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ENGAGEMENT
EDUCATION
SEMINAR
Curt Coffman Headlines Madison, WI
‘When you study average, you emerge with average.
When you study excellence, you emerge with excellence.’
“Embrace your biggest headache and make culture a competitive with average. When you study excellence, you emerge with
advantage,” urged Curt Coffman, Senior Partner and Chief excellence. If you want to understand turnover, study the people
Science Officer of The Coffman Organization, kicking off an and customers who stay, rather than those who leave.”
Enterprise Engagement Alliance regional meeting held Nov. The audience seemed surprised when Cofman noted that only
20 in Madison, WI. The half-day program, sponsored by 14% of companies hit their sales, marketng and manufacturing
The Engagement Agency and one of its founders, FIRE Light goals. “It’s culture that stops goals from getng accomplished,” he
Group, brought together more than two dozen executives said. “The No. 1 job of leadership should be to ignite purposeful
from a variety of businesses in the Madison area.
energy…leaders have to focus on being more interested than
THE BIGGEST CHALLENGE interestng. It’s about connectng people to purpose.”
Coffman opened the program with a presentation on culture and THE RIGHT TALENT FOR THE RIGHT ROLE
engagement, followed by Bruce Bolger, Managing Director of the Cofman shared his unique perspectve on a number of topics, which
Enterprise Engagement Alliance, who offered an introduction he expands upon in his latest book. For instance: Organizatons have
to the Enterprise Engagement curriculum. Said Sandra Daniel, to make a distncton between identfying talent and developing
Principal of FIRE Light Group and co-founder of The Engagement skills. “Talent is the thing that you do that is beter than 98% of
Agency, “Our goal for organizing this meeting was to inform all others.” Organizatons, he said, should focus on identfying
Madison business leaders of this important new business the right talent for the right role. “Develop people by ratng
strategy. This is a concept that I think makes sense for the many outcomes; identfy talents and non-talents. Based on that, fnd
Madison businesses that like to be on the cutting edge.” the right role for them in the organizaton and work to help the
“When it comes to developing a high performing, sustainable person strengthen talents and manage weakness. Don’t ignore
culture, engagement is the biggest challenge facing companies weakness; fnd and support strategies that address them.”
today,” noted atendee Craig Hanson, Senior Manager, People, As for customers, the objectve is to create an emotonal
Process and Culture at Springs Window Fashions, a Middleton, connecton. “There are only two ways to grow and build value:
WI-based manufacturer of window treatments. “Organizatons get more customers and keep more customers,” Cofman said.
ofen decouple employee and customer engagement, which “Everyone in an organizaton should be able to quickly explain
can create misalignment, frustraton and feelings of enttlement how they afect those two things. What is each employee’s line
on the part of your workforce. The concepts shared by Bruce of sight? Customers aren’t loyal by nature but are predisposed
and Curt created a common sense approach for aligning and to having an emotonal connecton.” Organizatons have to
engaging your organizaton in a way that delivers key business address the fact that customers aren’t in control and therefore
results in an environment where people want to work. I’m feel vulnerable. Great cultures embrace this vulnerability.
excited to introduce these concepts in our organizaton.”
CONNECTING PEOPLE TO PURPOSE AN ENGAGEMENT FRAMEWORK
How to translate culture into specific organizational goals was
Cofman spoke in depth about the role of culture in establishing the approach of the condensed version of the Enterprise
an enterprise brand and a unique approach to engagement. “Over Engagement curriculum Bolger presented at the event.
70% of cultures share the same values – a focus on the customer, The essence of the program is that organizations with
integrity, etc.” he said, adding “Great cultures tackle the biggest more engaged people will outperform their competitors
headaches.” Cofman is co-author of the business best-seller First, over time, and that the process involves a formal strategic
Break All of the Rules, and his new book, Culture Eats Strategy plan just like any other major business tactic.
for Lunch, writen with Kathie Sorensen. According to Cofman,
“Great cultures fnd something unique that truly distnguishes That plan will work best when based on a framework
them. Look for a headache that people would pay to get rid of.” that includes a well-defined culture and a brand that
Cofman, who is also on the board of the Enterprise touches everyone related to the organization. Other critical
Engagement Alliance, said that companies ofen use the wrong components should include regular assessment; management
coaching; communication; learning; collaboration and
benchmarks to measure excellence. “We have a tendency innovation; rewards and recognition; and measurement. ESM
to study the average. When you study average, you emerge
22 engagement strategies Vol.17 Issue 4
EDUCATION
SEMINAR
Curt Coffman Headlines Madison, WI
‘When you study average, you emerge with average.
