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
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Organizations
and
Institutions
and
Society At Large
Need Most!

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1. The website states that GCC's Strategies work in organizations of all types and sizes. What are some examples?

Examples would be large corporations, small businesses, local, state or federal government offices or agencies, law enforcement, financial institutions, providers of healthcare or legal services, schools or school districts, colleges and universities, religious institutions, secular organizations such as charities, associations, foundations, international governmental type organizations (e.g., United Nations Organization) etc., (you get the picture) - - virtually all types are included).

2.Who's "the customer" when GCC's General Strategy is used in organizations such as school systems, religious bodies or denominations, hospitals, the state and federal governments, for example?

GCC's General Strategy was, in fact, designed to work in all types of organizations and the Strategy considers "the customer" as the organization or institution's most valuable asset, and highly important to the very success of the organization or institution itself.

The "customer" can be identified in any type of organization or institution as the recipient of the product and/or service.

For example, "the customer" in organizations such as school systems, religious bodies or denominations, hospitals, the state and federal governments are the following:

• School System: The student and/or parent/guardian.
  
  
• Religious body or denomination: The members.
  
  
• Hospital: The patient and/or the person responsible for the patient.
  
  
• U.S. Federal, State, and local government; other national governments: The citizen or taxpayer.
  
  
• International government-type organizations such as the U.N. European Union, etc: The member States/Taxpayers

All of this relates to GCC's General Strategy in the following way:

When organizations or institutions adopt GCC's General Strategy they come to realize that their very jobs and economic future depend on the people they are serving; i.e., their customers. They then begin to markedly improve their attitudes, behaviors, and working relationships, which has an enormous impact on the institutional culture and the very performance of both the employees and management within the organization or institution.

In the case of government, similar results can be achieved if the "culture" and "policies" in government are modified - - as GCC's Strategy for Government and GCC's General Strategy both recommend.

For example, GCC believes that a person's job in government (and the jobs of that person's managers on up the line) need to be connected to the delivery of service to the Government's major customer – – "the People" (or in the case of an international government-type organization such as the UN, European Union, etc., the major customer would be the member nation and ultimately, the member-nation's people). Thus the performance of that government employee (and the managers on up the line) needs to be measured based on how well or badly they perform.

The end result: GCC's Strategies benefit all stakeholders

So, "the customer" can - - and should - - be identified in any type of organization or institution, and, by so doing, major improvements on how the organization or institution operates becomes more obvious and possible.

3. How is it possible that GCC's Strategies apply to all types of organizations?

GCC stays focused and carries out its mission through the promotion of its Strategies which are unique, mission-focused, no-nonsense strategies that, not only save time and money, but also were designed to be an effective, powerful tool in any work situation.

Under GCC's General Strategy, for example, employees, themselves, at all levels in the organization are mobilized, and are actively involved in carrying out real change as part of their daily work.

GCC employs the power of simplicity together with its unique, no-nonsense strategies that engage the powerful untapped human resources residing in every organization - - a combination that allows GCC to provide its unique service to all types of organizations.

4. Isn’t it an oversimplification to suggest that organizations can improve and become successful simply by applying GCC’s Strategies?

Not at all!

GCC's General Strategy focuses on the mission and on customer- related improvement opportunities which, when placed in the capable hands of an organization or institution's committed, most powerful resource – – its employees at all levels – – then employee-generated and supported solutions that GCC's General Strategy is able to bring to bear begin to appear, which over time improves the organization's ability and capacity to improve and become and remain successful.

When an all-out effort at every level within an organization is directed towards making its customers satisfied - - which is one of the objectives of GCC's Strategy - - things begin to change for the better:

Undertaking such an effort may sound daunting. But with GCC's General Strategy, the transformation occurs simply and painlessly by:

Engaging existing employees, at all levels, in more exhilarating creative efforts in which they have the opportunity, within a flexible well-managed framework, to adjust their own work activities as they apply GCC's General Strategy to their own work.

The end result will be revolutionary in that their own work activities - - all of the things that occupy their entire work day - - are tested for necessity and optimized for relevancy with respect to carrying out the mission. This, alone, will have far-reaching positive effects on the organization itself, and,

As the work activities are improved, focus on adding value for the organization’s most important, but often undervalued, asset - - its customers can proceed!

