One of the undistinguished sources of workers and organizations falling short in their endeavor to be highly effectual, is failing to do Complete Work.

Most people, including employees and their managers, have no distinction in terms of what constitutes Doing Complete Work.

At best, in their day-to-day work, managers and in some cases employees, have standards, ideals, principles, and or values they may adhere to. However, those standards, ideals, principles and or values, while at times being consistent with Doing Complete Work, are contrastive to what distinguishes the distinction “Complete Work”.

This being the case, a fatal flaw in organizational structures, processes and or management is managers who have the expectation of their employees to do “Complete Work”, whereas the managers themselves are not trained in the distinctions of Doing Complete Work.

Therefore, when it comes to Doing Complete Work, managers and employees oftentimes do not share a common language. That is, an understanding of what the employer or manager is expecting of the employee and what the employee understands is expected of them.

In the world of performance, and fast-paced work environments, this breakdown is often misidentified and can end up as a significant source of frustration and ineffectiveness at the most senior levels of management and leadership.

Think About It For A Moment.

Given that Doing Complete Work is so fundamental and essential to workability and performance, in the absence of what constitutes Doing Complete Work being established in the workplace, it’s a wonder that anything gets done!

As a business owner, leader, employee, or manager, the cost of doing incomplete work on your bottom line is measurable and impactful. Not to mention the time and resources required to correct the mistakes due to people’s incomplete work, which can be both frustrating and monumental.

Furthermore, this may certainly explain the sometimes glacial movement and frustration in training, leadership and management.

And in terms of customer retention and satisfaction, forget about it!

Look Into Your Own Experience As A Customer.

Take a moment and recall the number of times you were on the receiving end of a business’s incomplete work.

It could be something as mundane as eating out and the person serving your meal delivers it in a way that was different from what you had specifically requested! In other words, they did not get your order right. To more complex matters like your being at the receiving end of a banking error, which required an enormous amount of your time, resources and energy to track down and get corrected. Just continue to extrapolate this out to manufacturing protocols not being up to date, the impact of correcting construction miscalculations, or as a customer interacting with an employee who is not accurately trained to handle your concern.

Anyone reading this document could easily come up with your own examples of the sometimes-devastating impact of incomplete work, both as the recipient of the inaccurate or incomplete work and as a supervisor or manager of others. And this does not exclude the impact on yourself and others of your own incomplete work.

The impact on and cost to you and your company’s reputation, profits, effective process management and morale are self-evident – glaring and debilitating.

Can You Imagine If This Gap Were Closed?

Can you imagine what your operations would look like if this gap were closed? How efficiently things would run, and the freedom, joy, and workability that would be there in your organizational endeavors and life?

Not to mention the absolute elevation in your customers’ experience!

The Intensive

This Intensive moves you and the people you work with, from a conceptual grasp of what Complete Work looks like, that is an epistemological representation of Doing Complete Work, into the world of and being used by the body of distinctions that make up Doing Complete Work, leaving the participants of this intensive as a reliable resource for getting it done.

By completing this intensive you and the people you work with are now among a very *elite group of performers.