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Why people-centric leadership?
Because seven out of eight people believe the company they work for does not care about them.

Because everybody should have the opportunity to use their gifts and talents toward a shared vision.

Because people should not be merely a means to a company's financial success.

Because people want to be led, not managed.

Because everyone deserves the chance to return home from work each day feeling fulfilled by the work that they do.

Six months ago, Tom learned of a book written by thought leaders Bob Chapman and Raj Sisodia:  
Everybody Matters. He quickly determined that it was THE book he needed to share with the Board Chairs, Presidents, CEOs, and other executives on his roundtables. Chapman's inspirational ideas are already making a impact on leadership in our region and we feel that it is our duty to share more of his message with more people.

The following video is a TEDx talk that Chapman gave at Scott Air Force Base on truly human leadership. 

Truly human leadership: Bob Chapman at TEDxScottAFB     Length: 22:02
Truly human leadership: Bob Chapman at TEDxScottAFB                      Length: 22:02

Chapman is chairman and CEO of Barry-Wehmiller Companies, Inc., a $1.5 billion global manufacturer of capital equipment and provider of engineering consulting. Under Chapman's leadership, Barry-Wehmiller has used strategic acquisitions and organic growth to achieve a 20% compound growth rate during the past 20 years.

At the heart of its successful economic model, however, are more than 7,000 outstanding team members worldwide. The company prides itself and is fiercely committed to building great people through its distinctive people-centric leadership initiatives and innovative learning institute, Barry-Wehmiller University. The 127-year-old company was named one of the Best Places to Work in St. Louis because of its programs in leadership and motivation.

We also highly recommend you listen to TrulyHumanLeadership's podcasts here.
enVision Alignment
Executives trying to explain poor performance frequently seem to hide behind excuses like "supply chain challenges," "economic or market pressures," and "operational issues."  In consistently poorly performing organizations, such justifications are a ruse for poor aggregate leadership. Yet in organizations where performance expectations are being met or even exceeded, year-end reviews often find missed opportunities to reach even better outcomes. Why?

There can be any number of issues that were misread or missed by members of the executive or senior leadership teams. There may also be inherent process, structural or cultural factors that keep good organizations from being great, and great organizations from becoming even better.

The enVision Alignment™ process contains three steps to help uncover and address these issues:
  • An electronic survey of each member of the executive team, focusing on nine major aspects of organizational performance that influence and sustain high performance;
  • Follow-up personal interviews with each executive; and
  • A team feedback process to the full executive team, which reviews the data that have been collected and helps the team create prioritized action plans through a facilitated process.
The results are actionable items that have been committed to by leaders through their input, review and assessment...a powerful process of analysis and ownership.
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enVision Performance Solutions, LLC
4582 Bellhaven Lane
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Oshkosh, WI 54904