Keep in mind, It is the customers who:

• finance the very jobs, careers, pay, benefits, and standard of living of all employees at every level, whether the entity is in the private sector (through sales) or part of the Government (via taxes)
  
  
• are vital to the continued viability of the organization itself, its employees at all levels, and for the success of its stakeholders; and in Government, satisfied customers (the People) are vital to keeping the Government on its toes to provide the very best service for the tax dollars spent.

So, there’s no oversimplification here. GCC's General Strategy is a powerful tool. The modest investment that organizations and institutions make in GCC’s short-term involvement will have long-term positive effects on organizations that adopt GCC's Strategies - - both GCC's General Strategy for all types of organizations, and GCC's Strategy for Government that deals with the "political" side of Government.

5. It’s hard to believe that implementing GCC’s Strategies doesn’t involve a heavy investment of time, and create a great deal of disruption in organizations?

No effective management or organization improvement program can be implemented as easily and effectively as GCC's Strategies nor can any produce results that are as substantial, positive, sustainable and affordable .

The impact or end result of GCC's Strategies is that organizations becomes significantly better in the areas that count so that:

(a) the future outlook for the organization, its employees, and its other stakeholders – – in a marketplace that is becoming even more highly competitive – – is vastly improved, and

(b) the organization’s most valuable asset – – its customers – – are given genuine, value-filled recognition, and not confronted with burdensome programs that often attempt to pass for “customer care”.

It is a matter of record that, according to a 1999 study supported by the National Science Foundation with participation by a group of U.S. corporations, most improvement programs end in failure principally because managers have been both unable and unprepared to manage such programs as a dynamic organizational process.

So then, what makes GCC's General Strategy different from other improvement programs?

(a) GCC's General Strategy is implemented by employees, managers, and executives (with the advice of GCC (if needed) as they go about their daily work. Employees at every level in the organization from the most senior executive to the most junior employee are involved.

(b) GCC's General Strategy requires no long training programs (other than a limited number of orientation sessions), no process mapping, no flowcharts, no special forms, no special reports, no long meetings, no long projects, and no special project managers.

The reason for this is that as the Strategy is introduced, its principles are easily assimilated and incorporated into the mainstream-work of the organization, without the necessity of teams of consultants and mechanisms such as flowcharts, forms, meetings, training, etc., that are so typical of other types of improvement programs, all of which make a lot of money for consulting firms and, of course, contribute to driving up the cost.

(c) GCC's General Strategy requires no costly additional resources or structure to maintain(except for effective Leadership and Management) after it is applied.

(d) GCC's Strategies focus on two aspects that constitute the key to “success”: (i) the organization’s most important (but undervalued) asset - - its customers, and (ii) the organization’s most powerful (but ineffectively utilized) resource - - its employees at all levels. The approach, then, is quite simple:

(i) Regarding “its customers”: GCC Strategies provide the path for creating true value for its customers - - the type of value that customers are unable to attain from competitors. Under GCC's Strategies, organizations will be able to sustain the loyalty of current customers and gain the business of new ones.

For Government Institutions, creating true value for the People is always important (even in a "so-called non-competitive environment"). But GCC's Strategies also encourage organizations to look for possibilities of creating even more value for its customers (the People) by encouraging, whenever possible, the delivery of higher quality. lower cost Government services from private-sector organizations under contract with the Government.

(ii) Regarding “its employees at all levels”: GCC's Strategies provide the path for organizations to engage employees at all levels to apply their current innovative talents and skills, and employ the essential character traits in a creative, participative, and meaningful well-managed way.

This leads to transforming the organization into an effective environment in which motivated employees - - working within a flexible, mission-focused framework - - take on responsibility themselves for improving the way things are done and the way solutions are reached.

This Benefits:

( a) the organization; e.g., by keeping it competitive and on its toes to be able to provide quality services at lower costs

(b) its employees at all levels, by giving them an active, meaningful, and vital role in the business process

(c) its customers, without whom the organization could not survive; and in the case of Government, its customers - - the People for whom the Government must continue to improve services at lower costs, and

(d) its other stakeholders, who share in the success.

