The 20/80 Rule: One of the Greatest Management Principles in the World

 

The 20/80 Rule and Why it Will Change Your Life

Today's bonkers-busy work environments demand answers to the eternal question: 

“How can we get more of the right things done with the time we have?" 

There never seems to be enough time to get everything done. Time is limited and demands seem unlimited.

The 20/80 principle asserts that there is no shortage of time (even though it feels that way) but the tendency for a significant amount of time to be spent in low-quality ways. Speeding up or being more “efficient” with our use of time will not help us; indeed, such ways of thinking are more the problem than the solution. What we need to do is distinguish the high payoff from the low payoff activities. The 20/80 Rule (AKA the Pareto Principle) will help towards that end. 

Richard Koch in his book, The 20/80 Principle wrote, "a minority of causes, inputs, or effort usually lead to a majority of the results, outputs, or rewards." Taken literally, this means that roughly 80 percent of what we achieve in our jobs come from roughly 20 percent of the time spent. This is contrary to what people normally think about. 

The reason that the 20/80 Rule is so valuable is that it is counter-intuitive. We tend to expect that that all causes will have roughly the same significance. That all employees in a particular category have roughly equivalent value. That all opportunities are of roughly equal value, so that we treat them all equally. 

We tend to assume that 50 percent of causes of inputs will account for 50 percent of results or outputs. There seems to be a natural, almost democratic, expectation that causes and results are generally equally balanced. And, of course sometimes they are. 

But this “50/50 fallacy” is one of the most inaccurate and harmful, as well as the most deeply rooted of our mental maps or paradigms. The 20/80 Principle asserts that when two sets of data, relating to efforts and rewards, can be examined and analyzed, the most likely result will be a pattern of imbalance. Let’s look at some examples. 

In business, many cases of the 20/80 Rule have been validated. Roughly, twenty percent of the products produce 80 percent of the profits; so do 20 percent of the customers. It has also been documented that twenty percent of the customers generate 80 percent of the complaints and that 20 percent of employees account for 80 percent of the write-ups. 

In society, 20 percent of the criminals account 80 percent of the value of all crime. Twenty percent of motorists cause 80 percent of the accidents. Twenty percent of those who marry comprise 80 percent of the divorce statistics. 20 percent of the roads cause 80 percent of the congestion. We have observed on numerous occasions that 20 percent of the beer drinkers consume 80 percent of the beer and at a picnic, 20 percent of the people will often eat 80 percent of the food.

In the home, 20 percent of your carpets are likely to get 80 percent of the wear. If you have an intruder alarm, 80 percent of the false alarms will be set off by 20 percent of the households. One spouse will wear twenty percent of their clothes 80 percent of the time whereas the other spouse will wear 80 percent of their clothes 20 percent of the time (Which spouse do suppose gets the most closet space?). 20 percent of a professional development book yields 80 percent of the impact. 

The 20/80 Rule is present in all acts of creation. Take plant growth. Rain is clearly important. And what causes rain? Clouds—but only a few clouds create the most rain. Among all plants, a few vegetables are the most nutritious. Among farming methods, a few yield the greatest harvest. Among all areas of production, a few are the most efficient.

The overriding message is that our personal productivity and organizational productivity  can be greatly improved by using the 20/80 rule. The revealing implication of the 20/80 rule is that there is significant waste that is not obvious, and that this waste is robbing precious time.

SMART Leaders Use Leverage to Achieve More with Less effort

To lift a heavy object, you have a choice: use leverage or not. You can try to lift the object directly – risking injury – or you can use a lever, such as a hand truck, pallet jack or a long plank of wood, to transfer some of the weight, and then lift the object that way. 

Which approach is wiser? Will you succeed without using leverage? Maybe. But you can lift so much more with leverage, and do it so much more easily! 

So what has this got to do with your life and your career? 

The answer is "a lot". By applying the concept of leverage you can, with a little thought, accomplish very much more than you can without it. Without leverage, you may work very hard, but your rewards are limited by the hours you put in. With leverage, you can break this connection and, in time, achieve very much more. 

“Give me a place to stand and a lever long enough and I can move the earth.”          ---Archimedes

Applying the 20/80 Rule When Developing Employees and Completing Tasks 

In the book, “First Break All the Rules: What Great Managers Do Differently,” the authors suggested the following application of the 20/80 rule when it comes to leadership and employee development. 

To boost productivity and effectiveness: 

1. Determine which people are the top 20 percent producers. 
2. Spend 80 percent of your “people time” with the top 20 percent. 
3. Determine what 20 percent of the work gives 80 percent of the return and coach someone to do the 80 percent less-effective work. This “frees” up the producer to do what he/she does best. 

4. Ask the top 20 percent to train the next 20 percent. 

Every leader or professional can apply the 20/80 Rule in the area of people development, operations,  strategic planning, personal productivity and even generating greater happiness.

