Examples
of
What GCC Can Do For
Organizations
and
Institutions
in
FIVE
COMMON,
BUT
OFTEN
OVERLOOKED,
PROBLEM
AREAS!

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Restoring
CHARACTER
In
INDIVIDUALS
Based On
Honorable Values That Define
An
Individual
as
PRINCIPLED
Is
Exactly
What
Organizations
and
Institutions
and
Society At Large
Need Most!

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GCC Provides Unique, No-Nonsense, No-Spin Management Consulting Solutions That Restore Character, Leadership, Integrity, Confidence, Excellence, and Bottom-Line Success
For Business, Government, and Organizations of All Types
While Improving Society At Large!

GCC Identifies and Solves the Fundamental Problems
Found In All types of
Organizations and Institutions Worldwide!

The Very Problems That Prevent
Organizations and Institutions From Achieving the Highest Level
of
Excellence and Bottom-Line Success!

GCC's Strategies and unique, no-nonsense management advice and execution techniques are key to solving the problems found in all types of organizations and institutions worldwide – – problems that can and do affect the level of excellence and bottom-line success that an organization or institution is able to achieve.

GCC classifies these problems as follows:

1. Leadership
   
2. Management
   
3. Mission
   
4. Workplace Culture
5. Policies. Procedures, Processes
6. Customers and Others Served
7. The Organization or Institution's Human Resources
8. Specialized Problems

The first reason is this: The things that make an organization or institution ineffective in achieving a more heightened level of excellence and bottom-line success often derive from two failed efforts of the organization or institutions human resources up and down the line which include:

(a) the failure of executives, managers, and employees to effectively work in tandem towards achieving the organization or institutions mission, and

(b) a failure related to existing policies, procedures, and processes, together with the workplace culture. These need to be made relevant and effective for achieving the organization or institution's mission.

The second reason is: When executives, managers, and employees operate as GCC advises, that trio can and should be the most powerful, invincible resource for ensuring excellence and bottom-line success for everyone, including themselves, all of whom have a stake in the success of the organization or institution.

GCC presents the following commentaries on the eight fundamental problems found in most organizations and institutions worldwide – – problems that GCC not only identifies, but also provides the solutions:

1. Leadership
   
   Ineffective Leadership -- YES, Ineffective Leadership -- is the primary reason that organizations and institutions fail to be as successful as they otherwise could be.
   
   Conversely, Effective, Honorable Leadership -- a rarity -- creates an environment that energizes, influences, and engages the human resources throughout the organization or institution (i.e., its executives, managers, and employees) to work in tandem to successfully carry out its mission that, in the end, will benefit all stakeholders including the executives, managers, and employees, and stockholders, if applicable.
   

   The top executive (or equivalent leader) should set the tone for the type of "workplace culture and operating environment" that will be expected within the entire organization or institution – – a tone that, in effect, should carry a message for all to hear, understand, and internalize.
   
   That message simply comes down to the reality that has always existed but has never been explicitly stated and certainly never effectively solved – – a reality that some might say is obvious or others, that it has undertones that are negative – – but that GCC, nevertheless, believes is highly useful to clearly state in bottom-line terms.
   
   And that message is this:

    

   All executives, managers, and employees are expected to do their share and very best to make the organization as successful as possible, in other words . . . DO THEIR JOB EFFECTIVELY! By so doing, executives, managers, and employees contribute to the success of the organization or institution itself as members, themselves, of the family of stakeholders, without whose participation the organization or institution would fail! But also, by doing their part effectively, the executives, managers, and employees contribute to their own success from the following standpoint: Their very jobs, level of income, benefits, and living standards are made possible so long as the organization or institution in which they are employed and share responsibility continues to be successful and viable! So, Keeping The Organization or Institution Successful and Viable By Their Very Contribution Is An Objective in Which The Executives, Managers, and Employees THEMSELVES Have a Continuing Stake!

   
   The above must be unmistakably and abundantly clear to everyone in the organization:

   Its MEANING should be reinforced daily by management at every level AND become a very part of the Workplace Culture! In Other Words, Human Resources At All Levels Should Be Ever-Mindful That What They Do Daily At Work Should Be EFFECTIVELY CONTRIBUTING to the Success of the very Organization or Institution Itself! Actual Adherence Should Be Regularly Monitored and Formally Evaluated At Least Annually as part of an EFFECTIVE Performance Review and Compensation Process!