So, GCC's General Strategy is quite different from other improvement programs in very significant ways that are enormously beneficial to organizations that decide to apply it as an ongoing way of operating.

And regarding Government - - prior to using GCC's General Strategy in Government, GCC's Strategy for Government would first be applied (as the website indicates) to deal with the very negative effects that "elections" and "politics" have on the Government's ability to focus on and work effectively for the American People and the Nation.

6. GCC uses terms such as organization, organizational mission, business, quality breakdown, products, services, work activities, etc.

Don’t these terms usually apply to profit-making organizations and, if so, how do these terms apply to schools, church bodies, government agencies, or other types of non-profit organizations?

The terms can also apply to other types of organizations which may or may not be "for-profit entities," or may or may not always be viewed as “businesses” in the strict sense of the term. Examples would be hospitals, attorney and medical group practices, law enforcement agencies, banks and other financial institutions, schools and school districts, colleges and universities, libraries, government agencies, the military, specialized institutions both private and public, religious bodies, etc.

To illustrate, I will use one of the examples in the question; i.e., those who receive services in connection with their church or religious affiliation.  Although the exact terms may not in all cases be used, the meaning is the same.

Churches are organizations, they do have organizational missions, they provide services, they have work activities, they experience quality breakdowns, they conduct "church business", and so on.

Government agencies, schools, other non-profit entities, etc., can be viewed in a similar way. They too are organizations, they have organizational missions, etc. And, of course, as indicated earlier (see Question #2), churches, government agencies, schools, etc., have “customers” or people they serve who are called members, citizens, beneficiaries, students, etc.

So, the terms that GCC uses can apply to both for-profit and not-for-profit entities.

7. GCC makes the point that all types of organizations have common elements like missions, managers, customers, products, services, quality breakdowns, etc. Is that relevant?

It is relevant if you are in the business of offering services to all types of organizations. An awareness of the commonalities is also useful to the organizations themselves by helping them to get a grasp on what they can do to make a difference. For example, when looking at a cross-section of organizations one finds that:

(a) all have customers who are often undervalued

(b) all have serious weaknesses in their approach to executive leadership, management, and oversight

(c) all have work cultures that are at minimum counterproductive and often self-defeating

(d) all have employees at all levels who are underutilized and/or ineffectively utilized and who, more often than not, fail to recognize a void in their character that limits what they are able to contribute

(e) all have missions that often are vague, completely unfamiliar to their employees, and that may often hinder rather than pave the path to success

(f) all create problems of the type that drive customers to competitors - (in the case of private-sector organizations) and whose customer-care mechanisms often fail to respond effectively to remedy inadequate or poor situations involving customer relations.

So, it is relevant to know that these commonalities exist among the different types of organizations, whether business, government or other types. 

For GCC, it serves as the basis for developing effective solutions. 

For the organizations themselves, it helps them to better understand that many organizations have problems that are very similar, and anything that can be done to improve some or all of these problems may well provide the advantage they need over their competitors.

8. What is the most pressing problem in the near-term for organizations of all types?

There are two:

First, organizations need to step back and consider what they are doing or not doing at every level of the organization or institution that may affect their ability to be successful. Applying GCC's Strategies will set organizations on the right path.

Second, organizations that have yet to become serious about a strategy for effective presence on the World Wide Web need to take action very soon if they are to remain competitive in both the near-term and long-term. And for those who have established a web presence, their websites need to be examined from a "user or customer standpoint" to determine the effectiveness.

9. Through the years, there have been many improvement programs that claim to have the answer to how organizations can become successful.

Suppliers of these programs use a variety of different approaches and methods which they claim achieve “unparalleled” performance. These programs often seem to impress executives who pay big dollars for implementation in their organizations.

But, later, customers and even employees, appear to be baffled as to what really has improved. Aren't GCC's Strategies just the same as those programs?

GCC’s Strategies are unlike other improvement programs which are typically complex, often organizationally disruptive, always extremely costly, and, in the end, too often ineffective.

To begin with, GCC's Strategies are simple and logical! They are the least disruptive to the organization than other improvement programs that GCC is aware of. And GCC Strategies are affordable from the standpoint that much of it is the "re-programming" of existing staff at all levels of the organization or institution. GCC's Strategies are:

• Simple and logical. GCC's Strategies take a simple, no-nonsense, no-spin approach to transforming the culture which enables organizations to focus on those activities that support its mission. Irrelevant, time-consuming bureaucratic activities and behaviors become a thing of the past.
  
