TAG Consulting

FREE Coaching/Consulting Offer For Leaders

September 25, 2017

At TAG, we are committed to leader development.

Notice, we didn’t say ‘leadership development’.

Leader development is the intensely personal and relational process of honing skilled, values-oriented leaders who major on crafting healthy and thriving organizational cultures.

One of the ways we develop leaders is by providing resources and tools. Our free downloadable White Papers, written by leaders for leaders, is one of the ways we do this.

And deeply rooted in our practice is Executive Advising, serving as a trusted advisor and confidant (some would call it “coaching”) for high level leaders who want to grow in their personal leadership capacity and make a difference with their lives.

Now, we’re bringing these two passions together.

For a limited period of time, if you download one or more TAG White Papers, you will receive thirty free minutes on the phone with a TAG Executive Advisor, with the topic being whatever you choose. Maybe it has to do with the topic of the White Paper. Maybe it’s around a challenge you are facing in your current leadership role. Maybe you could just use a conversation with an honest broker and trusted expert who spends hours each week helping other leaders excel.

The agenda is yours. There is no obligation and we won’t call you again unless you want us to.

There’s nothing to lose and perhaps tons to gain. After all, what better investment can you make than in yourself as a leader who serves others?

To get the process started, simply click here and download a White Paper or two. We’ll follow up via email with a no-obligation offer for your free Executive Advising session.


Is Passion Part of Your Culture? Depends On You

September 18, 2017

As leaders are crafting thriving cultures for their organizations, it is vital that they are doing internally what they are doing externally.

Great cultures have unity around great causes, values, and mission. These things are a reflection of passion – the kind of passion that is not driven by emotion but that fuels meaningful action.

In our Executive Advising work with leaders we often help them to identify their Driving Passion – that thing that they can’t not NOT do. Their Driving Passion may or may not sync exactly with the mission or their organization but one thing is for sure – it takes people with passion to lead passionate organizations.

Do you want to know your Driving Passion? Here are three questions which offer a place to start:

1. What do I believe is the world’s greatest need?
2. What do others say is the “one thing” for me (text someone right now and ask them!)
3. If I had unlimited time and money what would I do with them

The key is finding the intersection of human need with my driving motivator and then determining to bring whatever resources I have to bear on acting on both!

Maybe your Driving Passion is found in your work. Or maybe you need to create some margin in your life for your Driving Passion to be expressed. Whatever your strategy, your heart and soul and mind won’t rest until you find your Driving Passion and put it into productive and determined use, every single day!


Storytelling – A Key To Crafting A Great Culture

September 8, 2017


The stories we tell reveal our organization’s culture.

And a healthy culture is the single most important factor in organizational success.

So the stories we tell are vitally important.

As we come to understand the importance of crafting a thriving organizational culture it’s tempting to star by asking questions such as “So, what’s our culture?”

But there’s a better way.

Stories are a much better way of getting at that answer, and provide more context and texture to the answer at which you arrive.

For new insight into the culture of your organization or team, try this exercise, which has the added benefit of being fun:

-Ask members of your team to meet with you and tell a three minute story. The topic is simple. “What has been our biggest success in the last three-six months as an organization?”

-Video-record (with permission) the conversations on your smartphone or other device.

-Gather the team together and watch all of the videos.

-Then, lead a discussion that gets at this question: “What do these stories tell us about our team culture?

Maybe you will see themes of teamwork, or a passion for customer service, or creativity, or determination. Maybe something else entirely.

But in any event, you will learn more about what makes your people who they are and what makes your team your team.

Executive Advising – For Success In Work and Life

August 25, 2017

We’ve advised hundreds of leaders in all sorts of industries: corporate leaders, heads of government agencies, pastors and other leaders in the not for profit sector. Time and again we’ve heard that while having an executive advisor leads to professional success there is another added benefit.

Rich conversations with TAG’s executive advisors has an positive impact in our clients’ personal lives as well.

Check out the video below and see how TAG’s Executive Advisors can help you succeed at work – and in life. And then click here to explore how an Executive Advisor could go to work with you and your team.

How TAG Leadership Coaching Helps You To Succeed from TAG Consulting on Vimeo.

The Leader’s Tone – More Important Than Words

August 18, 2017


For most of the last thirty years, I have made a hobby out of studying the life and leadership of Winston S. Churchill, Great Britain’s greatest Prime Minister and one of the outstanding leaders of world history.

It’s the sort of hobby you can never exhaust. His life covered so many of the important events in his country’s recent history and his character is endlessly fascinating.

I am making my way slowly (one a day) through a collection of Churchill’s speeches spanning his whole public career – from 1897-1963. The collection is edited by Churchill’s late grandson, who told the story of speaking at the 50th Anniversary of the Warsaw Ghetto Uprising and being approached afterward by a Polish woman:

“Mr. Churchill, I was a girl of just twelve, living in the Ghetto at the time of the Uprising as the Nazi storm-troopers were attacking us to take us to concentration camps. Whenever your grandfather broadcast over the BBC we would all crowd around the radio. I could not understand English but I knew that if my family and I were to have any hope of coming through this war, it depended entirely on this strong, unseen voice that I could not understand”.

