What is GEMA™-Lead360?

Organizational and Individualized Assessment Tool
Leadership Definitions
Connection, Cooperation and Contribution
Innovative Teamwork Products
Special Features

Connection, Cooperation and Contribution



Employee Engagement

with the


LifePsych® Process




Radical Teaming



How is it possible to provide "external customer" service

if "internal customer" service is individualistically entitled, frustratingly uncooperative and interpersonally detached?





          Gallup-Healthways Well-Being Index released in 2013 with over 150,000 US workers surveyed suggested that only 30% of all employees are engaged in their work and 18% are actively disengaged.  Fully engaged employees return approximately 120% of their annual salary.


Engaged Employees:


  • want to know more about the company

  • want to contribute to team success

  • want to learn and grow as an individual

  • want to improve work processes

  • want feedback about performance and interpersonal relationships

  • want to feel like they belong in the group

  • want to earn their compensation

  • want to speak up without fear



Sustaining Engagement with Radical Teaming

There is little doubt that the movement from the managerial, authoritarian, hierarchical management style into a self-renewing, democratized and collaborative one initially provides instability, and can be organizationally painful. However, the movement from an authoritarian "command and control" task activity to the collaborative-based process orientation will mean that every individual, as a member of a superb team, will focus on processes, rather than tasks, and succeed with three broad competencies:

  • Communicative Connection

  • Interpersonal Cooperation

  • Useful Contribution

A constructive LifePsych® "process" is a group of tasks executed together to create outcomes that have value for customers. Assisting each individual toward "individual team leadership", by encouraging connection, cooperation and contribution to this process, is the purpose of GEMA™-Lead360. "Knowing the jobs of each other" in a "cross-enterprise" network is a way of getting everyone involved in the "process" of the work. By encouraging individual associates to function more competently with each other, it follows that the relationships with customers also improve. As customer satisfaction increases, so does shareholder value. Creating collaborative leadership by encouraging courageous contributors is most useful in organizations that value, or wish to value, all efforts to equitably integrate the special interests of "worker / leaders", customers and shareholders.  Sterling examples of superb teams include Nucor Corporation; Joie de Vivre Hospitality; and Zappos; just to name a few.


Sustaining Employee Engagement in New Organizational Designs


Organizations will need to create a culture with characteristics (listed below) that attract and sustain the talent needed to succeed in the new business environment.  Such leaders will greatly appreciate the values of integrity, open communications and collaboration in all their relationships.  Personal and organizational characteristics of employee engagement and superb teams are: 


  • Seeking constant feedback, continuous improvement and encouragement
  • Quality of life more important than status and a "big house"
  • Organizations will offer many more "lifestyle" benefits
  • Extensive use of collaborative leadership models and a means of measuring movement
  • Collaborative networks will harness the "collective genius" of the group
  • Moving beyond embracing change to creating and executing change initiatives
  • Organizational "network" designs will be based on "purpose-based" teams and processes
  • Leaders with "emotional intelligence" will be needed to deal with interpersonal complexities
  • Meeting the needs of the "situation" rather than "job descriptions"
  • Initiatives that promote organizational elasticity
  • Teammates will engage multiple projects on multiple teams, anchored with stable knowledge workers
  • Flexible work hours will combine with team scalability to manage costs and quality
  • Transient workforce easily morphs into "virtual teams"
  • Innovation, research and development is a way of working, not a department
  • Worker-driven decision making where courageous action generates confidence, via consequences
  • "Social network" communications will morph to "work network" communications
  • Growing levels of contract workers while "core employees" are reduced
  • Interests of investors, customers and "worker / leaders" are unified, harmonized
  • Organizational "culture" will recruit more attractive workers than will organizational "benefits"
  • Older employees will get special training to understand and embrace the "executor" to "creator" shift in role
  • Cross-enterprise leaders will understand how events, decisions and actions affect the business enterprise
  • Leaders will depend on "influence" more than "position power" with a "chain of communication"
  • Increased frequency of employee-based equity ownership, if there are no productivity bonuses
  • Having "skin in the game" will be commonplace (pay for performance)
  • "Job security" will be earned with business success and "pain-sharing" for any work reductions
  • Insistence on being treated fairly in the workplace and workers will deeply assume they will be
  • Effective avenues of appeal exist and disrespectful leaders will be dismissed

(  Note: The last four items on this list are similar to Ken Iverson's employment principles for Nucor Corporation created in the late 1960's, and, along with other items, currently apply at Nucor. Read Plain Talk by Ken Iverson )



Integral to the promotion of collaborative leadership is the inclusion of clear performance standards, intentional information flow and a context of taking personal responsibility for continuous self-improvement. The encouragement of Courageously Creative Contributors is a main function of GEMA™-Lead360. These standards are specific to each unique organization and by using the unique norms created as a result of the initial assessment by GEMA™-Lead360, an organization (or team) can determine its current level of functioning as a base rate and compare future improvements. Norms are created for each organization or functional process, as a defined grouping. Therefore, even current "Super-Teams" can improve by continuously raising the bar of the culture.  GEMA™-Lead360 is poised to facilitate an awareness of these standards and make specific and individualized efforts toward improvement, as perceived by peers, direct reports and the organization's leadership. GEMA™-Lead360 is effective in establishing these standards in the minds of all courageous contributors and also encourages continuous improvement of collaborative leadership values.

Using GEMA™-Lead360, an attitudinal and behavioral shift occurs more deeply than what occurs with a simple structural change, day seminars and leadership mandates.

Create an engaged team with a common purpose, motivated by the natural inclinations toward autonomy and mastery.


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