  The least-disruptive programs primarily because employees at all levels of the organization come to the full realization that the change that GCC's Strategy brings about actually makes their jobs easier and more fulfilling, and that what they do daily - - and how they do it - - actually is meaningful, and contributes directly towards strengthening the organization and thus the security of their own jobs. Viewed in this light by the employees, their mood is one of greater cooperation and acceptance, and devoid of the disruption that other programs generate.
  
  
• Are simple and require neither a team of consultants to implement nor a consulting firm whose high overhead is reflected in its fees. It simply takes strong Leadership and Management, and help from GCC, if necessary.

So, GCC's Strategies are not "the same as those other programs” and GCC's Strategies will definitely not leave customers or employees wondering what really has improved for them.

10. The Website states that GCC Strategies bring employees at all levels of an organization around to thinking about the impact on themselves their job, income, benefits, living standard, etc.) in the event that the organization were to lose its competitive advantage and perhaps even fail.

Isn’t that using “scare tactics” to get employees to work harder? Does that really work?

We are in an enormously different era with respect to what is required of organizations to remain competitive. Let me start by sketching a very brief picture of the marketplace.

It is a marketplace that is evolving principally on two fronts:

(a) traditional organizations that are expanding to electronic commerce; i.e., e-commerce, and

(b) new organizations that are e-commerce only.

As such, the marketplace is becoming more-and-more dynamic, volatile, and aggressive as never before. E-commerce is without geographical boundaries and virtually globally accessible instantly, 24/7, by smart “professional” buyers and/or consumers who demand more, make instant on-line comparisons of products, services, and suppliers, and then close the deals without ever having left the comfort of their homes or offices.

On the supplier side, the competition to attract the business of the endless, growing number of computer-equipped, 24/7, smart buyers and/or consumers is extremely intensive to say the very least and will become even more so as more-and-more organizations begin to fully understand the enormous power and opportunities that the electronic marketplace provides. These organizations will be competing head-to-head with potent rivals - - both current and new - - whose primary objective is “to make the sale”. Today, slick, attractive websites that provide detailed descriptions/specifications of products and services, instant-turnaround pricing and sales notices and alerts, and fast “purchase-to-delivery” processing, etc., are replacing conventional methods in the race to gain a competitive advantage and market share.

Organizations will be facing enormous challenges as never before experienced to be able to remain competitive, and they will have to adjust the way they operate to be able to compete and be successful, or face the consequences that could very well mean a “smaller market share” a “cutback in organization size” or even “failure”.

Given that sober, realistic background, organizations will find it increasingly more difficult to be able to effectively achieve a competitive advantage without the active support of its most powerful resource - - its employees at all levels, which GCC's General Strategy makes possible. On the other hand (and this is getting to the crux of the question), employees at all levels (from the most junior employee to the most senior executive) have a vital stake in keeping the organization not merely functional but rather highly competitive in this new business era. At stake are:

The Very Jobs, Income, Benefits, and Living Standards Of The Employees At All Levels In The Organization As Well As The Interests Of All Other Stakeholders!

That is the reality of the situation that employees (including also executives and managers) at all levels need to understand and act on.

Engaging employees in the process of making the organization successful in the manner that GCC's General Strategy prescribes not only achieves success for the organization, its employees at all levels, its executives, its managers, and its other stakeholders but also, engages and encourages employees to use their innovative talents and skills and employ the positive character traits that energize them to contribute towards making the organization unstoppable in achieving its fundamental mission to become and remain competitive.

So there are no “scare tactics” used here to "get employees to work harder". To the contrary, GCC's Strategy is unique in that it brings about the enablement of employees at all levels to work smarter (not harder) by transforming the workplace culture in a sustainable way that benefits all parties including:

• the employees at every level as the major participants and beneficiaries
  
  
• the organization, as the unifying, guiding force
  
  
• the customers as the organization’s most vital asset, and
  
  
• the other stakeholders who share an interest in the organization’s success.

