The SEG Blog

Don’t Drive Tweaks, Drive Change! – Post 3
Friday, August 05, 2016

Don’t Drive Tweaks, Drive Change! – Post 3

Ever been on a vacation where you did too much? You tried to do too many things and it hampered your ability to enjoy the experience. What’s the work equivalent? The bosses and team have confirmed the need to make changes to produce better results. You’re given new roles, and even been given special training. You’re excited, and then you find out that all the things currently on your plate will stay. Good luck maximizing the experience! So why do managers hesitate to clear the way to ensure maximum focus on the new approach? I have three observations of this moment and approaches leaders take to put change into motion:

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Don’t Drive Tweaks, Drive Change! – Post 2
Friday, July 22, 2016

Don’t Drive Tweaks, Drive Change! – Post 2

My wife is a trained chef. This training has helped her understand the chemistry of food and to create meals out of disparate leftovers that the untrained (me) would never envision. This is a reason that when two people read from the same recipe, they both know what to do, but the trained chef knows how to do it. There’s a difference. At work, strategic and operational plans are great at telling us what to do but strong leaders help us also know how to succeed. Tweaking managers often spend little time on the ‘how’. I have three observations of the moments when initiatives stall, and the approaches strong leaders take to put change into motion:

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Don’t Drive Tweaks, Drive Change! – Post 1
Friday, July 08, 2016

Don’t Drive Tweaks, Drive Change! – Post 1

Ever been in this situation? 1: Your organization is not successful. 2: Everyone agrees. 3: A plan is made. 4: Tweaks (not change) occur. 5: Your organization is still not successful.

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Seizing the Opportunity of Change - Part 2
Friday, June 10, 2016

Seizing the Opportunity of Change - Part 2

Perfecting the Strategy
“Diane was essential to the effort’s success,” explained Campagna, noting that Murphy’s familiarity with both the curriculum and the company allowed her to bring important insights to development and delivery of the training.

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Seizing the Opportunity of Change - Part 1
Friday, June 03, 2016

Seizing the Opportunity of Change - Part 1

Strategic Enhancement Group’s Commitment to Success at Astellas.
In this era of mergers, industry consolidations and corporate reorganizations, change is inevitable. However, seasoned business professionals have learned that while change is unavoidable, the negative impact and challenges that often accompany it can be minimized with effective planning and communication.

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Successfully Navigating Change - Part 2
Friday, May 20, 2016

Successfully Navigating Change - Part 2

Short-Circuiting the Rumor Mill
Recognizing that accepting change and creating a shared culture begins at the highest levels of an organization, the Strategic Enhancement Group solution focused on bringing together approximately 30 managers in the newly-formed service organization for an off-site meeting. The goal was to help managers understand change and its impact, present tools and techniques for dealing with change, and train the managers to bring these messages to more than 120 members of the field force. The group also worked together to create a shared vision and mission to guide the new group through the upcoming transition.

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Successfully Navigating Change - Part 1
Friday, May 13, 2016

Successfully Navigating Change - Part 1

SEG’s Commitment to Success at Fujifilm Graphic Systems Inc., USA
Neil Johnson, Vice President of Technical Solutions and Support for Fujifilm Graphic Systems Inc. USA, was faced with the challenge of merging several large, independently-owned distributors into a single, cohesive technical service unit. The new group was to be led by a combination of managers from Fuji and its newly-acquired distributors. Confident that team building was crucial, Johnson sought advice from Daryl Franks, Manager of Learning and Development for Fujifilm Graphic Systems Inc. USA.

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The Shared Commitment of Change
Friday, April 10, 2015

The Shared Commitment of Change

The ‘Power-Pack’ of change: Four attributes but one thing in common!
Change comes to us in two ways, on our terms or on someone else’s. While most of us prefer our own path a strong manager recognizes that the path of leading a team through change involves both. In recent blogs I have shared details of the managers who commit to change, and succeed. They take a common path through four attributes that I call the ‘Power-Pack’, and the key requirement of the Pack is that all must be present for real change to occur. This is my final blog entry on the topic and it addresses one thing that all four have in common. These four attributes are:

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How Do You Get Help and Offer Help to Your Team?
Friday, March 27, 2015

How Do You Get Help and Offer Help to Your Team?

The ‘Power-Pack’ of Change - Part 4
And there are two ways change comes to us. On our terms or someone else’s, and most of us prefer to chart our own path. In recent blogs I have shared my observations of the common attributes of managers who commit to change, and succeed.

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Are You a Patient and Persistent Leader?
Friday, March 13, 2015

Are You a Patient and Persistent Leader?

The ‘Power-Pack’ of Change - Part 3
People say it takes 21 days of consistent attention to start a new habit. In the workplace that’s probably not nearly enough. Why is it so hard? In recent blogs I have shared my observations of the common attributes of managers who commit to change, and succeed. There are four attributes that I call the ‘Power-Pack’. The key requirement of the Pack is that all must be present for real change to occur. These four attributes of managers committed to change are:

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Confidence is Contagious
Friday, January 09, 2015

Confidence is Contagious

The ‘Power-Pack’ of Change - Part 2
Change is hard yet the need to change is a constant. Why aren’t we better at it? In recent blogs I have shared my observations of the common attributes of managers who commit to change, and succeed. There are four components, I call them the ‘Power-Pack’, and the key requirement of the Pack is that all must be present for real change to occur. The four attributes of people and managers committed to change are:

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Change is Necessary
Friday, December 05, 2014

Change is Necessary

The ‘Power-Pack’ of change
In a recent blog I mentioned what I felt to be the key attributes of people who commit to change, and succeed. These are just as essential for managers who wish to truly create change among their teams. There are four components, I call them the ‘Power-Pack’, and the key requirement of the Pack is that all must be present for real change to occur. The four attributes of people and managers committed to change are:

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With SEG, there’s no question that the client’s interests come first…We’re active participants in the process. It’s an on-going dialogue..SEG doesn’t come in, ask a few questions then recommend a ‘package.’ They ask tough questions, questions we can’t always answer right away. They listen to our answers, research and ask more questions – then they make a recommendation.


Manager of Learning and Development

Enovation Graphic Systems

Strategies for Engaging and Managing Millennials

A couple months ago I had an interesting conversation with a couple of millennials, which led me to do a little bit more research and investigating around what their expectations were around the workplace.

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