After more than two decades of working with high-performing companies (and those that are not), I’ve seen firsthand the impact business has on the lives of its people and communities, both good and bad. And I’ve experienced the factors that differentiate high-performing companies—and their leaders.
Successful transformations toward becoming a high-performing company, in particular, can have a tremendous positive impact. By moving from underperforming or performing on par with competitors, an organization is required to fundamentally improve every aspect of the business. That means everyone who touches the business has a better experience.
Having led this type of transformation, I know what it takes to get there.
I’ve also seen the ...
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