Nov 18

FREE eBook – What Happened to my *** New *** Products Section?

cover_pencilWhat Happened to my *** New *** Products Section?

I’ve decided to start a promotion for my new book, “Onboarding – the Right Way“, using the “KDP Select” service that offers for eBooks.

The bad news is that Amazon KDP Select requires exclusivity, so I had to remove the ability to purchase my eBook from my blog for the next 90 days.


But the GREAT news is that I’m offering my eBook for FREE on Amazon ONLY UNTIL November 22, 2014. Just click the image of my book cover to the left to get to my Amazon page.

Those of you without a Kindle device can rest easy.

  • Amazon offers a Kindle reader for Windows, so it should be no problem to just read my book on your computer after grabbing your copy from Amazon. The reader can be downloaded by clicking this link. 

  • You also have the option of a Free Kindle Reading App for mobile devices. Just click the image of my book to the left and then look for the “Free Kindle Reading App” section on my Amazon page.

                                                                                         As always, I appreciate your continued support. Happy reading!


Oct 12

Sharing what “I Believe” Through my New Book on Amazon/Kindle

 cover_pencilMy first eBook, “Onboarding – The Right Way”  is now also available on Amazon/Kindle!

I’m very proud of the content and I’m excited for the value it will help you implement in your professional lives.

Here are some things I believe:

I believe that everyone wins in business when we foster partnerships and fairness .

I believe that treating people like humans instead of task-oriented robots can uncover incredible innovation.

I believe that if we resist the urge to rush to solutions, and consider people’s feelings as we go, we can savor an amazing journey of learning from others.

I believe employees should never feel lost and confused at a new job.

I believe everyone deserves professional fulfillment.

Here is how I want to turn my beliefs to action:

I want to help people make simple changes so they can be happy, comfortable, and productive in situations where I wasn’t.

I want to bring back respect for people’s capabilities to the workplace instead of making them prove how well they can work under duress.

So I’ve made it my mission to treat people like humans whose opinions matter, so they become more confident and fulfilled versions of themselves.

These are the things I believe and how I want to accomplish them. I just so happen to also write compelling books.

If you believe what I believe, I’d love to share this action plan with you. I’m confident you will be surprised by the amount of value you get for this small price.

Click here to Purchase Kindle Version on Amazon. 

Click here to purchase PDF version on this blog via Paypal.

I can’t thank you enough for all your support.


Oct 09

My First eBook is Now available! Onboarding – The Right Way

Onboarding - the Right Way

My First eBook is Now available!

For those of you who follow, you are aware of the drive I have for fostering partnerships and fairness in business.

I write with a theme that treating people like humans instead of task-oriented robots can uncover incredible innovation.

If we resist the urge to rush to solutions ignoring people’s feelings as we go, we can savor an amazing journey of learning from others. In my years as a professional, I’ve been in situations where I was lost and confused at a new job, and I don’t wish these feelings on anyone. It took me years to get to a place of professional fulfillment. I feel like simple changes can help people be comfortable, productive, and fulfilled in the workplace. All I want to do is help people make these simple changes so they can be happy and productive in situations where I wasn’t.

So I’ve made it my mission to treat people like humans whose opinions matter, so they become more confident and fulfilled versions of themselves.

My first eBook, “Onboarding – The Right Way” is now available for purchase. I’m very proud of the content and I’m excited for the value it will help you implement in your professional lives.

I plan to keep making more great information available in the weeks and months to come!

Please click this link: *** New *** Products or the menu above with the same name to access my eBook.

I can’t thank you enough for all your support.

Sep 25



I don’t know about you, but when I see an image like this, the LAST thing that runs through my mind is, “What a work of art!” or “What a clear cut chart!” I’m probably thinking about something more along the lines of, “I need a minute or two to even understand what I’m looking at.” This, my friends, is an image I found online with the title, “Obamacare” . Now, I swear I have no agenda one way or the other regarding this topic. I simply Google’d “crazy org chart”, and this was the most interesting looking result. Let’s be honest. For some people, this level of complexity is downright scary. At the risk of being too callous, I had an easier time figuring out what was happening in Picasso’s “Guernica” when my wife and I viewed it in a gallery in Spain.

Unnecessary Complexity

When I was a novice and even a mid-level professional, I thought creating complicated tools proved someone’s intelligence and skills. I took this approach with things I created and envied those who created even more complex tools than mine. As I’ve become more seasoned, I realize my time is too valuable to spend figuring out things that should have been stated more simply. When I see images like this one, I typically give up right away and push them aside until someone is available to summarize them for me in a few sentences. This way, I can quickly understand the value and go back to other important work. In the case of organization charts, it goes one step further, because this is not simply a case of over-complicating a diagram. It is a case of the diagram being too complicated because the underlying idea is too complicated.


