In a world where technology continues to become even more advanced, coming back to our human roots in business is often overlooked. Writing a book called Being Human: Why Robots Are Not the Answer to Business Success, Mark LeBusque makes a case for human management and how doing so can lead to a thriving business. Called as the Human Manager, he believes that only through focusing on happiness first, engagement second, and profitability third can companies continue to grow. He then taps on the importance of soft ‘human’ skills and how companies can encourage better their employees to eventually become better workers and brand advocates.
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The Human Manager: Valuing Employees For A Thriving Business With Mark LeBusque
I’ve got Mark LeBusque. Mark is what I call a Human Manager. He believes that we are more human in how we run our companies. If we take a look at what people call the soft skills, what Mark and I call the human skills, listening, empathy, understanding, communicating effectively, businesses thrive. If we concentrate on our people, look at our people’s happiness first, and we take care of the people within our company, they become advocates for our company. They become better employees, better workers, and better advocates for the brand.
Oscar season is an interesting time of year. I watch how they’re announcing all the Oscars. The great thing about that time of year is all the old Oscar-winning movies are on TV. I get to go back and watch all the old movies that I love. They’re all there. If you have a DVD, you can DVR them, and you could watch them over and over again. One of my favorite movies is Field of Dreams by Kevin Costner. It’s that whole “if you build it, they will come” attitude. I started thinking about it in a different way because there’s been a lot of conversations online that I’ve been talking to.
I do a lot of work with insurance and financial technology companies. Their whole attitude is, “If I build something, everybody is going to see how wonderful it is because I think it’s wonderful. This is the greatest thing in the world. Everybody is going to think it’s the greatest thing in the world.” It’s not true. This is a reason why 70%, if not more, of businesses fail in the first five years. It’s this overwhelming love and be in love with the idea that has not been out there and been vetted. It’s understanding, first and foremost, who are the people that will buy this. Who’s got the money in their pocket and the intent to buy what you have to sell because they have a problem that you can solve?
It’s all about how do we solve problems? How do we go out there and figure out this person is bleeding profusely? I’ve got Band-Aids because this person is bleeding profusely. That’s what business is all about. It’s not the literal blood. It’s the pain, it’s the aggravation, the headaches that they have on a daily, weekly, monthly, yearly basis that is causing them grief. It may not be a lot of grief, but it gets worse as the problem gets bigger. The more we can understand the problems that our customers have, the issues that they have, the things that are keeping them from being successful, we can sit there and can solve that problem.
I have an idea that solves a problem that they have. I can help them. I can make their lives better, easier, and successful. I can make the people within their companies happier. I can make their customers happier by giving my solution to them at a cost. People have to pay for this stuff. If you can do that, whether it’s a product or service, to be able to communicate effectively, you say, “I understand your pain. I understand the problems that you’re having. I understand that this is costing you money, time, effort, and energy. I’ve got something that can fix that.”
Too few companies take time to understand this and understand how they can communicate it. I’m running some branding bootcamps to be able to help people to do that. My goal is to go across North America, coming to various cities. I’ll bring six or eight organizations together and do it over a 24 to 48-hour period. I want to be able to work with them to get them to understand who they are, what they do, why they do it, who they do it for, why these people should care. More importantly, how to communicate effectively so these people understand that your solution will solve the problems they have.
People are saying, “What cities am I talking about?” I am talking about Seattle, probably LA, and San Francisco. I’d love to come to New York. I’d love to come to somewhere in the Midwest. What I’m looking for are companies that are willing to work with me to be able to set this thing up. We haven’t set up a schedule yet, but we’re looking for different companies that are having ideas. You can get in touch with me directly at Ben@YourBrandMarketing.com. If you think that this is something that you’d love to have brought to your city, I’ll work with you to be able to say how we can figure this out together.
Getting back to the point, how do we solve problems that people have? How do we communicate this effectively? I’ll link it to the twelve-slice toaster. Somebody out there created the twelve-slice toaster and said, “There’s a four-slice toaster. We’ve got to create a twelve-slice toaster because it’s bigger and it must be better.” Who’s the audience? If you know who your audience is, you’re right. That twelve-slice toaster may be the greatest thing out there.
