Relationship Sabotage

Trust is a reciprocal commodity in the future of work. Trust powers collaboration and facilitates exchange in networks. Trust is also reciprocal. Make sure your levels of trust of others are not sabotaging your relationships.

Part of any decision to trust another is an assessment of how they treat us. Trust is reciprocal. We can make finely tuned assessments on how much trust others put in us by simply examining how we interact, how well their goals are aligned to ours and how much reciprocity of trust we experience.

If you start from the assumption that your employees and customers are incipient criminals, it will show itself in your policies and processes. The levels of security and inconvenience that result will be a constant reminder to customers and employees that you don’t trust them.  Even if your levels of protection are in line with your industry peers, you will still bear the consequences of that action in the way your customers and your employees interact with you. Transactions will be more costly, loyalty will be lower and complaints & errors will be harder to resolve because you won’t have the benefit of trust to fall back on.

Are your levels of trust set for the real risks and opportunities in your relationships? Make sure you are not penalising everyone for one individual’s error. Remember if you distrust employees that will flow on to customers and if you distrust customers you employees will experience the consequences. Your customer and employee experience are one experience.

Too many organisations with persistent challenges in lifting engagement or customer advocacy continue to sabotage their key relationship. Make sure you are different. Trust a little more.

Stop the Machine. Engagement is Human

Employee engagement is a human psychological process. Stop treating it like an industrial machine.

Introduce a target into a modern management workplace and you will introduce a standard set of mechanical efficiency models to achieve that target. Employee engagement is a classic example.

Engagement is human

When we stop and reflect, it is obvious that employee engagement is a human process. Our engagement with our work is the psychological outcome of complex series of elements, including purpose, the work we do, its rewards both monetary and psychological, our relationships with others and much more. Everyone’s engagement outcomes are driven by their unique psychological and social needs. Our engagement is influenced by opportunities offered to us to experience states that people desire across all the domains of their lives like autonomy, purpose and mastery. Engagement is an integral outcome of our connection to others in the workplace and in the surrounding community.

Stop the Engagement Machine

Except that is not how the industrial engagement machine works. Search the internet for ‘engagement drivers’ and you will find lots of great advice on how to treat people as machines for generating engagement as an end in itself. The focus on drivers leads to a focus on top-down engagement plans. These plans measure and relentlessly focus on transactionally moving the drivers. The failure of these plans to shift engagement begins with the disconnect from the daily leadership interactions in the organisation.  

Further, the plans fail to take a systemic view of what influences engagement.  Clarifying the connection of my work to strategy (a substitute for purpose in many engagement models) will only worsen my engagement if the rest of the system frustrates my efforts to achieve these now more important strategic outcomes. When my leader then dismisses those strategic outcomes to foster their own agenda, all improvement in engagement is lost.

Because we have an industrial mindset we can become more focused on the measures than the actual process. Consider the averaging that is built into most engagement surveys. Does it allow for the fact that individual outcomes matter and that a few highly engaged employees can deliver an enormous impact for the organisation? Averages also foster initiatives tackling the averages, over individual conversations.  

Industrialising a psychological process weakens the focus on engagement. I have seen senior managers sit around discussing their engagement scores as if the black box of engagement is a mystery. These leaders expressed aloud the wish that it was a more transparent machine. However, their scores were transparent if they looked away from the report. Their scores were an outcome, not of their engagement improvement plans, but of their daily leadership actions and the culture that they fostered in their teams.

Changing engagement outcomes to improve the responsiveness of a business and to better leverage the talent of its people, requires a focus on those people. We need to leave the engagement machine behind and begin work on the human side of the challenge: an individual employees experience of the purposes, interactions, the connection and the experience of work in the organisation. That will lead us to the changes in the system that will sustain growing engagement.

Leadership in Transformation

A common topic of debate in the Responsive Organization movement is whether an organization can become responsive or it must be born that way.

Undoubtedly many of the leading case studies of future of work organizations are organizations created or rebirthed from near death by charismatic founders. Some use this as evidence that the elements of a responsive organization must be present from the beginning. In a previous post, I pointed out that we cannot rely on transparency alone to make change occur for us. The power structures in a traditional organisation will prevent most radical change.

I am unambiguously in the optimist camp. I am not alone and the company in the optimist camp inspires me. I have seen organizations change enough to not recognise their former selves. Change to more responsive ways of working is possible. The question is how.