When you study excellence, you emerge with excellence.’
“Embrace your biggest headache and make culture a competitive with average. When you study excellence, you emerge with
advantage,” urged Curt Coffman, Senior Partner and Chief excellence. If you want to understand turnover, study the people
Science Officer of The Coffman Organization, kicking off an and customers who stay, rather than those who leave.”
Enterprise Engagement Alliance regional meeting held Nov. The audience seemed surprised when Cofman noted that only
20 in Madison, WI. The half-day program, sponsored by 14% of companies hit their sales, marketng and manufacturing
The Engagement Agency and one of its founders, FIRE Light goals. “It’s culture that stops goals from getng accomplished,” he
Group, brought together more than two dozen executives said. “The No. 1 job of leadership should be to ignite purposeful
from a variety of businesses in the Madison area.
energy…leaders have to focus on being more interested than
THE BIGGEST CHALLENGE interestng. It’s about connectng people to purpose.”
Coffman opened the program with a presentation on culture and THE RIGHT TALENT FOR THE RIGHT ROLE
engagement, followed by Bruce Bolger, Managing Director of the Cofman shared his unique perspectve on a number of topics, which
Enterprise Engagement Alliance, who offered an introduction he expands upon in his latest book. For instance: Organizatons have
to the Enterprise Engagement curriculum. Said Sandra Daniel, to make a distncton between identfying talent and developing
Principal of FIRE Light Group and co-founder of The Engagement skills. “Talent is the thing that you do that is beter than 98% of
Agency, “Our goal for organizing this meeting was to inform all others.” Organizatons, he said, should focus on identfying
Madison business leaders of this important new business the right talent for the right role. “Develop people by ratng
strategy. This is a concept that I think makes sense for the many outcomes; identfy talents and non-talents. Based on that, fnd
Madison businesses that like to be on the cutting edge.” the right role for them in the organizaton and work to help the
“When it comes to developing a high performing, sustainable person strengthen talents and manage weakness. Don’t ignore
culture, engagement is the biggest challenge facing companies weakness; fnd and support strategies that address them.”
today,” noted atendee Craig Hanson, Senior Manager, People, As for customers, the objectve is to create an emotonal
Process and Culture at Springs Window Fashions, a Middleton, connecton. “There are only two ways to grow and build value:
WI-based manufacturer of window treatments. “Organizatons get more customers and keep more customers,” Cofman said.
ofen decouple employee and customer engagement, which “Everyone in an organizaton should be able to quickly explain
can create misalignment, frustraton and feelings of enttlement how they afect those two things. What is each employee’s line
on the part of your workforce. The concepts shared by Bruce of sight? Customers aren’t loyal by nature but are predisposed
and Curt created a common sense approach for aligning and to having an emotonal connecton.” Organizatons have to
engaging your organizaton in a way that delivers key business address the fact that customers aren’t in control and therefore
results in an environment where people want to work. I’m feel vulnerable. Great cultures embrace this vulnerability.
excited to introduce these concepts in our organizaton.”
CONNECTING PEOPLE TO PURPOSE AN ENGAGEMENT FRAMEWORK
How to translate culture into specific organizational goals was
Cofman spoke in depth about the role of culture in establishing the approach of the condensed version of the Enterprise
an enterprise brand and a unique approach to engagement. “Over Engagement curriculum Bolger presented at the event.
70% of cultures share the same values – a focus on the customer, The essence of the program is that organizations with
integrity, etc.” he said, adding “Great cultures tackle the biggest more engaged people will outperform their competitors
headaches.” Cofman is co-author of the business best-seller First, over time, and that the process involves a formal strategic
Break All of the Rules, and his new book, Culture Eats Strategy plan just like any other major business tactic.
for Lunch, writen with Kathie Sorensen. According to Cofman,
“Great cultures fnd something unique that truly distnguishes That plan will work best when based on a framework
them. Look for a headache that people would pay to get rid of.” that includes a well-defined culture and a brand that
Cofman, who is also on the board of the Enterprise touches everyone related to the organization. Other critical
Engagement Alliance, said that companies ofen use the wrong components should include regular assessment; management
coaching; communication; learning; collaboration and
benchmarks to measure excellence. “We have a tendency innovation; rewards and recognition; and measurement. ESM
to study the average. When you study average, you emerge
22 engagement strategies Vol.17 Issue 4