Regarding Government, it, too, will be facing more challenges as never before experienced to be able to deliver better services at lower costs. Not merely will Government have to adjust the way it operates, but, in fact, it will have to TRANSFORM the way it operates starting in the Executive and Legislative Branches where the elected officials and their appointees reside and run things.

GCC's Strategy for Government was specially designed to deal with the fundamental problems that "elections" and "politics" bring to the Executive and Legislative Branches. That strategy, as the website points out, would apply in those Branches prior to applying GCC's General Strategy to the balance of Government.

11. When referring to the “employees” of the organization who would be involved in the GCC General Strategy, the website frequently states “employees at all levels” or “from the most senior executives to the most junior employees”.

Does that mean that everyone, including executives, are involved?

Also, it is often stated that the GCC General Strategy is implemented by the employees themselves. Does that mean employees, managers, and executives - - and if it does, what roles do they have?

Finally, the website states that the GCC General Strategy transforms the work or workplace culture. How is that possible?

Yes, everyone including executives, managers, and employees are involved in GCC's General Strategy. GCC transforms the culture and provides the platform for the organization to be and remain successful. Executive commitment and the involvement of managers and employees are vital components. Of course executives, managers, and employees have their own specific roles - - which is covered next.

Yes, unlike other improvement programs, the GCC's General Strategy is implemented by employees, managers, and executives within the context of their specific roles in the organization. GCC's General Strategy does not dictate what executives, managers, and employees do but it does create an environment in which employees at all levels apply their innovative talents and skills in a more collaborative, effective way to achieve the mission of the organization.

Also, by design, GCC's General Strategy fits different types of organizational environments from the most traditional, hierarchical structures to the most contemporary, “boundaryless” settings. To be effective, GCC's General Strategy does not require a particular organizational structure or management style.

Yes, GCC's General Strategy does transform the work and the workplace culture to enable an organization to achieve the mission of becoming and remaining competitive, and it is able to accomplish this by mobilizing the organizations most powerful untapped and underutilized resource – – its employees at all levels.

The transformation occurs when employees at all levels, including also managers and executives, begin, not only to understand and internalize the significance of the need to take action regarding customers and employees around whom the organization’s work agenda needs to be centered, but also, and more fundamentally, to become aware of, adopt, and practice the honorable values that are essential for achieving the highest level of excellence and bottom-line success.

In addition GCC provides a checklist of areas within the organization in which some very specific improvements (requiring little effort, but producing significant benefits) will likely be needed:

(a) Regarding “Customers” whom GCC refers to as "the organization’s most important, but undervalued, asset": They finance the jobs and benefits, and support the living standards of employees at every level in the organization.

Without customers, the organization would cease to exist. Under GCC's General Strategy, the organization's employees, managers, and even executives are brought around to understand and internalize how valuable and essential customers really are, not only to the success of the organization and all of its stakeholders but also to the maintenance of there own livelihood.

This recognition alone can have a dramatic, positive effect on how employees, managers and even executives perceive customers, and how customers can impact the organization by, for example, directing there business there rather than to the competition.

(b) Regarding "employees” (from the most senior executives to the most junior employees) who are the organization’s most powerful, but underutilized, resource: Under GCC's General Strategy, employees at all levels are actively engaged and involved in applying their talents, skills, and values for transforming the organization into a powerhouse for achieving excellence, bottom-line success, and sustainability for the benefit of all stakeholders.

Of course, executives chart out their own specific roles but what is important is that they actively support the GCC Strategies that they endorse!

(c) Regarding areas for improvement: Ensuring that certain "areas" within the organizations, having to do with the organization’s customers, employees, products, services, and policies, take into account and fulfill certain requirements that strengthen the organization’s competitive potential. These "areas", which appear on an OrgCheckList here are those that are sufficiently important to the success of the organization to warrant a review to ensure that certain essential standards of performance and quality are not only included, but also regularly observed.

I should also note regarding the Government - - While much of what I covered above also refers to the Government, there are some distinctions which GCC's Strategy for Government covers separately.

12. Are “good products and services” what spell success for an organization? If so, why doesn’t GCC's General Strategy focus on that?

