Posts in Behavior

10 Ways to Create Disengaged Employees

March 14th, 2018 Posted by Behavior, Blog Post, Engagement, Leadership 0 thoughts on “10 Ways to Create Disengaged Employees”

It’s easy to find advice on how to improve employee engagement, some good, some useless. Here are some ways to create DISENGAGED employees. Our advice? Don’t do the things listed here.

Employee Engagement Begins With You

March 7th, 2018 Posted by Behavior, Blog Post, Engagement 0 thoughts on “Employee Engagement Begins With You”

There is a lot of advice available to us on ways to improve employee engagement, but, the truth is, it begins with you. We often overlook that simple reality.

No matter where you are in your career, role, or position, while on the job, you are constantly on display. Your body language, facial expressions, tone of voice, and the words you choose matter – and they impact others around you.

To better make the point, the following is an excerpt from the book Business is ART.

An Excerpt from Business is ART, Chapter Five

One day, I came into the office after having a significant disagreement with a family member. I reacted poorly to the emotion of hurt and anger that I was feeling and let the disagreement influence my workplace behavior.

When I got into the office, instead of greeting people in my usual friendly way, I entered the break room with a scowl on my face, not looking at or engaging with anyone. I simply poured a cup of coffee and hurried back to my desk.

Later, one of the most trusted members of my leadership team knocked on my door and suggested that we needed to talk in private.

He closed the door and asked in a very concerned tone, “Are we going to announce layoffs?”

The question stunned me. We were growing. We were profitable. We had a couple of small layoffs early on in our path to $50 million, but that was part of the plan. I didn’t know where the concern was coming from.

“No. Why?”

“There’s a rumor going around.”

“How did that get started?”

“Some employees were in the break room this morning and said you wouldn’t even look them in the eye, so they started speculating about what was wrong. Then they concluded you couldn’t look them in the eye because you are going to lay some of them off.”

I started the rumor. Not knowingly or intentionally, but because I was not paying attention to my own behavior.

You are constantly on display

Employee engagement begins with you. At work, you are constantly on display.

Before taking on any new initiatives to boost employee engagement, take a good, hard look in the mirror and ask, “How can modifying my own behavior make a change for the better?”

Quit Calling Objectives “Goals” – Just Quit It

January 22nd, 2018 Posted by Behavior, Blog Post, Business is ART, Goal, Objective 0 thoughts on “Quit Calling Objectives “Goals” – Just Quit It”

This might be a little nit-picky, but, there is a difference between goals and objectives. Goals, by nature, are not particularly SMART…you know:

  • Specific
  • Measurable
  • Achievable
  • Realistic
  • Time-bound

These are actually the characteristics of well-defined objectives. You measure your progress toward achievement of goals through objectives. Objectives support goals.

We said that goals are not particularly SMART. That is more than just a cute play on words and acronyms. Goals are more of a destination – more like an “Are we there yet?”

SMART objectives invite you to be realistic and in a hurry. Goals invite you to dream big and be more concerned with the getting there than the speed with which you do.

That’s why we take a little bit of umbrage with this article at Entrepreneur entitled Set Goals for Your Employees. Don’t get us wrong, we completely agree with setting goals for employees.

And at the risk of sounding a little Sheldon Cooper-ish, we actually do agree with the content of the article – as long as you substitute the word “objective” in 95% of the instances the article actually uses the word “goal.”

With that in mind, here are a few comments on the main points/recommendations of the article:

  1. “Set goals with employees” – Yes! We love it. This is part of including your employees in developing the strategy. It adds buy-in and promotes an environment in which employees are engaged.
  2. “Reevaluate goals frequently” – No! Not unless you frequently change your mind about where you want to go (a goal is a destination). But do frequently evaluate objectives.
  3. “Make goals specific and measurable” – No! Goals are decidedly grandiose and not measurable in themselves. Make supporting objectives SMART which includes their being specific and measurable.
  4. “Goals don’t have to be tied to sales” – Correct! Nor profits. We like value-based goals as opposed to profit and sales driven goals. Focus on the types of goals that will really get employees engaged in the business on an emotional level.
  5. “Make sure employees goals are attainable” – No! Goals are big and lofty. Never measure an employee’s performance based on big, lofty goals. Rather, do it on objectives, which, yes, should be attainable.
  6. “Be consistent” – Absolutely. And you can start by consistently not misusing the word “goal” in place of the word “objective.”
  7. “Watch your timing” – Wrong! Not for goals. They are long term. Objectives are time-bound.
  8. “Avoid rivalry” – Ehhhh….this one feels a little like “everyone gets a participation trophy.” A little FRIENDLY rivalry in-house can be healthy. Just don’t allow it to create clicks and jerks.
  9. “Set goals that tie employees into the success of your company” – Correct! Set objectives that tie employees into the success of your company.