What gets in the way

Chris Argyris’ classic article Teaching Smart People to Learn is a rich source of observations of what gets in the way of a Responsive Organization transformation.  In particular, Argyris notes that:

… There seems to be a universal human tendency to design one’s actions consistently according to four basic values:

1. To remain in unilateral control;

2. To maximize “winning” and minimize “losing”;

3. To suppress negative feelings; and

4. To be as “rational” as possible—by which people mean defining clear objectives and evaluating their behavior in terms of whether or not they have achieved them.

The purpose of all these values is to avoid embarrassment or threat, feeling vulnerable or incompetent. In this respect, the master program that most people use is profoundly defensive. Defensive reasoning encourages individuals to keep private the premises, inferences, and conclusions that shape their behavior and to avoid testing them in a truly independent, objective fashion.

These hidden values in most organisation get in the way of the transparency-led transformation that many hope to see. The Responsive Organization poses a threat to control, a threat of losing and negative feelings. Importantly the delegation of authority in a Responsive Organization may cause people anxiety as to objectives and rationale for action.

The role of leadership is to act as a counterbalance these natural human values and shift the behaviours to that of a Responsive Organization. We need to create rationales for action more powerful than embarrassment. We need to create community to generate trust, support and connection. We need to enable learning through conflict and experimentation. 


Leaders must create a strong rationale for the transformation. In cases of crisis, startup or near death of organizations, this rationale can often be imposed by a charismatic individual. The external circumstances enable a threat based narrative to bind people together in a defensive rationale for change.

However, most organizations are successful to their own terms. As Argyris notes, we want to feel successful even if our results don’t pass external muster.  

Leaders need to leverage two elements to create a strong rationale for change in this context:  

  • The Purpose of the organization: a purpose is the ultimate rationale for why people come together in an endeavour. It defines the common impact the group of people wish to have on the world.  As a higher agenda, it is the perfect rationale for change for even the most successful organisations.  Purpose is a mastery quest. Very few organizations have the capability to completely fulfil their purpose. They can however strive to better realise it.
  • External orientation: No closed system will find a rationale for change. External orientation is where organizations find the challenges and opportunities that define the purpose into specific improvement opportunities. Leaders need to relentlessly focus the organization on its customers and community to see transparently the challenges and opportunities that exist for change. Well defined external impacts in this community will be what can drive the autonomy of teams in the organization.  Using customer and community data in line with Purpose, also enables change agents to overcome embarrassment-based resistance in the organization.


Individuals will need support to take on the risks of a Responsive Organization. The role of leaders is to create the sense of community that will support an individual through that change. At the heart of that community will be engagement with others and a growing sense of mutual trust.  Leaders set the tone for any community. They must also work hard to reinforce these key community behaviours

  • Engagement: Engagement begins with transparency and connection. I cannot truly care about the others in my community until I know who they are and understand their purposes, concerns and circumstances. Leaders need to create the conditions to enable people to be more social, to connect, to solve and to share their work challenges together.
  • Trust: Engagement will build trust as it builds understanding. Transparency will reinforce trust. However, leaders need to take on the role of fostering responsibility and accountability as engines of growing trust in the organization.  When people see that individuals and teams are accountable for driving change then they will have greater trust in the change agenda.


This post is deliberately not titled like a listicle e.g. ’The 3 or 6 things to transform an organisation’. Even a basic familiarity with change highlights that formulas will work only up to a point. Leadership needs to be adaptive to enable any system to change in a sustainable way.

To be true to their purpose and stakeholders, to leverage the potential of their community, each organization will take an unique path through change.  The role of leaders is facilitate the individual and organizational learning required:

  • Experimentation: creating a culture of rapid iteration to address challenges and opportunities will accelerate the cycle of learning in the organization. Leaders must help this experimentation culture to overcome the resistance identified by Argyris and also to spread and have a wider influence in the organization. Lessons learned must become new truths which will take a sense-making role for leaders in the wider organization and mean leaders must champion new ways of working when they arise, whatever the personal costs.
  • Conflict: The biggest reason that organizational transformations fail is an unwillingness of the leadership of the organisation to allow uncertainty and conflict. Conflict will happen. The uncertainty associated with conflict is inevitable. Efforts to suppress this will either undermine transparency, the rationale for change, engagement or learning. Failure to embrace conflict takes many names: politeness, bureaucracy, politics, corporate speak, history, culture, etc. Failure to embrace conflict is an unwillingness to learn and improve. There will always be resistance when change comes and it must be addressed. Leaders need to create and sustain the right kinds of constructive conflict – driven by purpose, based in facts from an external orientation & experimentation, mediated through an engaged community. 

