through challenging transitions, real life changes.

We are always in the midst of an extraordinary transition and few of us are rarely prepared for them. If we get it right it will be a real gift; to ignore and fail to prepare will be a curse. Just as globalisation and technology changed how people lived and worked, so getting good at transitioning over the coming years is going to be a powerful asset.

Whoever you are, wherever you live and however old you are, you need to start thinking now about the decisions you will take in order to make transitions easier. The same holds for the companies you work for and the society in which you live.

Transitions are going to impact our lives more regularly, harder hitting and much more painfully that has been the case ever before in history. Our lives will be much longer than has historically been the case, so there will be even more transitions to deal with, like moving from 40’s to 50’s, then 50’s to 60’s then etc all the way to 100 years of age, the new average life expectancy.



It doesn’t matter what you build, invent or sell; your organization can’t move forward without people. CEOs, company founders and managers the world over know that keeping the teams beneath them moving forward together in harmony means the difference between winning and dying.

Prof. Leonard J. Glick, Professor of management and organizational development at Boston’s Northeastern University, teaches the art of motivating employees for a living. He let FORBES in on a few tips for entrepreneurs and managers looking to keep their people smiling and producing.

WALKER – But if you follow his advice, nobody changes, nobody grows, everyone just plays down to the lowest and most stuck individual in the group. Is that what we call “good management and motivation?” I think not.

Bull Shit Number 1. Build Ownership Among Your Crew

Forbes – You’ve got to get employees to feel that they own the place, not just work there. “One of the principles of self-managed teams is to organize around a whole service or product,” Glick explained. In other words, make sure company personnel feel responsible for what the customer is buying.

One way to inspire that feeling is to have each member of a team become familiar with what other team members are doing, allowing them to bring their ideas for improvement to the table and have input in the whole process. If the roles are not too specialized, have your people rotate responsibilities from time to time. “It all contributes to a feeling of ‘it’s mine,’ and most people, when it’s theirs, don’t want to fail, don’t want to build poor quality and don’t want to dissatisfy the customer,” said Glick.

Walker – Mine means ego. Ego means separate. Separate means conflict … follow Glick’s advice and have a war on your hands. Teach transition instead… 

Bull Shit Number 2. Trust Employees To Leave Their Comfort Zones

Forbes and Glick – Few employees want to do one specific task over and over again until they quit or retire or die. Don’t be afraid to grant them new responsibilities—it will allow them to grow and become more confident in their abilities while making them feel more valuable to the organization.

Walker – If you are incompetent, delegate. If you know how to transition, organise, supervise and then deputise.. that way quality doesn’t go down the tubes. The last place on earth you want people to be learning they screwed up, is on the job where the customer pays for it.

Bull Shit Number 3. Keep Your Team Informed

Forbes and Glick – Business leaders have a clearer perspective on the bigger picture than their employees do. It pays to tell those under you what’s going on. “Things that managers take for common knowledge about how things are going or what challenges are down the road or what new products are coming… they often don’t take the time to share that with their employees,” Glick said. Spreading the intel lets everyone in on the lay of theland and at the same time strengthens the feeling among workers that they are an important part of the organization.

Walker – Transition people are big picture people. The top down, information withholding manipulation in their recommendation above feeds power games and that’s not healthy.

Bull Shit Number 4. Your Employees Are Adults—Treat Them Like It

In any business there is going to be bad news. Whether it’s to do with the company as a whole or an individual within the organization, employees need to be dealt with in a straightforward and respectable manner. “They can handle it, usually,” said Glick. If you choose to keep your people in the dark about trying times or issues, the fallout could be a serious pain in the neck. “The rumors are typically worse than reality. In the absence of knowledge people make things up.” Leonard J. Glick, Northeastern University’s senior academic specialist and executive professor of management and organizational development

Walker – You treat others as you treat yourself. Generic advice like the above is so off putting it makes me sick to the stomach – Some people are in an emotional state that if you flick a crumb off your sleeve onto theirs they’ll cry abuse. There’s two sides to everything and only an academic afraid of balance would dole out advice like this rubbish. Transition Conference for you Mr Glick.

Bull Shit Number 5. You’re The Boss. You May Have To Act Like It Sometimes (but be consistent)

Though this issue is affected by an organization’s overall culture, there are going to be times when you have to make a decision as a leader, despite whatever efforts you may have made to put yourself on equal footing with your personnel. “Ideally they have an open relationship but not necessarily are peers,” Glick said of the manager-employee relationship. “I think the worst thing is to pretend you’re peer… it’s the inconsistency, I think, which is the bigger problem.”

Walker – I cannot speak I am so flabbergasted with this drivel. Someone pays him to put this out.

Bull Shit Number 6. Money Matters (But Not As Much As You Think)

Compensation packages are a big deal when employees are hired, but once a deal has been struck the source of motivation tends to shift. “The motivation comes from the things I’ve been talking about—the challenge of the work, the purpose of the work, the opportunity to learn, the opportunity to contribute,” Glick explained.

When it comes to finding a salary that will allow your employees to feel they’re being paid fairly, don’t bend over backwards to lowball them. If you do, they will eventually find out and not be happy. “If the salary were open, is it defensible?”

Walker – In about 1612 they tried to make all humans have all human values the same. They burnt people at the stake for thinking different. Money matters to those whose values are money, whose pain in life is the lack of it, whose rent is due but can’t be paid, whose grandma needs a holiday but can’t afford it, or whose spouse will leave if they can’t buy a new dishwasher. Packaging information into “one is all” is like saying every dog won’t bite… and have you tried that?

Bull Shit Number 7. Perks Matter (But Not As Much As You Think)

Some companies have received attention for offering lavish perks to their personnel – massages, free gourmet lunches, ping pong tables, childcare facilities – but, like money, these things tend to be less powerful motivators for workers than in-job challenges and the feeling of being a valuable part of a quality team that will recognize their contribution. A manager needs to understand that though those perks are great and release burdens from employees’ shoulders, they are not a substitute for prime sources of professional inspiration.

Walker – Glick is right, if you are between 45 and 60, farting around at the office playing pool all day will go against your grain. However, if you are GEN y, Or GEN Z, or under 30 and no gen, you’ll work better, love your job more, do more, enjoy more, stay longer and work harder if you can spend half your day farting around playing games that free your creativity, make you laugh, get your chemistry pumping and in general, make work the place you want to be. Mr Glick, It’s time to Do  a Transition Conference with Walker – The Transitions Guru.

By Chris Walker

Chris Walker is CEO and Founder of Innerwealth Technologies. Adventurer, Life Coach, Management Consultant and Author Chris inspires change.

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