This might all sound a little nit-picky, but it is important to remember the distinction between goals and objectives. Know the difference and plan accordingly.


Reach Your Goals with Measurable Objectives

Now that you know the difference between “Goals” and “Objectives”, let’s put that knowledge to use! Plan Canvas helps you identify, communicate and track goals, objectives, initiatives, action items and more in one convenient, easy to access, easy to use tool.

If You Know Better Do Better

January 10th, 2018 Posted by Behavior, Blog Post, Goal, Objective 0 thoughts on “If You Know Better Do Better”

We recently heard the story of a hard-working retail cashier, stressed from the holidays, managing to keep her cool in the face of rude customers.

One particularly disrespectful customer reflected on his actions, returned to the store, and fell just short of an apology by saying, “That wasn’t your fault. I know better.”

A genuine apology for his behavior would have been better, and perhaps would not have resulted in this response from the cashier, “If you know better, do better.”

That’s really some great advice for all of us. If we know better, lets do better.

Not another list!

We don’t need to give you yet another list of the things you can be doing better on, be they professional, personal or societal things. There’s no shortage, so pick a few that are most important to you and run with them.

An article at the New York Times entitled How to Do Things Better in 2018 lists and describes 10 things you can focus on (and why), but then goes on to provide links to unique pieces that actually get in to HOW to do better on that particular item.

The article focuses mostly on personal, but also on a few professional areas, such as “How to Build a Successful team.”

Guess what the first step is?

If you guessed, “Make a Plan,” you guessed correctly.

More to the point, the article says, “You need a clear and measurable goal for what you want to accomplish.”

We agree with the intent of that statement, but we are also a little nerdy when it comes to using terminology. You really need clear and measurable OBJECTIVES that support your loftier GOALS. Goals in and of themselves are more of a destination, otherwise, not really measurable beyond “Are we there yet?’

But all nerdiness aside, make a plan and make things measurable. But to that point, make it actionable.

Keep it Simple…Seriously (we object to calling anyone “stupid” so “seriously” is a good substitute)

Meanwhile, Inc. has posted an article entitled 3 Simple Habits I’m Making in 2018 to Drive Better Results. In it, the author’s 3rd simple habit is “Discipline through simplicity,” and, again, we couldn’t agree more.

Plan Canvas is built on the “KISS” model – Keep it Simple, Seriously. So often we just make things too complicated. Take a look at the things you do and ask yourself how you can simplify. Challenge yourself and your team. Make a game of it. There is always a way.

As the new year gets going….

We all know we CAN do better. And as the cashier said, “If you know better, do better.”

That’s the kind of simplicity we can live with.

How Do I Stick to New Year’s Resolutions – We Object to The Question

January 2nd, 2018 Posted by Behavior, Blog Post 0 thoughts on “How Do I Stick to New Year’s Resolutions – We Object to The Question”

How do you stick to New Year’s Resolutions?

If you just heard a collective “Ugh” from the Plan Canvas team, it’s because that is an old, tired question that begins with an assumption that, every year, we have to make new resolutions because we just couldn’t stick to them the year before.

But, hey, all the cool kids are doing it, so let’s jump on the how-to-stick-to-new-years-resolutions bandwagon and offer up a few thoughts.

The feel-good stuff is important, but not everything

To be clear, we believe strongly in the feel-good, softer-side of things, like maintaining a positive attitude, doing for others, and pursuing value-based versus profit-driven goals. We believe in pursuing a purpose that is greater than ourselves.

There is a lot to be said for and a lot that can be accomplished through a focus on these things, but, we have to be a little more pragmatic than just thinking about feel-good, softer-sided stuff.

For example, an article at Inc. entitled Three Tips to Help You Follow Through On Your New Year’s Resolutions recommends the following:

  • Don’t be a harsh critic
  • Be a better motivator
  • Develop self-compassion

These are all excellent character points that make a lot of sense. But in summary, what the article is saying is, “be a better person and you’re more likely to follow through with resolutions.”

There is even some lab work to support this position, but, call us cautiously skeptical. Some of the most hateful people in history were also the most resolved. And how many really nice people do you know that never seem to be able to stick to resolutions?