Change is Coming. Lead.

I have seen the potential of purpose, external orientation, engagement, trust experimentation and conflict to drive change. Supported by leadership these are the elements of each organization’s transformation. These elements are critical to a Responsive Organization.

Throughout this post I have referred to leaders and leadership. This need not be hierarchical leadership. Clearly it helps if leadership and power are aligned in an organization in reinforcing the need for change. However, the changes described above are not capable of being implemented by top-down edicts. These changes must come as individuals and groups discover their power and are influenced as a result, This kind of leadership relies on influence and can begin bottom up or even from the middle management so often scorned in organizations.

Change is possible. Change is coming. Smart people can learn. Your people and your organisation can better realise their potential and their purpose. A Responsive Organization transformation will occur if you are prepared to lead the change.


Dear CEO: This Enterprise Social Network Doesn’t Work For You

Dear CEO

Re: This Enterprise Social Network Doesn’t Work For You

The purpose of this note is to clarify our most recent discussion in the executive leadership team about our enterprise social network. Thanks to your help we have now clarified that the enterprise social network is the last thing we need.

However our discussion on executive engagement in the network was again challenging. Initially there was a great deal of division in the executive leadership team as to how executives should use the network and their willingness to be involved. We did not get to explore your perspective on the role of executives in using our network when you left the room for another commitment declaring ‘this enterprise social network thing doesn’t work for me’.

We must admit we were initially disappointed by the comment. However, the remaining members of the executive team spent some time considering your insightful remark. We set out below the outcomes of that discussion:

Employee Engagement will deliver our Strategy

We realised that employee engagement, leveraging new ways of working in every role and discretionary effort to achieve our strategy is what will deliver better results. We believe that building a community in our enterprise social network will be another way for our employees to connect, to share, to solve problems and to innovate. The critical question we should consider is ‘Does this new approach to work deliver value for employees?’. The views of executives are less important than the value created for this community of value creators. All the evidence to date is that the network does work for our employees. Employees are more engaged and working more effectively.

This helped us understand that this enterprise social network doesn’t work for you but it works for our employees.

Leadership Helps Create Employee Engagement

We realised that employees need help to make sense of how to use the network, need help to solve problems and make change occur. That means employees need the support of leadership in networks. Importantly, that leadership does not have to come from the most senior executives. Leadership is a role not a job. We had hoped our most senior executives would play that role to ensure that the activity in the network aligned to strategy and best realised the potential of our people. However, we are already seeing new leaders rise up to fill the gap. The senior leaders who are involved can do more to foster this.

This enterprise social network doesn’t work for you. A strong community works for leaders who will help it achieve its potential and the community will surface new leaders to help shape and foster engagement.

Attitude & Capability are a Question of Leadership

We realised that much of the discussion in the room about lack of time, doubts about effectiveness of managing in networks or lack of skill were problems of attitude or of capability. These issues can be solved because they are the kind of challenges our executive leaders solve every day in other domains when required. People learn new skills, they work in new ways to fulfil the strategy and we ask people to be more efficient and better prioritise their time to do what matters. We ask exactly the same from our employees when we want them to achieve more. We don’t accept their refusal to change.

Towards the end of that discussion an interesting question was asked ‘If engaging in the community that creates value in our organisation doesn’t work for you, why are you a leader here?’. We wanted to share this question with you. 

Conclusion: Our Enterprise Social Network Doesn’t Work For You

We didn’t see at first. We now have come to agree with you that this enterprise social network won’t work for you. 

As a result, we have started a thread in the network asking our employees to contribute to the choice of who should takeover as CEO. That conversation is currently favouring the CMO. The community value her authenticity, respect her authority and trust her leadership. We aren’t surprised that the board seems to agree. Sorry leadership of this organisation’s community did not work out for you. We wish you the best in your future endeavours. You may find some useful suggestions as to what to you can do next in the thread that has started with advice on that topic.

Thanks for contributing so much to our efforts to engage the community, realise our strategy and improve performance.

