Welcome to EtyKaGroup. EtyKaGroup is an organization whose mission is to help organizations realize their true potential and undiscovered opportunities by addressing the real problems and challenges. Our methodology is not complex. We help individuals in organizations identify or re-discover their shared purpose. We teach people the importance of truly “knowing thyself” and understanding the people they work with. Once people understand the shared purpose, themselves, and others; solutions, opportunities, ideas, excitement, commitment, and energy follow.
I invite you to subscribe to my website and stay apprised of new breakthroughs, discoveries, ideas, approaches and EtyKaGroup success stories.
My very best to you,
Thank you for visiting my new website. I hope that you will find what I have to say relevant, thought-provoking, and inspirational. EtykaGroup's mission is to help organizations achieve their purpose and mission through and with their people - employees, leaders, associates, stakeholders, volunteers, etc. All organizations have stakeholders, and while some may debate which stakeholders are most important, I don't find this to be a productive conversation. The more important conversation should be about how to engage all individuals in ways that bring out creativity, loyalty, productivity, sustainability, and work-life balance. When people are at their best; they bring their best.
In today's world many people are waiting and watching, demonstrating apathy and disengagement, offering criticism and cynicism rather than doing what they can. It seems as though people are waiting for the right person to do the right thing. Pretty vague plan! This attitude or belief creates a lull, a slowdown, and stagnation to find new and better ways to work, improve processes, strengthen relationships, and build healthy and sustainable partnerships. While we wait for others; we are doing just that: waiting. Perhaps Gandhi said it best, "Be the change you want to see in the world."
My version simply asks people to make "personal change for greater change" by looking within to find the answers and the courage. For the past three years I have been working with author and international lecturer Dr.JoeDispenza to teach people how to do this very thing. (Learn more.) We teach individuals that there is a "science to changing your mind," and more importantly:
- How to "change our minds" using new discoveries in neuroscience
- How to apply this new knowledge to our individual lives
- How to create new possibilities and different experiences (some might refer to this as a new or different reality!)
There are links between leading organizations effectively and the sciences.
I am re-reading Margaret Wheatley's book, Leadership and the New Science, and am struck by some of the testimonials:
Jim Kouzes, coauthor of The Leadership Challenge and Credibility says: "A pioneering voyage of discovery into the essential elegance and simplicity of organizations. This is a book that must be read by any thinking manager, consultant, or professor who wishes to shake loose the shackles of limiting, old-world views and be free to explore the bountiful possibilities of what is in front of us."
Marvin Weisbard, author of Productive Workplaces and Discovering Common Ground says: "If you are committed to humane, democratic, and highly productive corporations and communities, you have to pay attention to...Wheatley's integration of new science and its implications for leading organizations...at the cutting edge of of a whole new theory and practice of organizations badly needing to be born."
How do we do this? The answer is simple; the process is an adventure; and the work may be hard.
I wrote in my April EtykaGroup News about my purpose:
- Shared Purpose: It has taken me many months to articulate my purpose as a business. It is through my direct experiences, observations, and successes that I created EtyKaGroup’s mission. In the past two years I have been privileged to work with several global Fortune 50 organizations, many large and small businesses, and a variety of governmental agencies. I have taught individuals the skills and benefits for engaging in difficult, yet crucial, conversations (www.vitalsmarts.com). I have observed the impact of holding such conversations and experienced firsthand changes in attitudes, ideas, and results. These opportunities have re-enforced my commitment to help others learn key skills to experience greater than imaged results.
- Know Thyself: I am on a personal journey to learn and discover best practices for organizational change and effectiveness. I want to share what I learn with anyone who has similar personal or professional interests. Please follow along with me as I post my findings.
- Understand Others: I welcome opportunities to bring these innovative practices into organizations to accelerate change. I do this by first understanding the needs of the client and creating a partnership for moving forward.
I recently had the opportunity to facilitate a two-day event for the Operations Human Resources Team for WOW! Internet - Cable - Phone. This team was comprised of two legacy companies who were coming together as ONE team. As I worked with the Vice President of HR Operations, I was impressed with her focus. While she wanted to continue to achieve the business objectives, and there many, the most important goal was for the "virtual team" to get to know each other. After the successful event, Debbie shared:
"I first met Beth Wolfson as the facilitator of "Crucial Conversations" training, and was very impressed with her character and grace even before attending the training. She demonstrated the ability to deal with a difficult situation in a manner that is not typically seen with a consultant. When the training was rescheduled, and I actually had the opportunity to participate in "Crucial Conversations," I was drawn to Beth's style which I would describe as engaging, personal, witty, and powerful. She has the ability to teach through telling real-life stories which creates a memorable experience.
I have recently had the privilege of working with Beth in designing an event for my team, following a significant company acquisition. This event brought team members across the country together for the first time to achieve relationship building and advance cultural integration. Beth took rough ideas and turned them into a powerful experience, receiving positive reactions from nearly 30 participants. I believe her vision and creativity serve to push participants to new depths of thought and response. I would describe Beth as masterful in adjusting the "agenda" of a session at a moment's notice to capitalize on what is currently happening - she is the creator of a powerful experience in "real time." Beth is truly gifted in the skills of her profession - vision, design, facilitation - as well as serving as an exceptional, service-oriented business partner."
Debbie Ruhmann - Vice President Human Resources Operations - WOW! Internet - Cable - Phone
I appreciate Debbie's thoughtful words and am proud to work with organizations such as WOW! Internet - Cable - Phone who is recognized in many markets as a best place to work.
If you looking to bring this kind of experience to YOUR team or organization,
please contact me for a complimentary meeting.
I am republishing my comments from April because I believe they are too important to ignore.
Organizational leaders must understand others – their employees. There is a significant lack of employee engagement in today’s work environment. This lack of engagement shows up in many forms: resistance to new ideas, burnout, lack of productivity, fear of trying new ideas, decreases in customer service, low morale, giving up on change, turnover, etc.
According to the most recent Gallop Survey:
A combined “71% percent of American workers are "not engaged" or "actively disengaged" in their work, meaning they are emotionally disconnected from their workplaces and are less likely to be productive. That leaves nearly one-third of American workers who are "engaged," or involved in and enthusiastic about their work and contributing to their organizations in a positive manner. This trend remained relatively stable throughout 2011.”
While the words “not engaged” or “actively disengaged” may not sound frightening, let me quote directly from the Chairman of Gallup, Jim Clifton's new book, The Coming Jobs War: What Every Leader Must Know about the Future of Job Creation (page 102):
“The 53% of not engaged are not hostile or disruptive, and they are not troublemakers. They are just there, killing time with little or no concern about customers, productivity, profitability, waste, safety, mission and purpose of the teams, or developing customers. They are thinking about lunch or their next break. They are essentially “checked out.” Most importantly, these people are not just part of your support staff or sales team. They are also sitting on your executive committee.”
Now this is the scary part, Clifton goes on to write:
“And then there are the 19% of actively disengaged employees who are there to dismantle and destroy your company. They exhaust managers, they have more on-the-job accidents and cause more quality defects, they contribute to “shrinkage” – as theft is politely called, they are sicker, they miss more days, and they quit at a higher rate than engaged employees do. Whatever the engaged do, the actively disengaged seek to undo, and that includes problem solving, innovation, and creating new customers.”
Can your organization afford these statistics? If you would like to talk about how you can address these real or potential problems in your organization, please contact me for a complimentary meeting.
My best to each of you,