Which leads us to say…

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We are sorry to say, it takes discipline

You can’t just snap your fingers and say, “I am now a better person. I am now more resolved to stick to resolutions than I was prior to the snapping of the fingers!”

Hey, we’d rather have lean muscle mass and a healthy heart without having to worry about nutrition and exercise, but, it doesn’t work that way. Unfortunately, like anything else worth having, resolve takes discipline.

Are there any magic steps?

Not really. But here are a few steps to follow:

Step One. Define what you want to accomplish. Just say it out loud. Then write it down.

Step Two. Make a proclamation – a mental snapping of the fingers as in to say, “I am going to do this.”

Step Three. This is followed closely by a proclamation that not only are you going to do this, but you’ve GOT this! A positive attitude will dramatically improve the likelihood of a successful outcome, so, you have to genuinely believe you can do it.

Step Four. Track and record your progress. If there is a magic step at all, it’s this one. As you record progress, you begin seeing advances – even if tiny advances. Your mind starts to truly believe, “Hey, I REALLY CAN do this.” You begin to protect that forward progress because you worked hard to achieve it. No one, not even you yourself, is going to steal it away from you.

Step Five. Keep doing Steps 1 thru 4. Make them a habit.

A great place to start

Plan Canvas includes a Personal Plan designed for any individual to use. It focuses on 4 major categories including:

  • Career
  • Current Job
  • Personal/Family
  • Spirituality

It asks you to document what you want to include in each of those categories – over the short term, mid-term, and long term. You can think of these as your resolutions (and you don’t need a new year to make them).

Most importantly, it then asks you to specify the actions you will take to accomplish those resolutions. Feel-good stuff is necessary but feeling good doesn’t get it done. You have to take action.

Get a coach!

Whatever tools you use, even if it’s just writing your resolutions on a napkin, ask someone to be your coach. It’s the best way to help you hold yourself accountable. The coach can help you keep track of progress, remind you that you are making progress, help you maintain a positive attitude, and be a sounding board for your ideas, no matter how “crazy” they are.

Click here to see our consultant/coach services. Whether it’s ours, someone else’s, paid, or unpaid – GET A COACH!

Here is to the year 2018. May it be a good one.

Great Ideas for 2018 – A Resolution Revolution

December 19th, 2017 Posted by Behavior, Blog Post, Business Plan, Entrepreneur, Goal, Inspiration, Strategic Planning 0 thoughts on “Great Ideas for 2018 – A Resolution Revolution”

Let’s make 2018 the year of the resolution revolution. No more empty promises that fizzle out within the first 2 to 6 weeks. Let’s get serious this time.

An article at The Balance entitled Top New Year’s Resolutions for Business Success has some easy, actionable ideas that we really like a lot, particularly:

  • Make business planning a weekly event
  • Set realistic goals
  • Join a new business organization or networking group
  • Give something back to your community

Of course we like them because they are essentially some of the basic premises on which Plan Canvas is built. Let’s take a look at them a little more closely.

Resolution 1 – Business planning as a weekly event

Honestly, as much as we love business planning, doing it weekly may be a bit of an over-reach. But there are some things relative to the business plan that really should be done weekly. Namely:

  • Review progress against both the strategic and the business plan on a weekly basis. Note, some objectives may only require monthly or quarterly progress checks.
  • Review progress against assigned action items, internal initiatives, and client projects.

Whatever you do, do not write a business plan that is never referred to, tracked against, or updated. Otherwise, you are missing out on the primary benefits of strategically managing a plan – greater results.

Resolution 2 – Set realistic goals

Again, if we are being completely honest, we are OK with setting goals that might seem a little “out there.” Goals should be big, lofty things. Add a dose of reality but think and dream big when setting goals.

Now objectives are another story. Objectives let you know how you are progressing toward goals. One objective may support many goals and one goal is likely to be supported by many objectives. By nature, objectives should be realistic.

In fact that is one of 5 characteristics of a well defined SMART objective:

  • S – Specific
  • M – Measurable
  • A – Achievable
  • R – Realistic
  • T – Time-bound

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Resolution 3 – Join a new business organization or networking group

There are two primary types of groups we highly encourage you to join. One is a business networking group. The other is a peer mastermind group.

Networking groups are focused on growing your business through referrals. In these types of groups you get to know others on a more personal level, building relationships to the point that you mutually, genuinely refer each others’ business, products or services to others – key because it is also your reputation on the line when you refer others to people in your own network.

