With 30 years of consulting in people and performance issues, I captured effective approaches to involving and engaging people with my illustration-based toolkits of Square Wheels and my team building games such as Lost Dutchman.
The idea was to share bombproof and highly effective ways to involve and engage people in performance improvement. The tools are unique and simple to use, used by consultants, trainers and managers worldwide.
PMC sells effective tools for involving and engaging people in workplace improvement. With 30 years in the business and clients worldwide, we have a variety of simple and effective approaches anyone can use to improve results.
What do you like most about your profession?
Consulting since 1978 and in this business since 1984, the rewards come from people who have used my tools and report their successes. We have been selling Lost Dutchman as a team building exercise since 1993 and we get great responses from old and new users. I just got a testimonial from a user in Singapore who has had the game for 19 years and who uses it regularly for their strategy implementation work with senior managers. Pretty much the same reaction to my Square Wheels illustrations, which are simple and elegant and which work to generate issues and opportunities. They are easily adapted to most any performance situation, which is precisely what I had in mind when starting to sell and support them. Simple and elegant - and impacting people at all levels of organizations - lets me leave a footprint.
What questions do clients most commonly ask you? How do you respond?
Clients are often looking for simple solutions and for The Answer and it has been my experience that the answers are within. It is simply so much more effective for the people within the organization to describe the real issues they face and to generate the solutions for those problems. A consultant facilitator, using my materials and approach, is much more likely to generate the ownership / involvement required to actually IMPLEMENT solutions than some outside agent who writes a report about what should be improved. The belief underlying this is simple: "Nobody Ever Washes a Rental Car." People cannot be expected to take ownership in things they do not own.
Describe a recent client engagement or project.
I am much more likely these days to recommend that management purchases a tool and uses the facilitation framework to involve and engage their own people. The Round Wheels are already in the Square Wheel Wagon. The ideas already exist, so we use experiential activities of various sorts to generate the awareness and the impetus for improvement. It is not rocket science, but it is the application of simple processes to improve the facilitation skills of leadership and to generate increased levels of involvement and engagement. A recent client team building session brought together 60 senior managers from worldwide operations, who were being assembled to generate new ideas about ways to improve customer service, plant operations, and systems and practices that underlie all of their businesses. We kicked off the conference with The Search for The Lost Dutchman's Gold Mine, designed to generate collaboration between tabletops - many chose to compete and those learning lessons jumped quickly into the normal cultural issues that prevented or impeded improvement. The next two days generated fabulous collaboration and innovation, based on leadership comments and a testimonial.
How are you different than others in your profession?
I am not a solution looking for a problem. All of my tools and my personal approach involve active involvement and engagement of the program participants in framing up issues and designing potential solutions to make workplace improvements. They are tools for implementation and they create that "cognitive dissonance" needed to motivate people to close gaps and improve results.
Senior Faculty Member at The Institute for Leadership and Global Education (ILGE)
November 1998 - Present
The Institute for Global Leadership and Education (ILGE) is an institution of higher education focused on improving the education and competencies of executives and managers at global levels. ILGE has offices and partners in such locations as the US, Dubai, Singapore, UK, Africa, and Latin America. It delivers its accredited and internationally recognized training and development programs worldwide.
Designer of engagement and motivational tools at Performance Management Company
October 1984 - Present
Team Building Exercise Designer and author of a variety of employee engagement, employee development and employee communication tools -- Scott focuses on employee performance and performance management, motivation and improvement for leadership, trainers and facilitators.
Senior Vice President of Operations at Wherehouse Entertainment
January 1981 - July 1982
In a transition from an unprofitable and nearly bankrupt 126-store chain, the owner died and a new management came in, hired me as a consultant and then gave me full operational control of the stores as well as managing an Employee Stock Ownership Plan. My challenge was to improve teamwork, engage people and manage change with a focus on improving profitability.
We involved and engaged people throughout the organization, decreased employee and manager turnover dramatically, reduced shrinkage and significantly increased profitability. The firm became subject to a takeover and I was forced to leave.
But we built a base of involved and engaged managers and leaders, built solid behaviorally-based performance improvement programs, built teamwork and collaboration focused on sharing best practices and supporting others to optimize profitability and customer service. Those were two hard, but Most Excellent years of work experience.
Manager - Customer Service Quality at The Home Silk Shoppes
January 1980 - January 1981
A chain-wide position focused on improving company profitability by improving customer service quality in all aspects of leadership development, implementation of performance management systems, store manager training and development, and support. Reported directly to the President. On completion of this engagement, his referral to Wherehouse Entertainment was instrumental in getting me that Senior VP of Operations position.
Consultant at Edward J. Feeney Associates
September 1977 - January 1980
Consulting to large corporations like First National Bank of Chicago, Borden's, and many others with long-term field engagements focused on performance improvement opportunities and analysis. Key responsibility for implementation of performance management systems. Worked with Ken Junkins, Tom Peters and other notable consultants in the field of human performance improvement.
Professor of Psychology at Furman University
July 1975 - June 1977
I did not see a good listing for Industry but thought warehousing might be appropriate, at least for some of my students. . I am still on Furman University's excellent leadership development faculty for The Center for Corporate and Professional Development.
University Teaching Fellow at University of North Carolina at Chapel Hill
September 1974 - June 1975
Two graduate students were selected to be University Teaching Fellows, which carried a stipend in addition to full tuition. I taught one class of Introductory Psychology and supervised 12 other graduate student-taught sessions. We self-supported and coached each other along for two semesters, with collected feedback results of our individual efforts.
University of North Carolina at Chapel Hill
Field of Study: Psychology
Iowa State University
Field of Study: Psychology
Field of Study: Psychology
Recovering the Powers of Positive Possibilities – Ideas and Anchors for The Leadership Art of Reframing
Date: Feb 12, 2014
This is a blog post in pdf format, heavily illustrated with Square Wheels poems about people and performance, engagement and innovation.
I Quit! Nevermind. Whatever...
Publication: Self-Published by PMC and Scott
Date: Nov 01, 2012
This is an article about how to engage and motivate the middle 50% of the workforce who are generally decent workers who do not get much attention unlike the ones at the extremes. There exists a great deal of potential here and we provide some overall statistics on the issue as well as ideas for engaging and motivating.
3 Old Oak Drive