Certainly having good products and/or services - - for which there is a customer demand - - is quite important for an organization to succeed, but also are a host of other factors, such as, for example, leadership, integrity, customer satisfaction, pricing, quality, delivery, value, marketing, internal costs, budget management, efficiencies, effectiveness, compensation and benefit programs, and, of course, management and employee attitudes and performance, all of which contribute to the success of the organization. So there are numerous factors that contribute to “spelling success”.

For that reason, GCC believes in a multidimensional approach, one that is non-disruptive to the organization, that re-orients the attitudes of its most powerful resource - - its employees at all levels - - and focuses their energies on significantly affecting those areas, within the organization, that produce the most positive results for the organization or institution - - results that lead to achieving its mission and securing for its executives, managers, employees, customers, and other stakeholders a heightened level of success in which they can all benefit.

So, focusing only on a single aspect like good products and services is only part of the total picture and would not be in an organization's best interest. This is why GCC's Strategies cover the numerous factors that spell success.

13. The website suggests that GCC's General Strategy is able to be so unique and successful because it enables employees at all levels to use their innovative talents and skills to achieve results.

What about employees who have no innovative talents and skills or who aren’t interested in contributing their talents and skills for the purposes you describe?

I don’t believe that there are many employees who would fit the categories you describe because given the right opportunity, the right environment, and the appropriate "honorable character" orientation, employees would be able to participate and contribute sufficiently to produce the results that are possible under GCC's General Strategy. In fact, most organizations are likely to be surprised at the level of participation and contribution that results when employees are given the appropriate orientation, and opportunity to participate in meaningful ways.

14. Aren’t all of the employees who work in today’s organizations already busy working and carrying out the activities and functions of the organization? How can they be expected to do the things that are necessary under GCC's General Strategy? Aren't consultants the ones who implement these programs?

Employees in today’s organizations may, as you say, be “busy working and carrying out the activities and functions of the organization”. The issue here is with the terms “busy” and “activities and functions of the organization” because employees can, in fact, be “busy” carrying out “activities and functions” but those activities and functions are often irrelevant to the mission that the organization (or one of its units) is attempting to achieve.

And it is precisely here that GCC's General Strategy brings organizations to the realization that the enormous supply of time and effort currently spent doing irrelevant things can be made available and reapplied to doing the things that are relevant. In addition, when employees are given the opportunity (as they will be under GCC's General Strategy) to apply their innovative talents and skills, it is amazing how much they can accomplish. It’s as simple as that!

As to your question about “consultants”, it is true that consultants do usually implement programs of this type, but GCC's General Strategy is unique, and its very success, in great measure, is precisely because the Strategy was designed to be implemented by the employees themselves as they go about their daily work. And, as being part of the process themselves - - and with the appropriate character training - - they are able to achieve amazing results.

15. How important are Mission Statements to the success of organizations?

“Mission statements” are important to the effectiveness and success of organizations.

Unfortunately, many mission statements are often lofty ideals that are either relegated to the walls of executive offices or to a page in the annual reports or in other publications. They do little to inspire or guide an organization's human resources to transform the statement into relevant, effective and executable activities that serve to achieve success for the organization.

In fact, many employees at all levels of the organization are often uninformed or even uninterested as to the mission of the organization in which they work – – the very place where they spend a major part of their waking hours and which supports their very livelihood .

So what’s the answer?

The full significance of mission statements needs to be understood in the context of how best they can be used to achieve success for their particular organization in a practical way.

As stated on this website, GCC believes that simple and meaningful mission statements should be used at every level in an organization to articulate, in practical terms, what needs to be done to support the corporate or institutional mission. The corporate mission statement should set the stage for statements that should be issued by all units at every level throughout the organization, on which every unit's work program (i.e., what people do every day) should be based.

This is why, under GCC's General Strategy, the work of all employees - - meaning each and every employee in the entire organization - - would be related in a meaningful way to the institutional or corporate mission.

The strength of this approach when applied correctly is that it sets a corporate or institutional parameter within which employees at every level work to achieve the overall mission with as little or as much flexibility as the management style of a particular organization permits.

