The Invaluable Leader by Dale Furtwengler
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Books Title

7 Steps to Becoming INVALUABLE CD

The Uniqueness Myth

Making the Exceptional Normal

Living Your Dreams

Money - A Passionless Pursuit?
Tuesday, May 29, 2007

Should making money be your primary goal?

If not, where does money fit into the picture?

I spoke to a young woman who had started a business with her husband. Their goal was to have the business generate enough income to allow him to leave an overly-demanding job. In order for their business to be successful they needed a skills partner - someone who possessed skills and credentials they didn't possess.

During our meeting the wife expressed dismay at recent attempts to attract this skills partner. She went on to explain that she and her husband had invested significant amounts of time developing a business plan and the economic rewards package a skills partner would enjoy from this association. The prospective partners hadn't been swayed by their plan.

My question to her was "Which do you think is a stronger motivator for these skills partners - their desire to help people or their desire to make money?" Her response - "The desire to help others." Isn't that true for most of us?

Certainly we all like to make money and most of us want to make more of it, but is it our primary motivator? Not for most of us. For most of us it's about making a difference in other people's lives - solving a problem they have, helping others live their dreams. For most of us, money is a way of measuring our success in achieving these goals. Even those whose goal is to "make a lot of money" are driven more by their competitive natures than the desire for money.

By the way, my newly-found friend told me that when she changed her presentation to focus on the skills partners' passion she generated a lot more interest. I'm sure it won't be long before a partnership is formed.


It's counter-intuitive, but most people are not passionate about money. They are passionate about leaving a legacy, about knowing that their lives had a purpose. That typically occurs when we enrich the lives of others. The money is a natural byproduct of these passionate pursuits.

I want to thank all of you who post comments. Our readers benefit greatly from the insights you share. If you have a topic that you'd like me to address, email it to me at dale@furtwengler.com. Thanks.

The Social Enterprise
Monday, May 21, 2007

Bridging The Gap

Blending the best of business and philanthropy

A dear friend recently introduced me to Jenna Raby, co-founder of LaborFair.com. LaborFair.com is a social enterprise. A social enterprise blends the best and most ethical business practices with a solution to cure a social ill. In the case of LaborFair.com that social ill is connecting fair paying and consistent work opportunities with a talented, reliable but underemployed blue collar workforce.

Jenna describes the mission of a social enterprise as “doing well by doing good.” LaborFair.com is committed to creating a prosperous local living economy by increasing employment opportunities and a way up the economic ladder for low-wage workers, redistributing income back into society, and making a tidy profit.

In the beginning, socially-oriented investors fund the development of the LaborFair.com platform technology and the creation of the channel to serve this community in a more cost-effective and efficient way. Partnerships with non-profit training programs are established and worker recruitment results. The goal is to shift the enterprise to a for-profit operation with the enterprise’s beneficiaries funding the future growth.


It’s counter-intuitive, but the social enterprise fills the gap between the for-profit sector’s focus on profits and investor ROI and not-for-profit’s typical lack of effective business practices and marketing. Blending the best of both worlds, the social enterprise offers both the solution to a social ill and the need for profits to fund future economic welfare.

In your travels, as you see new and exciting approaches for improving the lives of the less fortunate, please let me know. Our readers are always looking for new ways to serve their communities. As always, you can email those ideas me to dale@furtwengler.com.

But I Don't Wanna...
Monday, May 14, 2007

What can we learn from an unruly child?

How to invest our time.

Yesterday in church, a few rows ahead of us, sat a little boy, his mom and two older sisters. Sat may not be an appropriate description since the little boy was in constant motion. The more his mom and sisters tried to get him to sit still, the more animated he became. What does this have to do with business?

This little boy is no different than the employee who continuously ignores requests and misses deadlines or the vendor who consistently fails to honor commitments. The more they fail to meet our expectations, the more time we spend trying to get them to change their behaviors. This time investment encourages them to continue their behaviors. Why? They, just like this little boy, know that they're in control.

What should we do?
  • Create clear expectations
  • Get a commitment to meet those expectations
  • State the consequences if commitments aren't honored
  • Allow the employee or vendor to make a choice

If employees or vendors choose not to honor their commitments, allow them to suffer the consequences of their choice. Then remind them that it's a choice they made, not one that you made for them.

It's counter-intuitive, but if you want to protect your time, stop trying to change inappropriate behavior. Set the expectation and allow the employee or vendor to experience the rewards or consequences of their actions.

Please let me know what topics you'd like me to address. Simply send your question or suggestion to me at

dale@furtwengler.com.

Reluctance - A Warning Sign
Monday, May 07, 2007

How can reluctance work to our advantage?

It helps us make better decisions.

A number of friends, colleagues and audience members, upon hearing my 7 Steps to Becoming Invaluable program, have been encouraging me to write another book and to expand my time on the speaking circuit.

Naturally, I was flattered and began to lay out a plan of action. Then I found myself, hesitating on some of the action steps. This reluctance caused me to reevaluate my plan.

What I learned is that the plan requires me to do things that:

  • are time intensive
  • don't have the impact on my clients' welfare that my consulting work does
  • don't compensate me as well for the time investment as the consulting work does

That doesn't mean that I'm going to stop doing presentations or writing books, but I'm only going to engage in those activities when the payback for my clients and me merit the time investment.

It's counter-intuitive, but reluctance to take action indicates a subconscious awareness that something's wrong with the plan. Take a few minutes to explore the reasons behind your reluctance and you'll make better decisions.

P.S. Interestingly, in the months following my decision to focus on my consulting work, several opportunities have surfaced that allow me to get my message out in ways that provide solid payback for my clients and me. Don't be afraid to let things go when they don't feel right. They often come back to you in a form that makes more sense. That's counter-intuitive.

If there are topics you'd like me to address, send me an email at dale@furtwengler.com and I'll include it in a future blog.

Dale Furtwengler

About Dale

Dale Furtwengler is an internationally acclaimed author whose work is recommended by:

University of Glasgow
University of New South Wales
Australian Institute of Management


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