244 – Daren Martin: The Culture Architect

Daren believes in change.

Extensive world travels, a PhD in Psychology, experience building a business, and thousands of strategic conversations with leaders of Fortune 100 to small companies has convinced Daren that change is a good thing. Daren believes that change is how we advance, develop, and forge new worlds.

Culture, Strategy, Change

Daren provides strategic consulting for businesses and organizations on change mastery, innovation, growth strategies, and culture development. He grows companies by helping them build more innovation, efficiency, and strategic and critical thinking into their business. He assesses company cultures and develops a strategic plan to better align their culture with their desired results.

Visit Daren’s Website: darenmartin.com

Daren’s latest book: “A Company of Owners”51y1OOqE+7L._SY498_BO1,204,203,200_

Lack of employee engagement is the biggest challenge facing business owners and leaders today. Daren Martin delivers proven insights and solutions he uses to create ownership cultures in some of the biggest companies in the world. This quick reading, hard hitting, solution oriented book will soon be a staple in top business leaders’ libraries. Using insights gleaned from years helping companies and coaching leaders, Dr. Martin teaches company leaders how to turn team members into owners. The visually appealing graphic layout easily engages readers and leads them through a dynamic learning process. This book is intense, humorous, challenging, thought provoking and extremely engaging.

Comments 1

  1. Hey Richard, Loved this podcast. The part about “vacation time” and in general “work rules” always is a dilemma for me. At the core it comes down to the fact that within my organization there are many people where work falls at a different priority level. So somebody who is very achiever oriented and work is important will have a different set of expectations than somebody who only works so that they have the basics covered to do what they want outside of work. I understand it would be ideal to have everybody love their work, but the reality for us is about ½ or more are there for the paycheck. Now they do a good job, show up and meet all of our expectations and are content with doing the good job, but they will only do what is expected and stated – vs – the achievers who do more. Generally I think we need some of these people in the company, just “Steady Eddies” who do not have aspirations to be President, to offset some of the go getters, but when managing without rules like vacation time how do you practically deal with the differences in expectations? Thanks, Joe

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