It’s Time for a Paradigm Shift

by  Jonathan Moss  |  Team Dynamics
It’s Time for a Paradigm Shift

What do your people need from you?

The digital world has changed the way we interact and communicate with each other. It has exponentially increased the information that we share with each other. Every day I am surprised to learn how many leaders out there don’t invest the time they should into the development of their people.

It is time for a paradigm shift!

Eric Thomas talks about how Winners Win and Losers Lose. He uses many examples of sports franchises that always win and some that always lose. He makes some very valid points about leadership and culture.

These 3 practices can help create a winning culture with your team!


My article, “The Unknown Motivational Factor” got a lot of buzz around how 1:1s can act as a catalyst for motivation. 1:1s are an important part of the development of every employee. The fact that you take the time to sit down with them and have an impactful conversation helps with 2 of the 3 motivational factors: mastery and purpose. (For more on these motivational factors, I recommend Daniel Pink’s Drive.

The Setup:

The meeting should be scheduled in advance.  The employee should build their game plan or playbook prior to the 1:1.

The Conversation:

Start with a personal connection. There is nothing worse than starting a conversation with business. We aren’t machines. We are humans with emotions. I absolutely hate when a person sees me for the first time that day and immediately asks me about results. As the guys on Monday Night Countdown would say:  “C’Mon Man!”

Ask them what they want to talk about. This doesn’t have to be about business, even though it turns to business sometimes, but the understanding should be that they can bring anything they want to the table.

Review their plan. Ask about their successes. Ask them why they feel like they have these successes. Ask them how they can duplicate the successes in others (this step is skipped too often). Ask about their challenges. Ask them why they feel like they have these challenges. Ask how they feel like they can overcome them.  Ask how you can help them achieve their goals and overcome their challenges.

Leave the conversation with commitments from them and give them commitments from you and the leadership team on how you will help them!

Living the Culture

Every employee on your team should know the vision. If you ask them, they should immediately be able to tell you without thinking about it. In order to live the culture, it has to be a part of what everyone does daily.

What is your team fighting for daily?  What do you all want to achieve? What is the team’s purpose?  How do we achieve it together?  How do we have FUN while doing it?

In order for us to live our vision out every day and to scale it to 240+ employees, we establish many different outlets. GroupMe allows us to stay in contact with all 240 employees to send updates, collaborate on ideas and strategies, deliver recognition, and just have genuine conversations.

We have Culture Parties. We call them parties because workshops, meetings, and events are too bland and boring.  The District Leadership practices humility and being human. The last culture party we did, I got challenged to a water war in 40 degree weather. Let me tell you how excited I was about that! Ha! But it isn’t about me. It is about my team and my team loved it!

We incorporate motivation, inspiration and purpose. We recognize our top performers! We deliver our purpose and the impact that it has had on our people and our customers!

We beef up our knowledge with games like Family Feud, Jeopardy, Taboo and Heads Up. Now what fun would these games be unless the winners got prizes? Well they do. They get to pick the song and the losers have to bust out their best dance moves or lip sync, karaoke style!

We build teamwork with Nerf wars, making products out of random items, and creating 30 second infomercials about them.

We tie it all together with our vision and what we want to accomplish together as one unit.

Remember, “The whole is greater than the sum of its parts.” ~Aristotle

Development Programs

6 years ago, I was sitting in a Wild Wing Cafe talking about employee development with Rob Carman who I was mentoring at the time. We talked about how the employee development programs were mediocre at best. We set out from that day to create and change the development programs for our people.

We wanted to teach leadership skills, study previous leaders, talk about how to inspire and motive people, why emotional intelligence is important, how to have tough conversations, how to run a business, how to tell a story with your results, why structure and processes are important and how to coach effectively. So we did!

Now there are development programs for all levels of my organization and from those development programs there have been over 70 promotions (30% of my team) in less than 3 years.

“If you touch 1 person a day for 5 years you will have touched over 1500 people and if those 1500 people have touched 1 person a day that is over 10 million people you will have left a mark on in 5 years.” ~ Robin Sharma

How are you progressing careers, shifting paradigms and impacting others?

Always available to learn, share experiences, or help in any way I can. Feel free to message me.

Have you ever been part of a cultural transformation at a workplace? If so, tell me about it!
Photo Credit: Fotolia yellowj

About The Author

Articles By jonathan-moss
Jonathan is an Innovative & Thought Provoking Leader with experience in multiple Fortune 50 companies. He has dedicated his time to making an impact on others through coaching, mentoring, inspiring & teaching. He has helped others grow their businesses & careers through his strategies. He believes in the Servant Leadership philosophies & has helped build employee centric cultures with award winning results.  »  View Profile

What People Are Saying

Sean Glaze  |  29 Mar 2016  |  Reply

Johnathan –
Terrific article. I definitely agree with the importance of 1:1 meetings, both to build relationships and to help build a plan…
Thanks for sharing!


Jonathan Moss  |  30 Mar 2016  |  Reply

Thanks Sean I couldn’t agree more! Something so simple & impactful yet missed so much in today’s business by those who lead people!!

Margy KJ  |  29 Mar 2016  |  Reply

Great article! I love how you outline what the 1:1 should look like (and shouldn’t).

Jonathan Moss  |  30 Mar 2016  |  Reply

Thanks Margy! Writing the article on my first draft, I left it out. After speaking with different people leaders, I realized that it is needed as most don’t understand how to have an impactful and effective 1:1! You wouldn’t believe the successes and dialogue that comes from this conversation with that outline!

John E. Smith  |  29 Mar 2016  |  Reply

Hi, Jonathan – fascinating article and I really enjoyed your three strong points.

I have to comment that I am particularly glad you included a reminder to be human to start a one-one conversation. Too many folks in leadership positions fail to do this, especially when they are new to the authority and not yet confident in the role.

While a business-like tone is important, it doesn’t mean we leave our personability at the door.

I have been part of cultural change initiatives which have failed and which have succeeded. I would observe that, in my experience, without relatively wide-spread support throughout layers of employment and management, culture change does not happen. This goes both ways: If formal leaders OR front-line workers do not engage in or believe in the change, it is not going to happen. The culture might change, but not in the way desired.

Your experiences which you shared were especially enjoyable and helpful.

Appreciate this interesting article:)


Jonathan Moss  |  30 Mar 2016  |  Reply

Thanks John!! I can relate to your comments about changing and culture and couldn’t agree more. I have experienced the same exact successes and failures within the organizations I have worked and the organizations of the people that I mentor.

There has to be belief at all levels! One of the most important factors is that the top level managers live that culture everyday! Often, they start the culture shift with meetings, trainings, changes, etc. but then they don’t become part of the culture. Referencing your point of only talking business and leaving their personability at the door. It causes confusion and the culture is worse off because those that believe are still trying to live it, while those who don’t see their leaders living it revert right back to their old ways!

Thanks for the feedback and making some great points!

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