There’s a difference between "Get It Done" and "Make It Happen" companies. In "Get It Done" organizations, people show up and do their jobs. Work is fine, but not fantastic. In "Make It Happen" companies, employees don’t just do their work - they love their work. Employees don’t just meet their goals - they exceed them. Customers are not simply satisfied - they’re elated.

What makes this difference?

The ability to engage employees in the company’s vision and consistently execute strategy determines the difference between fine and fantastic.

However, a 2006 study by The Conference Board found that engaging employees in the vision is the number one management challenge three years running. In other words, most visions fall short of outcomes. Why?

The scapegoat is not poor time management or unproductive behavior. Nor is it one of the various reasons for widespread worker dissatisfaction: longer hours, less free time, poor compensation, under-appreciation, or unpleasant and uninspiring work environments. While each plays into failed visions, they are only symptoms of the deeper issue and cannot provide a definitive solution.

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. Employees become shackled in their ability to align attitude and activity with company vision. Exasperation becomes the expectation.

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 training, John Foppe shows how.

John Foppe -- 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. And, John understands how many limitations are subconsciously self-imposed. While earning his Master’s in clinical social work, John repeatedly witnessed how people build systems to mask and support their inaction. He sees the same phenomenon operating in organizations worldwide.

Be the vision

The premise of John’s work is visions do not consistently translate into outcomes, unless people become the vision - living it out in everyday work habits and sharing it with co-workers. When employees embody a company’s vision, they make it happen.

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.

Give us a call…John will help your people move from simply getting it done to truly making it happen!