Engage an executive in your enterprise social network. A great chance for executives to get involved is International Working Out Loud Week from 17-24 November 2014. Help an executive to see the leadership potential of working out loud. Find out more at

The Last Thing We Need is an Enterprise Social Network

Dear CEO

Re: The Last Thing We Need is an Enterprise Social Network

The purpose of this email is to explain why the last thing we need is an enterprise social network.

This email is in response to the conversation about enterprise social networking in the executive leadership meeting yesterday. We thought it best to summarise the position of the leadership team, because yesterday’s conversation got derailed by anecdotes about social media, technology terminology, fear of change and discussion of abstractions like collaboration, future of work and new organisational structures. Before you left the meeting, you remarked “Based on this discussion, I think an enterprise social network is the last thing we need”. We agree.

We don’t want faddish technology. We need execution of strategy.

As CEO, you’ve been rightly suspicious of all this discussion of social inside the organisation. It is bad enough that your teenage children never look up from using social media on their phones. Whatever that involves, it can’t be needed activity in our organisation. We are a place of work.

What made this country great was well-run organisations, hard work and increasing effectiveness in creating value for customers. That takes focused strategy, disciplined execution and a willingness to do the hard yards. Great organisations aren’t built by chasing technology whims. They come from executing strategy to create better value. When we need to create better execution on strategy, the latest fashionable technology is the last thing you need.

We need better strategic value creation

Times are tough. Industry is more competitive than ever and change keeps increasing. We know customer and shareholder value needs to go up and costs need to come down. We have a strategy that is about meeting these new customer & stakeholder expectations, improving the organisational efficiency and delivering the returns that shareholders demand. We all wonder from time to time whether everyone in the organisation gets the imperative of the new strategy and whether they are all working hard enough to find new ways to create value. We know that we perform better when we have better conversations to make sure that our employees are aligned to the strategy. What we don’t need are distractions when there’s doubt that people even understand the strategy.

When we need strategically aligned value creation, the last thing you need is an enterprise social network.

We need new more effective ways of working

To fulfil the strategy of the organisation, we know as a management team that we will have to start to work in new more effective ways. There has been too much wasteful duplication of work in the organisation. Too many of our processes & policies don’t line up across the silos, aren’t agile enough for the environment and don’t meet customer needs. Both our customers and our employees complain about how badly we do this. We need to start working in new and different ways to identify, solve and improve this on a continuing basis. We have to focus everyone on find and using better work approaches that help us to fulfil the strategy.

When we need working in new and more effective ways, the last thing we need is an enterprise social network.

We need to change management and leadership in every role

Working in more effective ways will likely require us to change the way management works. We are going to need to push decisions down to people closer to the customer and give our people the ability to fix problems. We will need our managers to move from command and control to a coaching and enabling role. We need to ensure that all our people are realising their potential and able to work to create new sources of value. Of course in this new role, middle management will need to be trimmed and the new flatter organisation will need to change more often as we respond to further changes driven by our customers. Employees will need to step up into a leadership role in these changes and with customers, the community and the organisation.

When we need to change the culture of management and asking every employee to play a bigger role in leadership, the last thing we need is an enterprise social network.

We need different conversations

Changing the culture of management is going to demand very different conversations in our organisation. We are going to have to find ways to make sure that conversations are efficient and effective. We need to leverage the contributions of more people from across the organisation. We won’t be able to rely on long meetings, workshops, speeches, video and emails. Did you see the budgets for communications, off sites & roadshows in the forecast for next year? We have to do something different. We will need to involve our people more in making decisions. If that’s going to happen our people will need to be better informed and better able to channel their contributions. Our people will need ways to inform themselves, learn by pulling what they need, share ideas of how to work better and collaborate to solve work problems. We are going to need to encourage our people to join conversations that use their capabilities to innovate, to create value for customers and create new forms of working.

When you need to change the conversations, collaboration and culture of an organisation, the last thing you need is an enterprise social network.

We need more from our people

We wrapped up the last executive leadership meeting reflecting on how big these demands will be on our people. We will be asking for a lot of change in them, their work and the way the organisation exists around them. We will be asking our people to play an increasing role in the success of the organisation. We will want them to lead new conversations to create the future for this organisation. We need our people to be more engaged because we will need much more from our people.