WITHOUT GCC's type of institutional or corporate approach to mission statements:

(a) the work of countless numbers of employees throughout an organization can (and does) over time easily assume a life of its own, become fragmented, irrelevant, and extremely costly

(b) the organization’s effectiveness can be (and often is) compromised without even an awareness that it has taken place, and

(c) the possibility of an organization's achieving and sustaining a heightened level of excellence and bottom-line success is lessened!

However, under GCC's Strategies, all employees come to understand what's at stake - - from their personal standpoint - - and are therefore highly motivated to contribute daily to the success of the organization.

16. The website states that GCC's General Strategy “secures” a successful future for organizations. It sounds as though if an organization adopts GCC's General Strategy, it will mean "success" for them. Isn’t that misleading?

No, it is not misleading at all because GCC's General Strategy includes those aspects necessary for an organization to sustain a competitive advantage and thus secure for itself a successful future.

"Being successful” and “sustaining a level of success” doesn’t just happen itself; it requires a number of elements: For example, customer interest and demand, satisfied customers, good leaders, good managers good employees, good products, good services, attractive pricing, efficient and effective operations, effective marketing, etc., and, last but not least, the right workplace culture - - underpinned by a workforce whose members are sensitive to and practice honorable character traits in whatever they do.

The better an organization becomes in any one or all of these elements (as compared to the competition and/or in the eyes of customers and potential customers), the better will be the degree of success that the organization can build for itself, which GCC's Strategies were designed to enable organizations to attain.

17. How does GCC's General Strategy apply to large profit-making corporations and also to other types of organizations, large or small, for-profit or not-for-profit, regardless of their mission, etc?

GCC's General Strategy does apply to organizations of all types and sizes regardless of their mission. Let me try to explain by covering the size, type, and mission separately.

Starting with “size”: Whether organizations are large or small, they are similar in these significant respects: they have missions, budgets, costs, employees, customers, suppliers, problems, and stakeholders, etc. So, the difference insofar as how GCC's General Strategy would apply to the large or small organization is really not an issue. The Strategy was designed to be carried out by its employees as part of the daily work, regardless of the size of the organization.

Regarding ”type”: Whether an organization is a commercial type, one of the many non-commercial or not-for-profit types, or an agency of federal, state, or local governments, and even religious organizations. They still are similar in the significant aspects which GCC's General Strategy was designed to improve. While terminology may vary somewhat between and among the various types of organizations, they all include leaders, executives, employees, customers, competitors, stakeholders, members, budgets, costs, problems, etc. So “type” is not an issue at all.

One thing to remember is that an additional Strategy "GCC's Strategy for Government" (also on the website) was designed to deal with the special problems that "elections" and "politics" bring to Government, especially in the Executive and Legislative Branches of Government. It is a strategy that, generally, would be applied to Government before GCC's General Strategy is applied. GCC would make that determination depending on exactly what the Government is attempting to achieve. Nevertheless, removing the politics from Government would, as GCC's Strategy for Government recommends, be a major step forward in "Changing The Way Washington Works".

Regarding “mission”: Whether an organization is a manufacturing and sales corporation, a national retailer, a financial institution, an association, a health-care provider, a private school, a government organization, a religious body, a law firm, etc., - - a mixture of missions, and even sizes, and types of organizations), GCC's General Strategy was designed to apply equally well, making the "mission" - - or what the organization or institution was established to do - - a non-issue.

To summarize, the key here is simply this: Organizations are formed (or organized) to achieve some purpose: many, to make a profit; others, to provide a needed service that transcends profit-making (e.g., charities, faith-based institutions, etc., and still others that provide for the common good through federal, state, and local government services.

All of these organizations have common elements that include missions, leaders, executives, managers, employees, customers, competitors, stakeholders, budgets, costs, bottom lines, politics, elections etc.

Any of those elements can (and often do) create problems that impact the capacity of organizations to be as successful as possible.

GCC's General Strategy solves those problems in an amazing no-nonsense way so that organizations, regardless of their type, size, or mission, can focus on achieving and sustaining bottom-line success for themselves and all other stakeholders.

And, in the case of Government, GCC's Strategy for Government would normally be applied first to remove the "Politics" and pave the way for applying GCC's General Strategy which is also used, of course, for all other types of organizations.

18. How much time does GCC have to spend with an organization to get GCC's General Strategy up and running, and how much does it cost?