I have got two friends of mine, one’s got eight kids and another one’s got seven kids. They would love a twelve-slice toaster. How many families are that large? How many families are cutting that much bread at one particular time? It may not be something that has economic viability because there isn’t a big enough audience. If you can sell it to hotels, if you can sell it to restaurants, if you can sell it to care facilities and places like that, if you can build it as an industrial piece and be able to charge more for it and you people see the value of it, great. Your twelve-slice toaster could be a great business idea.Belonging and connection aren’t fluffy, fuzzy, and warm words. They’re at the center of why businesses are sustaining good results. Click To Tweet
If you build this thing without understanding who the market is and why they would buy it from you, you’re spending a lot of time, energy, and money for nothing. There may not be a market for this. There may not be people out there that are willing to trade their dollars for your product. That’s what many companies don’t do. They don’t take the time to research at the beginning. They don’t sit there and say, “Who am I able to sell to? Who am I able to help? Who are these people?” It’s not, “Do they have a Visa card? Do they have a pulse? Are they male or female?” You have to dive down. You have to be able to sit there and say, “These are the specific people for us.” It’s business-to-business companies. They are $5 million to $100 million in range. The problem they have is they’re stagnated and not growing or there’s been a major transition within the company if they’ve can, sold, or the grandchildren have taken over from the grandfathers. The story has changed but they haven’t changed the story.
That’s what we do. We help companies figure out their stories effectively to help them move forward and beyond. That’s the people that I can help. I can’t help somebody who’s got a $1,000 budget. There are lots of companies out there that can. There are lots of companies that brand people, work with people, and the market for people with small budgets. There’s nothing wrong with small companies. I’m a small company. It’s the fact that that’s not the niche market that I serve and those are not the problems that I solve. I realize these are the people I can help. These are the people I can’t help. I focus on marketing my communication with those people where they are.
Let’s look at social media. I’m on LinkedIn. I have a Facebook presence, Twitter, and a YouTube channel but 80% to 90% of my communication is done through LinkedIn. Why? That’s where my customers are. That’s where the people are that I talk to. Companies can always contact me through my website. My website is YourBrandMarketing.com. Here’s another question somebody asked me, “How do you know where your product will work?” You have to test it. There is no other way of doing it other than test it. Go out and ask 100 random people on the streets, “Is this a good idea?” Be bold enough to take 100 people you’ve never met in your life and say, “This is my idea. What do you think about it? Be honest with me.” It may mean going out into the marketplace. It may mean testing a product. It may mean what they call “create a minimal viable idea.” Create something small, it’s representative, and taking it out to business and say, “We’re at the concept stage. Can you look at this thing? Tell me what do you like about it and what don’t you like about it. Would you buy it? How much would you pay for this?”
Whether it’s a product or service, going out to people that you think might be potential customers and say, “I’m not here to sell you. I have an idea. I have a product. I have something that would be able to be beneficial to you. It’s not there yet. It’s not ready to go to market, but I want to show it to you and I want you to sit there and say, ‘Does this work?’” These are things that we need to do as businesses. We need to be curious. We need to be actively talking to the people that we can help and understanding what they need.
I’m excited to introduce Mark. He is the author of a book called Being Human: Why Robots Are Not the Answer to Business Success. Too many people now are offloading all of their decisions on technology and forgetting to be human. They’re looking at everything within the ones and the zeros and saying, “We have to be able to measure everything and we have to measure within 30 seconds of it happening.” Human beings don’t act that way. We’re complex. We need to be able to be listened to, to be understood. We need to believe that we’re being valued. That’s people within your company, that’s people that you communicate with, and those are the people that buy from you. Mark, it is great seeing you. How have you been?
I’m better than fantastic. It’s good to be connected again. For our first conversation, I’m looking forward to chatting. Thanks for having me on.
You’re flying all over the place.
