By Ron Price
One of the advantages of being 66 years old is that I don’t get as anxious I used to when unexpected, negative events occur. Depending on how each event is interpreted, the current coronavirus disruption is, at a minimum, the seventh crisis I have experienced over the past 45 years while in a variety of leadership roles. These crises have included a major fire, negative front-page press coverage, a debilitating breakdown in our supply chain, regulatory abuse, major contracts broken, the great recession, and the tragedy of 9/11. And we have survived every one of them!
What to do? How are we to respond when our world is disrupted so dramatically? As I reflect on this and shift gears into problem-solving around a seventh major crisis, here are things that guide my thinking:
Get above the noise. There are businesses (such as the media and others) that thrive on crisis. It actually increases their “product inventory” and compels their customers to engage. I’m not one who thinks everyone in the media is evil with ill-intent. However, it is a fact that they get better ratings (and more income) the more we engage with what they are selling.
Featuring Ron Price, Business Credit, March 2020
Taking the journey to become a better credit leader can begin at any stage in a creditor’s career, regardless of whether a position of authority is held. Leadership in the credit department takes many different forms and can be approached from several perspectives—emerging from places like employee retention and self reflection.
By Ron Price
One of the primary jobs of a leader is solving problems. We often joke that if all the problems went away, we would be unemployed. Some problems are quick and easy to solve. Scheduling conflicts, customer complaints, and equipment failures are examples of problems we can often fix quickly and move on. However, there are also many problems that are much more complex and tedious to solve. It is these tougher problems that test and demonstrate our skills as problem-solving leaders.
In The Complete Leader, Randy Lisk and I wrote about two basic kinds of problems that leaders encounter on a regular basis. The first are linear problems. These are problems that have a clear root cause. By applying a scientific approach, whether asking “why” over and over again until you uncover the original cause, or by completing a more complex root cause analysis such as the fishbone model of identifying several potential contributors, one or more causes can be identified and solved. This is often the work of process engineers and is most effectively applied with problems are primarily connected with tangible parts, processes and results.
Whit Mitchell, CEO and Founder of Working InSync, is pleased to announce that he has joined forces with Price Associates, bringing his years of executive coaching and team building experience to the team. The two companies have been working closely together on client projects for over 12 years. They will go forward operating under the Price Associates brand.
“Having been a crew coach, I strongly value teams, and working with the Price Associates team has been an excellent fit,” said Mitchell. “Our work together over the years has provided enhanced value and opportunity to both Working InSync and Price Associates clients. The Price team has a strong bench of knowledge and diversity, and I am proud to be a part of it.”
“We are very excited about this merger,” said Ron Price, CEO of Price Associates. “After our years of working together, it was a natural next step to officially join forces. Whit has brought a wealth of experience to the team at Price Associates, and I am honored to partner with him in an official capacity.” Read More
Ron Price was recently featured on the CareerCast podcast.
In this CareerCast, Ron shares lessons learned from his decades of leadership experience, character driven perspective, and insights from across the world.
This year Price Associates celebrated 15 years of serving customers and helping leaders grow and change their worlds. Founded by Ron Price in 2004, the company has grown and evolved as seasoned advisors joined the team—and brought their expertise to clients.
We sat down with Ron to talk about the early years and some of his favorite memories.
How did Price Associates start?
In January of 2004, Tim Eckstrom and I attended the TTI Success Insights Conference. We wanted to learn more about TTI, their assessment products, and to see if we identified with their people. At that conference, we were inspired to start the business. When we incorporated in March 2004, we thought it was going to be a coaching business. Of course, business coaching was not very common in the Treasure Valley in 2004. We quickly learned that people wanted much more from us: strategic planning, all things HR, leadership development, innovation, systems and process improvement, and more. We spent a lot of time in those early days listening to customers and developing solutions for their needs.
Featuring Ron Price, In Trust Magazine, Fall 2019
“Wax on, wax off,” instructs Mr. Miyagi as he instills the fundamental basics to Daniel, who would grow to be The Karate Kid. The classic movie follows the developing relationship between the martial arts master and his young student. It’s a mentorship made in Hollywood heaven. But mentors provide a vital role in in everyday lives. Read More
Ron was recently a guest on the podcast How to Be Awesome at Your Job.
On the episode, Ron Price delivers insights on how to build your character and grow your influence to unlock your full leadership potential.
- The four keys to landing your next promotion
- Two approaches to getting excellent feedback
- How to get others to listen to you
By Ron Price & Stacy Ennis, HR.com, October 2019
Building influence and engagement through character, expertise and position
One of the long-term challenges for leaders in the workplace is how many employees feel powerless. For many years, employee surveys around the world have measured levels of engagement as high as 70% or more. What creates levels of disengagement this high? Is it bad managers, as many experts claim? Many have heard the moniker, people leave bad managers, not bad companies. We believe this is overly simplistic. Instead, we can point to four different causes for employee disengagement. Read More
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