Conclusion: What we need

After you left the executive leadership meeting to catch up with the board, we realised that we are clear what we need as an organisation:

  1. we need to succeed by fulfilling our strategy to create greater value in a rapidly changing market; and to do that
  2. we need to be able to work in new & better ways that create a more effective, agile and responsive organisation; and to do that
  3. we need a new culture in management and more leadership from our people; and to do that
  4. we need new conversations that enable our people to discuss and act on creating better strategic value; and to do that 
  5. we need more engagement and a better ability to leverage the potential of our people to contribute to and lead this change; and to do that
  6. we need an enterprise social network to support the first 5 steps.

If you are surprised by point 6, think back through the needs again. After all you were the first to say that an enterprise social network is the last thing we need. We don’t want an enterprise social network because it is new technology or because it is good for some abstract goal. We need one to help our people to execute on the changes necessary to achieve the goals of our strategy. Enterprise technology only makes sense when it enables us to work in new ways that deliver strategic value. As your management team we can see that the value creation opportunity is compelling. We couldn’t see it when you made your remark, but we have come around to your perspective.

The paperwork required by our old process is already on your desk, but a number of our people have started experimenting with solutions to see what value we can create. (Interestingly, their first suggestion is a better procurement process.) When you get back from the board, your assistant will show you how to log-in and join us discussing how we implement in the new enterprise social network.

Thanks for challenging us to come up with a better way of working.

Please think of the environment and don’t print this email. We’d encourage you to discuss it on our new enterprise social network instead.

If this post sounds familiar or if you would like to create greater value in your enterprise social network or discuss how the Value Maturity Model applies to assist your organisation to create strategic value through enterprise social networking and collaboration, please get in contact. I am available through @simongterry or Linkedin or

One minute video on How to Build a Responsive Organization

The Slides used in this video are available here:


Hacked from The Responsive Organization slideshare:


Music: B-roll by Kevin Macleod

Don’t blame the Leadership. Lead.

Unconnected & unresponsive organisations often find themselves in a trap.

Disengaged employees look up to a Chief Executive Officer and blame them for the lack of a better workplace. At the same time the CEO often wants a more engaged workforce but has no idea how to make the change in an effective way.

The longer this goes on the greater the risk that in this circumstance the CEO pulls the lever on the traditional response and announces a top-down transformation program. With the CEO and the transformation team having accepted the responsibility to drive change, everyone sits back and waits to see how the CEO’s pet project goes.

Many will have seen that moment when the arms start crossing defensively in the auditorium as the CEO announces the change. If the organisation started with disengagement now it has disengagement, along with a healthy dose of apathy & cynicism.

Change from the top

There are few models of change that don’t emphasise the importance of senior management support for change. It has become a litmus test of change in many organisations to inquire about the level and seniority of executive support. Senior management are powerful stakeholders in any change and change takes both collaboration and power.

However none of the change models that work, place all responsibility for change on senior leadership. Senior leadership should support and align change in the organisation to the desired direction.  Nobody said they, or their proxies, had to do it all.

Looking up is disengaging

We have our jobs and our place in the hierarchy. We have power, capability and influence to drive change. Waiting for senior leaders to get the changes required is the most disengaging experience for capable leaders across the organisation.

Looking up can take many forms. Some times it is a simple as feeling the need to have some indication of the ability to proceed. Other times it is created by approval processes on the resources or people required to make change happen. Some times we don’t even know we have referred something up for approval until we challenge why we aren’t acting now.

Creating an environment where people look up for authority will only worsen any engagement issues. Lack of engagement will worsen the problems in the workplace. Instead, give people the authority, trust and confidence in direction to act on their own.

Follow & Act

Take guidance from senior leaders. Support the change they seek to drive. Be a good follower.

Yes, necessary, but not sufficient for real & effective change.

Take it as your responsibility to respond to what you see needs work. Connect with others to encourage them to join you in this important work. Start new conversations that help everyone to understand the changes needed and push change forward.  These simple steps make you a networked change agent.

Understand the strategy and align the changes that you are pushing to where senior leaders are heading.  If you don’t understand ask for clarification, not approval.

Ask for forgiveness, not approval. You will learn and grow as you act. If you are doing the needful to bring about change your organisation and colleagues will not mind.  

Mostly you will get thanks from a grateful CEO.