It’s been pretty hectic. I had sixteen days in my bed out of 62 or 63. It’s been crazy.
I know those days. I used to be 200 days a year on the air. Two hundred days on the road in a hotel room, in weird restaurants and flights all over the place. It sounds glorious, but it isn’t.
It was funny being in New York City, which is one of the busiest cities, if not the busiest city in the world. There were times in two weeks where you can feel lonely when you’re sitting in a hotel room and you’re sitting in a bar before you start to have a chat with someone. For those people who do think this is a bit of glorious life, sometimes there’s a downside to it.
You get to meet a lot of neat people. You do a lot of these things. Don’t get me wrong. I wouldn’t trade my life for the world. When you’re on the road constantly and you forget what your bed feels like and you forget your pillow, it’s time to come home.
The three and a half weeks that I had over in the US, at the end of it when I got to LA and I was heading back to Melbourne, that’s exactly how I felt. It was time to get home.
This is all about adding value. How do you add value? Every single person, every single company, and every person I talk to is unique in their way. Everybody’s got a different story to tell. They do need an interesting thing. Mark, tell me about your story. Tell me about the organization you had and tell me where you’re heading.
It’s an interesting one. If I look at it, it’s been a 25-year overnight success story is what I say to it myself. Some people think I stepped into this space and all of a sudden, things start to work. The journey of that had been 25 years ago on the floor of a logistics company. We were loading parcels into planes and driving trucks. Over time, I was getting into management roles and getting to a point in my career where I didn’t quite feel like I fit it in anymore into the corporate way. I started exploring some different ways of what I call ‘being in the workplace.’ That’s when the H came out. I’m thinking more about, “What would it be like if we treated people more like human beings?”
Over the past years now, my business has become a lot of my purpose around making human beings feel like they belong in the workplace. It’s a whole lot of fun. I get to travel around the world. What I’m finding is, as I continue to spread further out around the world that everyone’s looking for a new way. The new way is to be more connected and to be more human. It’s to bring some of the things that they call soft skills into the business which I call human skills without empathy, compassion, kindness, thankfulness, care, and fun. My business is based around some of those, let’s call them the soft words. The value comes in increased engagement and ultimately, I’m going to say increased business results.
What was the impetus? We all have a generation story. We all have a story where we sit there and say, “I should be doing this.” When you come to be a professional speaker, motivator, trainer, and consultant like you are, there’s a reason why you go and do that life. It’s more of a calling than anything else. What brought you to that point? When did you say, “Enough of the corporate stuff, it’s time to go out and do this?”
There are a few moments along the way. I decided at one point in time that I didn’t fit in anymore. There was this square peg in a round hole situation going on. You stick at it because you’ve got bills to pay and mortgages to pay. It was a bit like that. It felt right to do something different, which is to treat people more like human beings. The big impetus was an event, a family tragedy when my dad passed on. He took his own life. He had one attempt that failed. At the time, talking to him about why he did it. He said he didn’t belong anymore. If we look at the impetus, when you go out on your own and you set up your own business, it takes a while for things to kick off. I had a lot of thinking time early on and I could think about some of the main drivers. My four words have been making every human belong. That event, while it was a tragic event, it motivated me to get out there and help other people, particularly those who are in charge of human beings in the workplace, to realize that belonging and connection aren’t fluffy, fuzzy, and warm words. They’re at the center of why businesses are sustaining good results for doing that because they care about their people.Unfortunately, businesses look at results first, engagement and employee happiness last. Click To Tweet
The amount of stress that you hear about on a daily, weekly, monthly, yearly basis in the workplace is atrocious. The fact that kids in school who are fifteen years old are committing suicide or can’t even finish off the school year because they’re under stress. The people work. They’re taking weeks and months of stress leave that are giving themselves sick that they can’t do their jobs. A lot of it has a lot to do with the fact that people don’t feel like they belong, that they can’t handle a day-to-day basis. A lot of that comes from the fact that we don’t treat each other as human beings anymore. We do treat each other like cogs within the system. That’s a real tragedy. That’s the work that I see that you’re doing, to try to fix that. I want to find out what are you doing to be able to help with that. There are a lot of people in this world that if they realized how good their lives are, if they appreciated, to smell the flowers, their lives would be easier.