Peer mastermind groups, are not networking groups at all. They are work groups designed to help members resolve business and personal issues that affect the business. A well run mastermind group “rolls up the sleeves and gets to work.” It is not about socializing over cocktails and business referrals.

Resolution 4 – Give something back to your community

We saved the best for last. Giving back through your business is called “Corporate Social Responsibility” or CSR. Formally defining a CSR program for your business, no matter what size, actually increases your odds of success.

We call it setting value-based goals as opposed to profit-driven goals. When you focus CSR goals, then employee goals, then customer goals, your profit goals will naturally follow and you will feel much more fulfilled.

Resolution 5 – Be intentional in 2018

The year 2018. Here it comes. What will you do? Will you wait and see what happens, or will you intentionally lay out a plan and go after it?

When Your Boss has the Attention Span of a Gnat

October 25th, 2017 Posted by Behavior, Blog Post 0 thoughts on “When Your Boss has the Attention Span of a Gnat”

Have you ever heard someone say, “My boss has the attention span of a gnat?” Have you ever said it about someone else?

Perhaps you should think twice before ever saying it again. Not only is it demeaning, the very characteristic you are complaining about can actually be a good thing. In fact, it is a very common characteristic in successful leaders.

A post at The Balance entitled The Common Traits of Successful Senior Executives says that one of them, number 13, is as follows:

“They multitask and tend to exhibit short attention spans. Unfortunately, this behavior is often perceived by others as not paying attention or caring. They often have to learn the behaviors of how to listen and show people that they are listening.”

But what if it goes beyond exhibited or perceived behavior, someone you work with or for actually has ADHD, and hasn’t learned to listen or show people she or he is listening?

For a methodical/analytical person, this can be very frustrating. Likewise, it can be a very frustrating proposition for the person with ADHD to work with the very methodical person.

The good news is that both can be very successful and happy in a working relationship by following just a few simple tips.

Start by accentuating the positive

It helps to first understand each other, then accentuate the positives.

For example, someone with ADHD may have many characteristics and behaviors that can be of benefit to the team. An article at Inc. entitled How People With ADHD Can Be Hugely Successful lists 8 “superpowers” of individuals with ADHD as follows:

  1. Unlimited energy
  2. Hyperfocus
  3. Abundant creativity
  4. Simple solutions
  5. Risk without thinking
  6. Multitasking
  7. Stubbornness
  8. Sensitivity

Now that you see the positive aspects in the other person, start thinking about how everyone can use them to the team’s advantage (mutual benefit).

Learn how to work with others who are different from you

You may have to learn how to work with one another. Do a little research. Take a class or attend a seminar. There is a lot of good information available to you if you just take a little time to find and study it.

For example, a blog post at PsychCentral entitled 5 Tips for Working with Someone with ADHD lists these five suggestions for working effectively together:

  • Keep explanations concise, to-the-point and high-level
  • If you’re feeling ignored, speak up
  • If something is time-sensitive, give a deadline
  • Don’t micromanage
  • Don’t make ADHD symptoms about character

Now think of the make-up of the team

Sometimes opposites attract. Sometimes, partnering up a methodical individual and an individual with ADHD can bring about tremendous results. Sometimes it can be a colossal failure. It may very well depend on how extreme the individuals are from one another. If either or both have the ability to be flexible and work outside of their comfort zones, even a little, things can work out. But if neither can, a third party mediator or coach may be required.

The third party would have to be able to easily maneuver from one extreme to the other without frustration or judgment in order to serve as a calming force between the two vessels. But without that balance, one may lead the team to chaotic explosion while the other may lead the team to paralyzing implosion. So give that some thought before building the team and be flexible to change once the team is built.

Set a few soft boundaries

If you work with or for someone whose characteristics and behaviors are different from your own, you have to be very flexible while simultaneously setting some soft boundaries. Here are a few suggestions for doing so:

  • Begin your day early and in isolation in order to get certain things accomplished or to allow someone else to have this same “quiet time” – make these things a priority during this time (don’t get distracted yourself)
  • If you can’t start early, set aside time each day during normal hours for the same purpose
  • Accept that the rest of your day may feel like organized chaos – be prepared for multiple impromptu meetings, calls, emails and requests if someone you work with has ADHD and be prepared for long periods of not hearing from someone if they are a very methodical/analytical thinker
  • In addition to the scheduled quiet time, and frequent impromptu meetings, schedule time together for a specific purpose and stay focused on that purpose when you are together
  • Keep track of things by writing them down or recording them in tools like Plan Canvas – then consistently ask each other which of these items have the highest priority
  • Practice listening – often the other individual just needs to “think out loud” and isn’t really looking for your feedback as they do – don’t underestimate the value of being a sounding board in this way

Finally, when you feel frustrated, take a deep breath and remember that while you are thinking the other person has the attention span of a gnat, that other person is probably thinking that if you were any more anally retentive you couldn’t sit down for fear of sucking up the furniture.