Because the Website extensively covers what is needed to make organizations highly effective and successful, GCC would like organizations to consider assigning a qualified existing staff member to lead the effort that GCC recommends.

However, if required by an organization executive after discussing with GCC, GCC would consider some level of advisory support to assist the organization and/or appointed staff member.

As to cost, that could be negotiated and would depend on the agreed-to arrangement.

19. Will GCC's challenge to any Federal Government Administration or to the American voters "TO Change The Way Washington Works" ever come to pass?

GCC's Strategy for Government was designed to change the very thing that the question raises. GCC understood from the start that the Strategy had to include a way to "motivate" either the President, the Congress or both to take action or nothing would be done!

The Washington culture in Government must be exposed for what it really is: A far-reaching, counterproductive culture steeped, for example, in:

• demagoguery
  
  
• personal, political, ideological motivations and agenda
  
  
• Congressional rules, procedures, and customs that prevent an effective-to-the-point democratic airing of "real and true relevant facts" on the one hand, and on the other hand that allow the considerable waste of valuable time on irrelevant, politically motivated, self-serving discourse that all-to-often reaches the level of demagoguery
  
  
• special interests and privileged treatment
  
  
• highly questionable, irregular, unethical, and sometimes criminal behavior.

So, the Washington culture has far-reaching negative implications within the institutions of Government and beyond. It is a damaging culture that has no place in our system of representative government - - a system in which the interests and safety of the American People should be at the forefront, rather than the politics, ideology, self-interests, and personal agenda of the officials who were elected to represent the People.

It is a culture that needs to be changed NOW so that the Nation's elected officials focus like a laser on what needs to be done in the best interests of the American People for whom those elected officials are in Washington to represent and serve.

GCC's Strategy For Government is certainly designed to change the way Washington works just as soon as someone in Washington - - either this President, this Congress or a future President and/or Congress - - becomes committed to doing just that!

The American People deserve the "Real Change" that only GCC's Strategies and approaches will be able to deliver!

20. Regarding GCC's Vision: Today's organizations and institutions have many problems, themselves, including their own workplace culture that is often dominated by bureaucratic red tape, bad conduct and behavior on the part of their top managers and employees at all levels, and problems related to productivity, efficiencies, and effectiveness in general, none of which they seem to be able to manage very well.

And yet, GCC's Vision, suggests that these very same organizations and institutions around the world can actually improve themselves by changing their workplace culture through "character training" of their employees who would then apply that training in the workplace, and then extend it to their personal lives and interactions with their families, friends, and others, and that this then would eventually lead to improving the culture worldwide.

Isn't that wishful thinking?

It certainly would be "wishful thinking" merely to "suggest" such an approach. There needs to be a strategy and a plan of action behind it!

GCC's approach is a strategic approach - - a Strategy - - that lays out a plan of action that is, not only doable and implementable, but also, that integrates that strategy with GCC's daily Mission of:

First and foremost providing real, no-nonsense solutions, today, so that organizations and institutions of all types can achieve the highest possible level of excellence and bottom-line success on behalf of their own stakeholder groups - - whether they are private-sector organizations or government institutions - - thus, first, and most importantly, providing for their own sustainability and effectiveness, and,

Secondly, with the "employee character training and culture renewal", for the benefit of the organization or institution, in progress, employees at all levels (including also leaders, executives, and managers) can begin reaching out to Society through a variety of influential ways; e.g., simply by the example of their renewed behavior and conduct in the course of their daily business contacts, their normal contacts with their families, friends, and others, and in their business and personal travel or even through other contacts such as personal initiatives, websites, memberships, etc. This would amount to an organization or institution's noble strategic effort to improve and advance society at large - - an effort that goes beyond their primary corporate or institutional purpose but that exemplifies their values in concrete terms and actions that over the long term benefits, not only the image of the organization or institution itself and its excellence and success, but also society at large!

GCC's Strategies accomplish this by introducing and/or restoring the essential Character Traits in their employees that, on the one hand, gives meaning to, and energizes them to achieve a higher purpose for society at large while, on the other hand, serves to motivate these same employees to contribute their skills and energy to improve the very organization or institution in which they are employed, resulting in a win-win situation on both counts.

A summary of GCC's Vision that follows covers the above:

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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