When I was back in the corporate world, when I was a manager, they would take me off the training and development, which I love to do. They’ll be teaching me a bit how to look outwards and have a look at other people and how do you have a difficult conversation. You get teams to do the Norm, Storm, Form and do all of those things and the work we didn’t do was the work of ourselves. The work I do is primarily based around the fact that if you are going to lead outwards, you need to lead inwards first. That brings a whole lot of things into the picture here, Ben. If you spend as I do a day or two with people purely with the mirror faced upon themselves, they can start to stop and reflect a bit. They can pull themselves out of the craziness of that workplace. They can start to look at, “What is it that I’m doing? They say they’re useful for me to lead well or what am I doing this not useful for me?”
The other thing which is important, “What do I fear if I start to turn up more like a human being?” What people fear is given the point of view of cogs in the machine. Is that they fear that I’ll no longer be a cog in the machine if they turn up a bit differently? My work is about getting people to understand that you can turn up to a workplace and be human. If you’re prepared to challenge the system in a way that is done with good intention and hold your nerve with that, you can get some great results. What I did, Ben, is I run two-year experiments in a corporate.
My question was, “What would happen if I treated my people more like human beings?” Three clear things happened. It was hard work at the time. As I reflect on it, that was worthwhile. The first thing was people came to work a lot happier, a lot less stressed. The second thing was that drove our employee engagement up in our team over the 90-point mark which is pretty phenomenal. As you see, the average score is about the low 70s. I put them in this order because this is how the order should be. The third thing was our business results, bottom-line results with 200% ahead of target two years in a row.
Business looks at results first and engagement and employee happiness come last. Whereas, what I’m teaching people to do is put happiness first. Get your people to get to know themselves well and get connected with each other so they feel a sense of belonging. That’s when business results improved. The great challenge here is that you don’t see the results change in a week. In our world where people want to know that things are trending week by week, you’ve got to be able to hold your nerve and let this thing play out. Playing the game of humans, as I call it, is a long game.
People don’t change overnight. When you try to change human behavior, when you try to change people to make them better, it’s a long, slow process. People have to understand that they need to change. They have to understand why making those changes is going to be better for them and they have to do the change themselves. If they don’t change themselves, they can’t change other people.
That’s the crux of the work I do. People need to understand that the mess they find themselves in is pretty much created by them. It’s easy for them to blame external factors. Right at the center point of my work is a simple question that I ask people which is, “What’s the story that you carry that keeps you exactly where you want to be and how are you going to change that story?” Until you change the story, it’s a long process. People seem to be comfortable in some respects with being stressed these days and being busy.
It’s a badge of honor, “I’m stressed. I’ve got 300 emails sitting in my inbox. I’m in meetings until 11:00 at night.” People look at this as a badge of honor. I see no honor in it.
There’s no honor in it. I call it the busy fool. A person who fools themselves that they’re busy. Getting managers to start to realize that when you walk into that room and you say, “I’ve got seven meetings to go to and I’ve got 500 emails.” All you’re doing is you’re conditioning your people to become exactly like you. I used to say to people, “If you want me to come to a meeting, I need to know whether we’re sharing information or we’re making decisions. If we’re not doing either, I’m not coming to your meeting.” You don’t have to feel like you’ve got to be stressed 24/7. Managers who are reading this need to start to understand what are those little things you do every day that create more stress for your people and more stress for yourselves. The second thing is you carry that stress home and it starts to infect everything outside of the workplace. It’s a bit of a vicious cycle, this thing.
All of a sudden, your wife, your kid, your husband, or whatever is the brunt of your stress. You’ve fought traffic all the way to get to the office, you’ve had a horrible day at the office, you’ve fought traffic all the way home, and you’re supposed to come home and relax? It’s impossible.
