It’s no secret today’s economic emergency is stressing people out, the secret is how employees fears can make matters worse and kill vital initiatives  
 
The banking crisis, higher food prices, the loss of 401K savings, and the fear of loosing one’s job are just some of the stressors which are shaking employees to their core—undermining morale. 
 
When people believe they can’t win, all sorts of distrustful thoughts and feelings spiral out of control; fear turns to anger, anger to frustration, and frustration to exasperation. 
 
Left unattended, employees will likely engage in a “watercooler conspiracy” creating an organizational reality that determines the difference between survival and success.

The Watercooler Conspiracy

Call it an accidental conspiracy. Compelling new research shows employees are often subconsciously governed by a code that renders them apathetic to company vision and disempowered to execute their roles.
 
Through the sharing of emotions, opinions and experiences - watercooler conversation - exasperation quickly becomes encoded into an organization’s culture. Subtle patterns of unconscious, unacknowledged, and unspoken inaction derail initiatives. Employees become shackled in their ability to align attitude and activity with company vision. Exasperation becomes the expectation.

Exasperated employees can become entrenched and defensive. When a visionary attempts to motivate them, the employees' hair-trigger sensitivity to change can release quiet, inadvertent stagnation; becoming engaged and invested in maintaining the status quo.

Achieving vision-based outcomes in any organization must then begin by cracking the subconscious code of exasperation - the "watercooler conspiracy" governing company culture - and replacing it with a conscious code of execution. With new research, profiles and illustrations from his twenty years of corporate motivation, John Foppe shows how.

John Foppe is an expert on the human condition

Corporate leaders, managers and entrepreneurs find John’s work equally creditable and compelling because he was born without arms. He understands firsthand the difficult gaps between envisioning an outcome and achieving it.

The Bottom Line

The upside of outcome-driven organizations speaks for itself: stock growth three times the rate of competitors, profits two times that of the S&P 500 as a group, and investment earnings 17.69% higher than the S&P overall.
 
Don’t make matters worse—give us a call.  John will help your people make it happen—even in tough times.