And most importantly, in neither case, is it about character. It is about learning to effectively work together and utilizing each others’ strengths in ways that are most positively impactful for all concerned.

Is Being a Leader Really all THAT Hard?

October 17th, 2017 Posted by Behavior, Blog Post, Leadership 0 thoughts on “Is Being a Leader Really all THAT Hard?”

We largely agree with an article at Inc. entitled “The Brutal Truth About Why Being a Leader is So Hard” except for 2 things. First is the title itself. The truth about leadership being hard isn’t all that brutal. Difficult at times? Yes. Brutal? No.

Additionally, being a leader isn’t hard. Being an effective leader can be – although we needlessly make it harder than it has to be (more about this later).

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Let’s get real

Second, one bold header paragraph reads as follows:

“True leadership is the ability to communicate with and effectively reach each and every person you work with, in the way that works best for each of them.”

If you have a very small organization or business, you can accomplish this. But we, as human beings, are extremely diverse. Even though we often try to categorize or stereotype individuals into labeled groups, the individuals in a common group are still very unique individuals.

That diversity is not just a good thing. It’s a GREAT thing – for business and society. When respected and nurtured, it results in an environment or culture that is far more creative and apt to foresee and avoid problems before they arise, or solve them quickly when they do. It brings about peace and opportunity.

But as an organization grows in size, that very diversity makes it impossible to “reach every person you work with in the way that works best for each of them.” There has never been a leader in the history of leaders that has been able to do that – and there have been a lot of great leaders in the history of leaders.

The key is to lead in a way that stays true to the leader you want to be, while being the most effective kind of leader that the organization/team needs and that best reaches the majority of the individuals.

(See related “What is Your Leadership Style?”)

The real brutal truth about being a leader

Some will fall out. The rest will fall in. The brutal truth is really just that – you cannot reach each and every person you work with, in the way that works best for each of them. Not in a large organization you can’t. You will feel bad about those who fall out. It might feel brutal. But you’ll feel worse about letting down a majority because you tried to be everything to everyone.

That said, again, we do largely agree with the points made in the article, including that the following is a good list of what great leadership entails:

  • It’s the ability to be flexible.
  • When everyone else is stressed, you’re calm.
  • When everyone else is out of gas, you inject more fuel.
  • When everyone else doesn’t know what to do next, you lead by example.
  • When someone has an issue, you work with and listen to the person on a personal level.

Natural versus practiced art

The items on that list can be hard if behaving that way does not come natural to you.

Some people have a natural calm about them. Case in point, the “man in the red hat”, recognized for his heroic leadership during the tragic and senseless massacre in Las Vegas. Listen to the story, hear his response to it, and you will see he just has that natural instinct to remain calm and lead while others understandably panic.

For others, it is a practiced art. Another case in point from that same tragedy is the military veteran who “stole” a truck to transport as many injured victims as he could to the hospital and out of harm’s way. His military training to remain calm under fire kicked in and allowed him to do something brilliant and life saving that most of us would have never considered.

If remaining calm under pressure does not come naturally, it has to be practiced until it becomes a habit. Until then, it is a conscious behavioral response.

We make it harder than we have to

And to that point, we needlessly make it harder than we have to. Here is list of a few simple things you can employ that will make it less difficult.

  • Define goals and measurable objectives that help keep you focused on the big picture and sweat less about the little things
  • Have a plan (strategic and tactical) for accomplishing those goals and objectives
  • Conduct a risk assessment and devise a risk mitigation plan to avoid problems or minimize their impact when they occur
  • When reporting results, challenges, status, etc. insist on everyone presenting 3 good things and 3 not-so-good things, creating a culture where no one is allowed to only complain, and no one is allowed to only paint the rosey picture – this is where practicing calmness really pays off.

Your Irresistible Value

September 26th, 2017 Posted by Behavior, Blog Post, Engagement 0 thoughts on “Your Irresistible Value”
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On last week’s Business is ART podcast on the TrueChat Network, marketing and customer relationship expert Keri Vandongen (Earn Loyal Customers) was the guest. The episode was entitled “Defining Your Purpose”, but something like “Your Irresistible Value” may have been more appropriate.