One of the things I did in the process, which is in my book called Being Human: Why Robots Are Not the Answer to Business Success, I got my team to do a two-week audit on their lives across five areas, sleep, work, self, family and friends, and community. I got them to set a goal for themselves, for their family, and their community. The big kicker here and this is something that organizations who are serious about flexibility should do is, we built these non-work-related goals into their performance plan. HR had a meltdown because it’s not part of the process, this stuff that we’re doing. Ultimately, because we’re in sales, so I put 15% of the at-risk bonus against non-work-related goals. The greatest example of success was one fellow who over two years reduced his face-to-face work hours by 22.5 hours per week. His goals were the go for a walk on the beach with his wife two nights a week. He achieved that. He got 5% of his bonus. He reduced his golf handicap. He achieved that. He got 15% of his bonus for doing things that were non-work-related. Ultimately, he hit his targets by over 200% and over 400% because we took a different approach. To me, this is a human approach. If we want the human to work well at work, you’ve got to let them be the whole human.
People need to have goals that work for them and realize that there’s more to your life than showing up all day every day and going from stressful meeting to stressful meeting. Giving people a goal of spending more quality time with their family, being active outside the office. It makes them healthier people, physically, mentally, and emotionally. Creating that stuff and giving them a reason to give back, giving back to society, all those things make you a better employee. The problem is, is that too many sit there and say, “What am I doing here?” Every eighteen months, you’re looking for new employees because they’re looking for somewhere else. They think that magically somewhere else is going to be better, but it’s not. You need to be able to move people beyond that thought process. Every eighteen months that the grass is going to be greener. Let’s manage things here in a way where we can make people happy. When they’re happy, they’re more productive. They spend less time on sick leave and they spend far less time moping, complaining about the business that they’re in.
Workplace attrition is an enormous cost. It’s not the cost of losing the person who leaves the business. It’s the cost of rehiring someone else. It’s the investment of your time that goes into that. Lots of organizations talk about it but they don’t do a lot better. The attrition rates are still climbing in organizations partly because of stress. I say partly because people have lost touch with what their relevance and contribution is to an organization. It’s only all now about KPIs, about numbers, how many of these have you done this week, and what’s your position description says.
A couple of simple questions I used to give to my people is, “Here’s why you’re relevant and here’s how you contribute, not at a technical level but at a human level.” Once people understand relevance and contribution, they form a strong sense of belonging to their team, their department, and ultimately to their organizational imperatives. My strategic business imperative was to connect the community. We’re clear in my team about how we as individuals helped their organization to connect the community. Our relevance and our contribution are more than the position description.
I tell people, “Get rid of the mission and vision statements.” Nobody remembers them. Nobody believes in them. Nobody can sit there and recite them and see the relevance of it to them. Tell a brand story instead. Tell people where you’ve been, where you are and where you’re going. When your employees have an understanding of the direction the company is going, what the goals are and how they fit into that overall vision, they’ll work harder for you. They’ll be part of the team and less stressed because they’re not going to work and working all day long without an understanding of what the goals and what they’re trying to achieve are. They have a clear vision of where they’re going. When people understand where they’re going, they have a better sense of belonging within their organization.
The other thing is, is like a bit of a go-to question for me when I work with my clients is, “Tell us your six or seven values,” because they’ve all got about six or seven. They can roll off about one or two and they’ll go Google up the vision and mission and value statement. That beautifully ties to the point you made. We don’t know what they are. They’re created by a bunch of leaders, apparently, leaders sitting around a table, coming up with six or seven words. People have an attachment to it and they don’t know why.
Even the leaders that create those things, four or five years later, even four or five months later, if you spun them around, close their eyes and pointed them at a wall that had the mission and vision statement on it, they still couldn’t give it to you word for word. That’s the problem.