   
   A top executive should:

   (a) never assume that things are working effectively, smoothly, or ethically throughout the organization or institution

   (b) trust the people under his/her leadership but also have appropriate, effective methods in place to verify that trust

   (c) see to it that criteria are established against which everyone in the entire organization or institution from the most senior executives down through all levels to the most junior entry-level employee will be held accountable for their specific areas of responsibility AND for any inappropriate or unethical conduct and behavior

   (d) ensure that the review process in place EFFECTIVELY evaluates individual performance against relevant criteria on a formal basis at least once annually with interim reviews taking place as needed

   (e) ensure that amounts of compensation increases are tied to the level of performance against the criteria established

   (f) above all, lead with integrity which, apart from being the right thing to do, will inspire others throughout the organization or institution

   (g) see to it that information that is released for public consumption is communicated accurately and factually.

   
   GCC certainly doesn't expect the top leader to be involved in all of the activities that go on within an organization or institution. BUT effective leaders should be able to lay out the general principles (with specifics where needed) on how the organization or institution should function under their leadership.
   

   In the area of LEADERSHIP GCC not only addresses this vital area, but also provides real solutions to the problems on which leaders, for a variety of reasons, often fail to involve themselves – – problems that have negative effects related to integrity and the level of excellence and bottom-line success that an organization or institution is able to achieve.

    

2. Management
   
   Managers often do NOT carry out and follow through on their primary responsibility to ensure that their staff and employees are working and contributing effectively in support of the organization or institution's primary mission . Such neglect has serious consequences for the organization or institution – – consequences that directly affect the bottom line.
   
   Another area in which Managers are often weak is in ensuring that employees within their own units are working in tandem rather than at cross purposes.
   
   The lack of coordination between and among employees within a unit and between and among employees throughout the organization or institution can be a cause of failure to achieve and sustain a more heighten level of bottom-line and/or mission-focused success - - success at a level that would otherwise be well within the capacity of these organizations or institutions to achieve.
   
   Finally, managers are often weak in (a) coaching their employees, (b) holding their employees accountable for their areas of work (c) effectively evaluating the performance of their employees and (c) relating and awarding any pay increases for their employees based on the actual level of performance. Improvements in the way managers carry out these functions can contribute towards achieving excellence for the organization or institution and improving its bottom line. The same, of course, applies to the coaching and reviewing of management staff.
   
   Weak and mediocre managers produce weak and mediocre organizations and institutions. Effective managers can reverse that trend.
   

   In the area of MANAGEMENT, GCC provides the solutions for enabling managers to be effective at managing employees throughout the organization or institution to work and contribute effectively in support of the mission.

    

3. Mission
   

   The mission of many organizations is often unknown or unclear to the very employees who work there.

   Even in cases in which employees may have some familiarity with the mission - - many of the work activities they perform day-in and day-out , which are costly, are often only loosely related if not totally irrelevant to the task of successfully achieving the organization or institution's primary mission.

   Today, the use of mission statements usually ranges from those organizations that have none to those who use them for annual reports, to those who frame them for board rooms, lobbies, and executive suites.
   
   They are often prepared for different purposes, intended for different audiences, and range in length from one sentence to multiple pages.
   
   GCC has a different view about mission statements.
   
   GCC believes that they should be "living documents" in the sense that at least annually the leaders agree on the mission for a given year.
   
   GCC believes that the mission statement should set the stage for everyone – – every single person in an organization or institution from the highest level executive or leader to the lowest entry level employee – – to be working from the same script to ensure that the organization or institution is moving in the same direction to achieve its main mission.
   
   Parts of the statement may indeed be the same each year but, today, there are enough changes from year-to-year within an organization or institution, within a nation, and throughout the globe that will affect an organizations or institutions direction for the year at hand - - and, thus, impact its mission.
   

   Apart from how organizations and institutions use mission statements today, GCC believes that the most important reason and the most effective, useful purpose for preparing mission statements is to communicate the mission of the organization or institution to the managers,employees, and others who work there, and that it should be used as the basis for preparing the annual work program for each unit of the organization or institution.

   
   

   In the area of MISSIONS GCC brings the mission into focus, ensures that the work activities are relevant and effective, and, as a result, transforms the organization into a powerhouse for focusing on but, more importantly, for achieving, mission-related results that tangibly benefit the organization, its executives, its employees at all levels, its customers, and its other stakeholders.