Are you more engaged in your customers than they are in you?

Keri shared with listeners how when she used to provide counsel to clients, she may have felt a connection to them, but they weren’t necessarily feeling a connection to her in return.

So, in order to maintain enough clients to sustain her practice, she found herself doing more and more for less and less – until it dawned on her that this wasn’t a sustainable model. More importantly, she realized it wasn’t really what clients wanted either.

That’s when she began focusing on what it means to earn loyal and engaged customers.

Mandatory Simon Sinek

Keri’s journey included the mandatory stop in “Simon Sinek Land”, where we are encouraged to “start with why”. Why do you do what you do? Why should anyone care?

Coming to this core understanding is an important step, but Keri’s journey doesn’t end there. She takes it further, encouraging you to determine what your gift is. What is it about you that attracts customers to you? Keri calls this your irresistible value, or your “IV line.”

What is that special something that you have to offer? In previous posts, we talked about how your story is your brand DNA. Sharing your story can enhance customer experience but it isn’t necessarily your gift.

Don’t Just Say It

But it isn’t enough to say it – you have to show it. On the show, this was compared to walking around with freshly baked cookies, handing them out to people not because you want something in return, but just because you want them to enjoy a delicious cookie that you made from scratch. Their satisfaction is your satisfaction.

Starting with why, telling your story and understanding your gift are all part of the same package…that same core level of understanding not just who you are (or who your business is) but what makes it special, and why that is beneficial to the customer.

What is your gift? Keri provided listeners to the podcast with a link to a PDF document she put together that can help you get started. Click here to access it.

Congratulations Raffa P.C.

September 18th, 2017 Posted by Behavior, Blog Post, Inspiration 0 thoughts on “Congratulations Raffa P.C.”

We decided the topic of Corporate Social Responsibility (CSR) was a good one on which to blog this week. Last week, we shared on Twitter and LinkedIn an article by Roger Wolens of The Green Organisation entitled How Millennials Are Reshaping What’s Important In Corporate Culture, so the topic was fresh on our mind.

The article emphasizes the importance of CSR, stating, “70 percent of millennials are willing to spend more with brands that support causes they care about.”

Looking for additional information to reference in this week’s post, we did one quick online search, which took us straight to CSRWire’s September 13, 2017 post entitled Raffa, PC, Honored As the Most Improved Impact Business, Leading the Race to the Top of Companies Creating Positive Change.

We needed search no further

That find concluded our search because Plan Canvas has an indirect tie to Raffa Social Corporate Advisors by way of Raffa team member Rich Tafel.

Rich was a major influencer on Plan Canvas founder, Jon Umstead, having served as Jon’s business coach and advisor for a number of years. Rich actually introduced the term “CSR” to Jon years ago before it was part of the common business vernacular. But the ties don’t end there.

In Business is ART, the book that inspired the development of Plan Canvas, Jon refers to his coach and the benefits of having one – that was Rich, who would go on to provide an inside cover review for the book when it was ready for publication.

Value-Based vs. Profit-Driven Goals

More importantly, Rich inspired 2 components of Plan Canvas of which we are very proud.

One is an emphasis on social responsibility within the tool’s planning and management functions. As an example, one of 4 long-term strategic goal categories is “Social Responsibility”. It is also 1 of 6 categories of Key Performance Indicators (KPI) used for defining long or short-term objectives.

With social responsibility as a major category of goals and KPIs, we emphasize that businesses, no matter how large or small, should start by setting value-based as opposed to profit-driven goals and objectives.

Personal Planning is as Important as Business Planning

But it doesn’t end there. Rich also introduced a personal planning process to Jon that, with Rich’s permission, was slightly modified and included in both the book and the software. The personal plan allows the leader or entrepreneur to step away from the business for a moment to focus on him or herself, the individual – which is critical to success and fulfillment.

Congratulations to the Raffa Team

The CSRWire post begins by saying, “Today, Raffa, P.C. was recognized as a top performer in the B Corp community earning a place on the 2017 Best for the World lists. Named 2017 Best for Governance by scoring in the top 10 percent of all B Corps and also 2017 Best for the World: Changemaker for making the most positive improvement on their overall impact based on the B Impact Assessment an independent, comprehensive assessment administered by the nonprofit B Lab, Raffa continues to lead in the movement of people using business as a force for good.”

Rich’s influence can be seen throughout Business is ART and Plan Canvas. We are absolutely thrilled for him, Raffa, P.C. CEO Tom Raffa, and the entire Raffa team for this recognition.


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