It’s not a bad idea in your team if you’re a manager is to create your own little set of values for the group, but spend quality time on them talking about why did we pick fun as a value? Why did we pick thankfulness, helpfulness, or caring? Be clear about why you picked them. Every time you see someone do it, you can highlight it. That’s one of the things we don’t do well, is when it happens, we don’t highlight it. We don’t make an example of someone in a positive way. People forget them.If we want the human to work well at work, you’ve got to let them be the whole human. Click To Tweet
There are two things you said. One is the why. The why is so important because people want to know why they do what they do. If they don’t understand why, they’ll do it by rote or they’ll do it half-heartedly. They may not do it at all because they don’t understand the reason why they’re doing it in the first place. Number two is the reward system. People want to be acknowledged, be listened to, and be valued. Even if they’re little things like saying, “Thank you much. I appreciate it. You did a great job there,” and making it a public thing. It doesn’t need to be a hat, a t-shirt, or a coffee mug. It has to be a heartfelt, “Thank you for doing the work that you did.” Those little things go so far.
We had four words that we focused on as a sales team for the first three months when I ran my experiment about humanizing the workplace. That was thankfulness, helpfulness, care, and fun. We did simple things like how many times has someone said ‘thank you’ this week. How many times have you thank someone else? How many times have we had fun? How many times have you asked someone if they’re okay? The interesting thing was when you become more aware of that. You start to practice it. You adjust yourself away from looking at how far are we ahead of our targets. If we’re more helpful and thankful and we’re more caring and we have more fun. As we say in our business, our target was smashed over 200% because we started at the simple fix.
We started at, “How’d your day go, Ben? You look a bit off. Anything I can do for you?” rather than, “I need you to go and attend this meeting for me.” We’ve got to flip this stuff on its head. I’m seeing some good signs of that around the world as I’m traveling. I’ve seen signs that people are trying to throw it on its head. We still need to educate, particularly the people more senior in the organization about the value of why they should be focusing more on human and less on the technical.
How do people get in touch with you? That’s far more important than anything else.
There are a few ways you can get in touch. My website is www.MarkLeBusque.com. I have LinkedIn. I love LinkedIn. It’s a great platform to connect with people. Instagram, @TheHumanManager. Instagram is another platform where I’m posting every day. They’re the best ones to get me on. Going through those platforms would be the best place to find me at the moment.
When you get to your car, leave a meeting, or when you’re interacting, what’s the one thing you want people to think about when you’re not in the room?
The thing I want them to think about is this, is that what would happen if I turned up like Mark said and was more human with my people? I want people to be curious about that. I want them to be curious enough to go back and explore that. Finding the old system to say that the human way is a better way would be what I want to leave my indelible print on anyone that I meet.
Mark, thank you.
Thanks for having me on.
Mark gave us an incredible amount of information to think about, to chew on, and act on. He did some incredible things. He’s an amazing human being. There were three or four questions that came in while I was interviewing Mark and I want to go through these. The first one is probably the most insightful. Can anyone add value? The answer is yes. That is the premise of my book. My book is Powerful Personal Brands: A Hands-on Guide to Understanding Yours. It’s available on Amazon. The book was written because of my belief that every single person adds value. Leadership is not a title, it’s an attitude. We all have the ability to be able to help other people be better. We all have the ability to be able to create, to help, and to be able to lift other people up. It’s a matter of understanding of what are the special skills that I have? What are the things that I do? What are the things that I understand a little bit better than somebody else?
I’m a mentor and I am mentored. I have a mentor and I love to mentor. The reason I love to mentor is because I get as much insight from the people that I mentor as the things that I can help them with. They have a completely different set of skills and a different outlook on life in a point of reference that I do. They look at things differently and think about things differently. It allows me to consider, “I’ve never thought of it that way. I don’t approach things that way. My view of social media is different than your view of social media.” That’s great. As long as we can sit there and say, “I don’t know everything. I’m not capable of knowing everything. I’m willing to look. I’m willing to listen. I’m willing to learn. There are things that I can share and I’ll share those. There are things that other people can share and I’m willing to listen, learn, and maybe augment my view of reality based on what I learned.” Everybody can add value.