    

4. Workplace Culture
   
   Most executives, managers, and other leaders rarely focus on the one component within an organization or institution that can have a significant impact on achieving a more heightened level of sustainable excellence and bottom-line success from both financial and mission standpoints. That one component is the "workplace culture".
   
   The "workplace culture" is the environment that usually develops over the years NOT as the result of effective leadership and management but rather from the absence of such. It represents how effectively or ineffectively organizations and institutions operate and how they come across (i.e., favorably or unfavorably) to customers and others for whom these organizations and institutions were established or are in business to serve.
   
   A common workplace culture that exists within most organizations is a culture geared towards the "status quo" or "business as usual". While work does get done and interactions do occur, the impetus, nevertheless, is sorely lacking for doing the very things that contribute most, not only for the success of the organization, but also for the benefit of its employees and its other stakeholders.
   
   This common "workplace culture" is a counter-productive culture that imperceptibly influences many, in varying degrees, in negative ways, and at all levels within the organization.
   
   The "workplace culture" is an area that causes many problems and that deserves the attention of top management.
   
   

   In the area of WORKPLACE CULTURE GCC enables a transformation of the existing workplace culture to occur - - one in which the employees at all levels contribute their talents for the success of the organization or institution of which they are a part. As a result, the employees themselves together with all stakeholders share in the benefits.

   
   
   For more about the workplace culture see here.
   

5. Policies, Procedures, Processes
   
   This area includes how relevant and effective policies, procedures, and processes are in achieving what they were established in the first place to do.
   
   Organizations and institutions often get bogged down in massive volumes of paperwork in the form of directives (e.g., policies, procedures, etc) that are very expensive to create and maintain. In addition, they often do NOT effectively achieve what they were created to accomplish.
   
   In addition, work processes get introduced over the years which take up valuable time that could be devoted to more important tasks.
   
   

   In the area of POLICIES, PROCEDURES, and WORK PROCESSES GCC applies four simple steps to determine whether a policy, procedure, or work process should be introduced and/or should continue to be maintained. The four steps can be found here.

    

6. Customers and Others Served
   
   The leaders in many organizations often give lip service to the importance of customers and others served. More significantly, however, is that they've failed to internalize the significance of the fact that customers and others served are also an organization or institution's most valuable asset.
   
   For example, imagine what these organizations and institutions would be without their customers or others they serve. Could they survive?

   • a business without customers
     
   • a hospital or physician without patients
     
   • a government without citizens
     
   • a school without students
     
   • a religious body without members.

   And yet, many leaders in organizations and institutions don't often think very deeply in these terms, for if they would, they would be serious about actually treating their customers and other they serve "as their most valuable asset" – – then things would begin to change for the better.
   
   

   In the area of CUSTOMERS AND OTHERS SERVED GCC brings to the forefront the value that customers and others served represents to the very success of the organization or institution. GCC's approach dramatically changes, in a positive way (a) how customers and others served are treated and (b) how customers and others served view the organization or institution in terms of whether they want to continue to be customers, members, etc., or not!

    

7. The Organization or Institutions Human Resources
   
   How many executives and other leaders have you met who refer to their employees at all levels (or their counterparts depending upon the organization or institution) as their organization or institution's "most powerful resource"?
   
   Or, how many executives and leaders ever talk about – – let alone deal with – – the problem of how to effectively engage and mobilize that resource to enable it to become the organization or institution's most powerful resource?
   
   GCC gets to the very heart of what makes any type of organization or institution reach its highest potential in excellence and bottom-line success!

   
   

   In the area of the ORGANIZATION OR INSTITUTION'S HUMAN RESOURCES Working with executives, managers, and employees, GCC enables the three groups to work together to form an invincible trio for achieving a heightened level of excellence and bottom-line success while effectively and successfully achieving the organization or institution's mission.

8. Specialized Problems
   
   There are other problems that executives, other top leaders, and managers face within their particular organizations or institutions – – problems that may be specific to a sector or even to a particular organization or a unit within an organization or institution.
   
   

   In the area of SPECIALIZED PROBLEMS GCC evaluates any specialized problems and determines the best approaches for arriving at the most effective, straight-forward, no-nonsense solutions.

   
   

Is
INTEGRITY
Possible
In
Presidential
Campaigns,
Debates,
And
Elections?

GCC
Says
YES!

The
Partisan
Animosity,
Personal
Attacks,
And
Half-Truths
That
Have Become
So Much
A
Part Of The
Political
Process
Have No
Place
In
Presidential
Campaigns,
Debates,
And
Elections!

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