I was facilitating Color Code workshops in a large organization that had tens of thousands of employees and around 3,000 leaders at various levels. This organization had well over 100 locations and depended on Location Leaders to be in charge of each of those locations.  Location Leaders had hundreds of employees under their purview. They were compensated well, and they carried a massive basket of expectations put upon them by the organization.  The organization worked hard to build a pipeline of lower-level leaders to fill these ranks as spots opened up, and over time, a common thread appeared—the candidates often hired into the Locat

You put a lot of attention into your search and hiring of a high-quality employee. It took 42 days and cost the company $4,129, but it paid off. He accepted your offer. This new employee received a competitive salary and excellent benefits—everything that will make him happy. You put him in a department that best suits his impressive hard skills; confident he will bring much-needed value to the team. At first, he proved to be everything you had hoped for. His enthusiasm was infectious, and the team began outperforming their previous numbers. Then, the subtle changes begin. He still has a strong work ethic but no longer seems excited a

Many of the world’s most successful business people such as John D. Rockefeller and Jack Ma as well as renowned psychologists and researchers including John Mayer, Peter Salovey, and Daniel Goleman, have for years touted the importance of emotional intelligence in leaders as a critical factor for a company’s success. 

But what about the rest of those at a company? 

Does increased emotional intelligence in managers, employees, and staff directly translate into more effective, higher producing, and happier teams at work? 

In an article titled “What Makes a Leader,” written for The Harvard Business Review, D

Most of us would be appalled if someone called us a bully and yet often the perception is there. You might not realize how traumatizing your behavior is, not only to the person you have singled out, but to witnesses as well. Not unlike playgrounds, high school halls, and social media, bullying does exist in the workplace. While the content might be different, the results are the same. Research indicates that persistent bullying can lead to or worsen feelings of isolation, rejection, exclusion, and despair. 1 The company, too, suffers. According to the Workplace Bullying Institute2 one in four employees experience workp

How does a small, critical access hospital with approximately 400 employees, use Color Code? We use it to sustain the bedrock of our organizational culture. The principles of Color Code—“know thyself” and “100% responsibility” perfectly align with the cultural traits of Pullman Regional Hospital that were laid more than 25 years ago and continue to be cultivated to this day. At Pullman Regional Hospital, we have been teaching Color Code as part of our new employee orientation every month since 1995. Since that time, approximately 2,600 employees who were oriented to the hospital were introduced to Color Code. Our CEO spends half a