“Org Charts” as the cool kids call them, might tell us that John Smith reports to Jane Jones who reports to Mary Thomas who reports to Jeremy Novacek. There are many people at the bottom and a fortunate few people at the top. People spend their careers trying their best to progress from associate to manager to director to vice president. This is the org chart. It is the most well known example of a “hierarchy” and I don’t think I like it. Here’s why.

This kind of hierarchy suggests that roles at the top are more important or capable and those at the bottom are less so. There are so many levels between the supposedly least important roles and the supposedly most important roles that communication becomes very difficult. This of this like a tall mountain range. Tall mountain ranges are challenging to climb. In fact, superb athletes climb tall mountain ranges because they enjoy how arduous the challenge is. Organizational communication should not be an arduous challenge. It should be as simple. People who understand the goal are people who create value. If the mountain range is too tall, not only can those at the bottom not easily communicate with those at the top, they cannot even see them.


Instead, I present to you: “Lowerarchy”. I am not saying I coined this term but I think I define it differently from others online. My idea of Lowerarchy is to eliminate as many levels as possible so we are no longer defined by the magnitude of our titles, but by specific skills and experiences. I am not a manager, but I have expertise that I worked hard to build. I may know more about coaching process than a Director does because he may have come through the ranks focused on database administration. Why then, do we use titles in business to determine who gets the most control across daily challenges with which they are unfamiliar?

Of course there are exceptions to this rule. Some industries like the military, healthcare, the police force, and others need a steeper hierarchy. I think the unifying reason is that they could result in danger or death if the wrong people are performing the wrong tasks. It’s a case of defining what really constitutes an emergency. If 2 business professionals debate the merits of competing business processes, and the sub-optimal one is implemented, it can cause unhappy customers, loss of revenue, and multiple things that are all important, but they are not true emergencies. People would not die if the wrong choice is made. With these examples as the admitted exceptions, innovation works best with collaboration among experienced peers and experimentation with new ideas. How would your professional world be different if instead of creating never ending ranks of people like the image above, we instead leverage the following Lowerarchy?

LowerarchyA Model of a Lowerarchy

This Lowerarchy is dramatically different from the image we saw and described above. I think the initial reaction is, “Wow! This is clear enough for me to attempt to read now.” In fact, it reveals some marvelous ideas:

  • It is much easier to read because there are fewer items so they are bigger. No more squinting headaches!
  • It is in fact possible to redesign an overall approach to business so it can be communicated more simply.
  • This image is not scary. Even if it takes me a couple minutes to get the gist, I am at least making an attempt now instead of running away.
  • This approach treats all experienced resources as equals who happen to have expertise in different areas. It removes the stigma associated with having to get approval to share information and encourages experienced people to provide value using all of their skills in an unencumbered way.
  • It shows us that once we reach a certain level of expertise and experience, we can work collaboratively to learn fresh perspectives from each other. In fact, each of those boxes in my Lowerarchy chart may have several people with the same skill set, but they might have different equally valuable perspectives.
  • Novice resources have direct access to a variety of people with different areas of expertise without wondering if they are going through the proper channels.

Back to the Mountain

Revisiting our mountain analogy, I’ve turned the old catchphrase on its head and made a molehill out of a mountain. Try to really visualize this because i think it helps make it clear.

  • If you were literally walking at the base of a mountain range, and knew that all the resources you needed for survival were located at various heights, and you had to rely on line of sight to find them, what would be your chance of survival?
  • Now visualize a different experience. You are still asked to locate resources needed for survival, but now you are walking through the Great Plains where everything you need is laying on top of small hills no more than a few inches tall (the average height of a molehill).
  • At the mountain range, there are places where you can’t see more than a few inches past your face, but in the Great Plains, you can see for miles. Is it starting to make more sense now?

If we spend as much effort establishing Lowerarchies by changing our mountains into molehills, we can have a huge impact on making organizational communication more efficient and effective. Answers will come quickly and collaboration among experts in synergistic areas will create massive value for our clients.

In Closing

I realize this idea is revolutionary and not everyone will agree with it, especially those currently residing at the top of an org chart hierarchy. However, if we really think about it, should our personal and organizational success be defined by our titles or by our actual contributions? Think about it.

Long live the Lowerarchy!



Thank you to for the great Obamacare image!


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