The New-to-Social Executive: 5 Mindsets

Your mindset matters to how you are perceived and connect in social media. Whether internal or external to your organisations, the way you think and the way you lead play a critical role in your ability to influence others.  As a senior leader atop the hierarchy, you have power and influence in your organisation (Admittedly that’s rarely quite as much as you would like). When you take your leadership position into the realm of social collaboration whether internal to your organisation or externally, there are a few key shifts in mindset from traditional models of leadership.

Keep these in mind these five key phrases:

  1. Be the real human (& sometimes flawed) you”: Nobody is looking to get to know your communication manager’s idea of you. People don’t need you to be the perfect model executive. You can’t have a conversation with a corporate cardboard facade or get help from a PR bot. This is an opportunity to be more human and to use deeper connection and communication. It will demand that you share more of you. If there is more than one of you, one for work and others, then social collaboration will test your ability to maintain the curtain of separation. Using social media works best when you bring your whole self to the activity. You will learn new ways to demonstrate your strengths and authenticity in the process.
  2. Think networks”: Social media flattens out the playing ground. Your current fame, power and fortune won’t deliver worthwhile connections or influence immediately. In this environment, your voice competes with many others and those that are better connected and more trusted will have greater influence than you regardless of their status. Your voice & authority is much more easily challenged and even mocked. Influence works along networks of trust and connections. Valuable business traction comes from deepening connections to stakeholders and influencers in your own world. Start there and build your influence over time as new connections join in to the valuable interactions that you help create.
  3. ListenEngage others”: Listen first. The network doesn’t need to hear you. Mostly it won’t. The network doesn’t need another opinion; it needs your response to and your engagement in the conversations already going on. If you want to deliver on your strategy, the path is through helping others to better align, understand and deliver that strategy with you. How you engage with others is more important in building influence in your network than who you are or what you have to say.
  4. Be helpful”: Make connections & help others find those who can help them. Set context. Guide others. Enable others. Share stuff to help others solve problems for themselves. Ask great, thoughtful & challenging questions. Work aloud and let others prove their value by helping you. Connect with people to deliver them value. People are looking to learn more and help themselves. As a senior leader you can play a critical role
  5. Experiment, learn & change stuff”: The value of human networking is to learn, connect with others and change things. Embrace difference & the chaos that many opinions and desire for change creates. After a while you will recognise the appeal of ‘being permanently beta’, always evolving to better value as you experiment test and learn. If you want to hear your own views, build your personal brand, increase your control or resist change, don’t start in any form of social collaboration. That attitude doesn’t show much respect for the efforts of the others in the network. 

This is the first of two short posts on tips for the senior executive looking to move into using social collaboration tools inside and outside the enterprise. This post deals with mindsets. The next post will deal with how to start engaging.

Obstacles are the work

Is it really December?  Businesses and schools are winding down for the summer break. The cricket has started. Christmas is rapidly approaching.  With that comes a quick close to 2013.

2013 has been a year of adventures, obstacles and challenges. More than anything else it has been a year of new momentum. I could not be more excited by the incredible opportunities that have arisen this year:

Embrace the Chaos and all its Obstacles

I was reflecting on all that has happened this year when Dany DeGrave tweeted yesterday about the need to maintain momentum in the face of obstacles:

Obstacles are the work. They show you have chosen to have an impact. They help us see our purpose. They provide the challenge and interest.

Obstacles are proof that your work matters to others. These challenges remind us that change is human and social. They encourage us to share knowledge with our networks, to work aloud and to pay attention to the knowledge moving around us.

Obstacles help us reflect on what matters. Pushback make us ask new or obvious questions.  An orderly progression of success can be quite tedious and generate its own doubts.  If success is that easy, are we missing something?

If there weren’t obstacles, our talents would not be required, we would not learn and not grow in the work. If there weren’t obstacles, we would not get the rewards of overcoming them.  If there weren’t obstacles, we would not have the joys of collaborating with others to move forward around over, under or through.

Your Obstacles. Your Momentum. Your Year.

So next time you are considering a year of obstacles, remember the hard work proves that you are on the right track. Obstacles are proof of your momentum.

I bought this poster at the midpoint of this year. It has been a reminder ever since that every year is my year.


Every year is your year too. Move past challenges. Reflect on the successes.

Maintain momentum in doing whatever you need to do to make it your year. Your impact is up to you.

If you would like your own or other great posters, the source is The Poster List.