The second was why don’t companies think about asking their employees how they think things would work better? The great companies do. It’s sad where senior management, C-Suite used to walk around the show floor or walk through operations and sit there on customer service calls. Great companies still do this. They listen to employees and go out on sales calls. They go to seminars and sit in the tradeshow booth. The more we can learn from other departments and sit there and say, “We’ve got this two-page report that’s been given to us, that’s been redacted. People are taking the bad parts out and you’ll pass it up the line.” That’s not always reality. The more senior management can sit down and talk to people three levels below them and say, “What’s going on? What are the challenges that you’re facing?”
If companies can take the time and do that, if senior management can sit on customer service calls for two hours twice a year, the insight that they would come up with would be incredible. You are going on for deliveries with a driver, going on sales calls with salespeople, going to conferences with marketing people. It is amazing the things that you learn about your company that you never learn by reading a report or looking at a dashboard. I don’t care if you’re a company of 5, 10, 1,000, 10,000, or 100,000. The more you can get the pulse of what’s going on at the day-to-day level of your company, the better off that company becomes.
Two other things that people talked about time management plays a big part and the grass is always greener. They’re the time management for people, allowing people to understand, teaching people the skill of time management and not always thinking that they have to be busy. People are good at looking busy. You’ll walk by people’s offices and they’ve got papers everywhere and they’re typing away on their computer. Are they productive? Are we incentivizing people to be productive or are we incentivizing people to be busy? I say incentivize people to be productive and be valuable. The grass is not always greener. Every company has flaws, every company has things that they do right, and every company has things that they do wrong. Just because somebody offers you a little bit more money to move somewhere else, think about it long and hard before you jump.
What are the capabilities of moving up within this company? What am I going to learn? What are the things that are going to come up? What are the opportunities that are going to be afforded to me because I dedicated myself to the company? If the company is broken, there’s no company culture and you’re treated by commodity and number, you move over. Because you’ve had a bad day, because somebody disagreed with something that you wrote or did, it doesn’t mean that you should automatically be taking out your resume, dusting it off, and going out there and looking. You’re going to have bad days. We’re all going to have bad days.
The more we can sit there and say, “How do we make it better together?” These goals go back to leadership. Leadership is not a position, it’s an attitude. How can you fix things within your reality? Who can you talk to? Who can you influence? Who can you befriend to be able to make changes within your part of the world? Small pebbles dropped in the water make big ripples. If we all do our part to make those small ripples, big things happen. I believe it time and time again. I work to help people communicate more effectively, learn how they can be better, how they can make their lives and businesses better, communicate their value more effectively. We work with companies to be able to help them add value, help them communicate what makes them special. Contact me. You can reach me at Ben@YourBrandMarketing.com or at YourBrandMarketing.com. I’d love to have a conversation with you. How do I help you to stop being a commodity and instead be a brand worth loving? Each one of you deserves that. Stop being a commodity. Be better. Add value. Communicate your value. Help your customers. Be a better company. We can all do better.
- Mark LeBusque
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About Mark LeBusque
Mark LeBusque is the Human Manager. He believes that only through focusing on happiness first, engagement second and profitability third can companies truly thrive. It is our people who make our brands great and Mark has proven that by focusing on humanity within the workforce, profitability naturally follows.
He is a Harvard Trained consultant who works to unlock human potential. He helps build leadership capabilities and human or “soft’ skills such as self-awareness, resilience, empathy, vulnerability, verbal and non-verbal communication.
Organizations engage Mark when the truth has gone missing, individuals and teams are working below their potential or there is a need to bring a more human approach to their business.
Mark builds an environment where the conversations that really matter can happen by creating tension whilst allowing participants to feel safe to speak their truth. A highly successful mentor, business and life coach.
He helps a broad range of clients from employees and frontline team leaders to senior executives. Mark has two decades of experience in the business world as a successful leader in sales, operational, human resources and general management roles. With experience working across four Australian States managing teams from 5 to 600 people.
He has helped a broad range of clients in both the private and government sectors with an approach that is relevant and flexible for all. Providing a unique combination of human-led management with technical expertise.
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