Imagine that. A group of people, in the midst of unimaginable stress and pressure and fear, being buoyed and given hope by a voice speaking a language they could not even understand.

A “strong, unseen voice” which made all the difference, beyond the words the voice was speaking.

Words matter, but words aren’t always the point. The tone of the leader matters a great deal too.

Tone can communicate anger, bitterness, impatience, disappointment, disapproval, mockery, disrespect.

Or tone can communicate hope, optimism, belief, courage, encouragement, respect, love.

Even the exact same words spoken with different tone can convey vastly variant meanings.

Imagine “We’ve really got to up our game!” spoken to a team by a leader whose tone radiates spite, disappointment, superiority, and impatience.

The tone behind the words communicates this: “How did I get stuck with such a group of losers?” “Why can’t you people see that your underperformance is hurting me in the eyes of my boss?”.

Now imagine “We’ve really got to up our game!” spoken to a team by a leader whose tone radiates warmth, passion, humor, intelligence, and confidence.

The tone behind the words communicates this: “We’ve got a great opportunity here and we are just the people to take advantage of it”. “I am so honored to lead this group of folks and I can tell you I am going to do my dead level best to give you the kind of leadership you deserve so that we can accomplish great things together”.

Beyond the words, the tone of a leader is an indispensable part of the organizational culture-crafting process. Tone can demean, cut down, dis-spirit and dis-incent. Or tone can inspire, build up, in-spirit, and incentivize.

The tone of the leader can make or break the culture of the team.

We believe that every person has the innate desire to belong, to contribute, and to make a difference. And we believe that if you craft a culture where these desires are realized then your organization will thrive.

One of the key elemental building blocks of thriving culture is Connection – where people honor and respect one another and their individual contributions, all in the service of a common mission.

The leader’s tone can go a long way towards establishing a climate where Connection can thrive…or where people are led to cannibalize, jockey for position and power, one-up, and sabotage.

As a leader, what is your typical tone – beyond the words?

If we were to ask your direct reports and guarantee them confidentiality, how would they respond to that question?

What actions can you take this week to more closely monitor your tone and craft it to where you want it to be? What do you need to change and who can your key allies be in that effort?


Todd Hahn is a Culture Architect and Executive Advisor with TAG.

Culture Change Starts With…..Me

August 15, 2017

Leaders who are committed to crafting thriving organizational culture deal in change. It’s just part of the gig. And it’s one of the more challenging parts of leadership.

This makes it all the more important to get it right from the beginning. And the beginning is ME!

In the video below, which focuses on leadership coaching, TAG’s Shane Roberson, an experienced executive coach and Culture Architect, makes the point that “If you’re not looking for change in yourself, you’re not going to see it in others”.

All change begins with the leader being willing to change. So, that’s where the work of culture-crafting begins as well.

How TAG’s Leadership Coaching Can Help Your Team Win from TAG Consulting on Vimeo.

Cultivating A Culture of Focus

August 6, 2017

There is a simple tool we use in leadership coaching to help leaders define their personal focus. It is a series of these three questions:

1. What do you believe to be the world’s greatest need?

2. What do others say is the “one thing” for you?

3. If you had unlimited time or money, what would you do?

Wrestling with these questions often has a profound effect on the way a person views themself and their place in not only the workplace but the world as a whole.

More recently, we have found it beneficial to expand these questions to teams. We ask small groups of leaders who are on a team together to wrestle with these questions as a whole:

1. What do we believe to be the world’s greatest need?

2. What would others say is the “one thing” we are about as a team (or organization)?

3. If resources were no object, what would we accomplish together?

The answers themselves are important and can provide real direction for teams looking to focus and prioritize. But their ultimate value may lie in the fact that they speak to a certain kind of culture you are trying to craft – a culture which is committed to congruence around values, priorities, and shared passion. Thriving organizational cultures have this kind of congruence, but it doesn’t come automatically.

Sometimes asking the right questions is the way to start crafting that kind of powerful, focused culture.


Crafting A Culture To Handle Change

July 30, 2017


The work of crafting thriving organizational culture involves change – a lot of it. At the same time you are creating a culture of change you have to insure that your current culture can handle the change your are bringing! It’s a lot to think about. But you can lead in such a way that the needed change has its very best shot.

Transitions are almost always wrenching for an organization or a team within an organization, even when the result of the transition will be beneficial to all concerned. Leaders can make transitions worse by insensitivity or tone-deafness to the effect the music of the transition has on the ears of the team.

Organizational transitions of all kinds are navigated well when you work to shape your culture by these three practices:

  1. Gain credibility – leaders are even-handed and fair, and so make deposits of trust, which can be borrowed against when tough changes have to be instituted.
  2. Practice transparency – unless trade secrets which would compromise competitive advantage are at stake, default to sharing details about the conditions that shape transition decisions, the rationale for unpopular decisions, and the long-term effects on those in the organization.
  3. Demonstrate honor – in the case of terminations and layoffs, unless an employee was dismissed for ethical or legal reasons make every effort to honor those leaving, thank them for their contributions and point out their positive characteristics. This is the right thing to do for the one leaving and it engenders trust and loyalty among those staying!