Philosophies
and Approach

Change is challenging for organizations and requires a determined, focused, and steady leader.

Nick provides this leadership by empowering people within the organization to make decisions and take action within the context of established organizational values, a known plan, and in the interest of serving the customer.

It’s Like Riding a Bike

Just as riding requires balance, so does success in leading a business. Balancing the needs of the customer with what is good for the company. Putting equal emphasis on team, developing people, earning trust, and creating shared success. These are all key considerations in Nick’s approach.

A well-Worn Organizational Path…

"One Accountable Organization"

The Definition of Accountability: "A personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results – to see it, own it, solve it, and do it." – The Oz Principle.

Accountability is a stated corporate value in the organization. As such, our desired state is that this value is vibrant and “alive” in our organization daily within our corporate culture. This means that team members and visitors witness it in our ongoing operations throughout the organization – every team member, every location, every day. Do what you say you are going to do. Make a promise, keep a promise.

What the fulfillment of this vision for accountability looks like:

  • Goals/metrics are being met – Green (not red). When there is a gap to close (red) a team rallies around the problem with a plan. To SEE it, OWN it, SOLVE it, and DO it. Thus, getting back to green in a planned and timely manner. All revised due dates met.
  • Team work. We are not victims. We provide each other assistance as needed in the interest of solving problems. No “silos.” Each team member does what they say they are going to do in the timeframe defined. Clear and fact-based communications between us.
  • Priority and time management are understood and effectively implemented tools within the organization. Crisis management is the exception, not the rule.
  • Meeting Code of Conduct is followed in every meeting. All meetings are productive and efficiently managed. Non-value added meetings do not exist. Every participant understanding purpose of the meeting, their role, expectations, and follow-up items.
  • Email is used as a communication and productivity tool – not abused. Sending an email does not pass along accountability or transfer it. If something is requested, expectations are clear – including actions and timeframes.
  • Everyone is where they are expected to be, do what they are expected to do, and have clear expectations understood at all times.
  • All leadership leads by example. This example is recognized and acknowledged within the organization. Everyone in the organization has the opportunity to lead in some capacity. Leadership includes anyone leading a team, meeting, or collaborative work group.
  • TRUST is prevalent within all teams – trust that commitments will be met. Common purpose, common goals. Ability to have the “tough conversations” and say “no” as appropriate.