In the area of safety the 20/80 rule applies. Research demonstrates that over 70% of lost time injuries can easily be prevented through stretching and safe lifting techniques. These stretching and safe lifting activities are the 20% that yields the nearly percent of injury prevention. 

My 20/80 Life

In my life, I've noticed plenty of 20/80 ratios and generally they relate to my core competencies and passions. I really enjoy writing articles such as this, and curriculum for our SMART Development leadership training programs and off-site retreats. In terms of rewards, the two-three hours or so per day that I spend writing – when I’m in the creative zone and my best work comes out almost effortlessly – is money time. The articles and training material work hardest to generate income, create business opportunities and allow me to express myself creatively. I get the most financial and intrinsic satisfaction from this time. 

I expect you could tell me a similar story about your life. During times you really enjoy yourself your output is at its peak. Your passion activities probably don’t pay your bills at the moment, which unfortunately means that you can’t sustain your life by indulging only in what you enjoy. I

During some times in my life I struggle and waste time performing activities I don’t enjoy or I am not good at. For example bookkeeping is not high on my fun list. I don’t always like managing keywords in Google AdWords campaigns because I don’t have the patience to thoroughly test the variables and track the numbers. The same can be said for things like Google Analytics. These activities are more numerical in basis, I’m not a numbers person so when possible I leave these tasks, along with other activities like programming, graphic design and proofreading to other people, the specialists who enjoy them. 

Some of my time is spent procrastinating or working inefficiently doing activities that provide very little benefit. This often occurs when I am tired or below peak physical condition. I sometimes lack the mental throughput to motivate myself to be productive, but I’m working on it and getting much better at reducing time wastage. When I’m in this state it’s smarter for me to study – read books, ebooks and listen to podcasts – because I’m not capable of producing quality output, but taking input – learning – is a good use of time when I am not there 100 percent mentally. 

The more you think about the 80/20 Principle the more ways you’ll be able to use it to achieve greater results with less effort.

To your success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

 

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please 

contact: Email: petercmclees@gmail.com  or  Mobile: 323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, wealth management services, third-party maintenance providers, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Integrity: The Supreme Quality of True Leaders

 

Integrity is the ante into the game of real leadership. Integrity is easy to put on a company poster, coffee mug, tee shirt or PowerPoint slide. It's harder to put into practice.  

Integrity acts as a moral compass. Just as a ships’ crew used the Sextant to navigate the high seas, leaders use integrity to guide their conduct with others. Integrity is vital for forming and sustaining healthy and profitable professional and personal relationships.

Integrity reflects a person’s true character and is their best friend. The esteemed nineteenth-century American playwright Nathaniel Hawthorne offered this insight: “No man can for any considerable time wear one face to himself and another to the multitude without finally getting bewildered as to which is the true one.”

Anytime you compromise your integrity, you do yourself an incredible amount of damage. That’s because integrity really is your best friend. It will never betray you or put you in a compromising position. It keeps your priorities right. When you’re tempted to take shortcuts, it helps you stay on the right course. When others criticize you unfairly, it helps you keep going and take the high road of not striking back. And when others’ criticism is valid, integrity helps you accept what they say, learn from it and keep growing.

When people around you know that you’re a leader with integrity, they know that you want to influence them because of the opportunity to add value to their lives. They don’t have to worry about your motives.

One of the reasons people struggle with integrity issues is that they tend to look outside themselves to explain any deficiencies in character. But developing and sustaining integrity is an inside job. Psychologist Sheldon Koop asserts, “All the significant battles are waged within self.” Integrity is not determined by circumstances and it is not based on credentials, it is governed by the choices we make. And the choices we make—make us.  

Wendell Phillips said, “The price of integrity is everlasting vigilance.”  

The following questions can help assess and elevate your level of integrity:

1. Do I consistently treat people that work for me with respect even when I am under pressure?
2. Am I the same person when I’m in the spotlight as I am when I’m alone?
3. Do I tell half-truths because the whole truth is uncomfortable?
4. How well do I treat people from whom I can gain nothing?
5. Do I quickly admit wrongdoing without being pressed to do so?
6. When I have something difficult to say about people, do I talk to them or about them?
7. Do I act consistently in what I say and do?
8. Do I have an unchanging standard for ethical/moral decisions, or do circumstances determine my choices?
9. Do I make difficult decisions, even when they have a personal cost attached to them?
10. Do I seek personal gain above shared gain?

The bottom line when it comes to integrity is that it inspires trust in you. And without trust, you have nothing. Trust is the single most important factor in any relationship. It is the glue that holds people together. And it is the key to being a leader that exerts positive influence on those around them. When you earn people’s trust, you begin to earn their confidence, and that is one of the keys to influence. 

President Dwight D. Eisenhower expressed his opinion on the subject this way: “In order to be a leader, a man must have followers. And to have followers, a man must have their confidence. Hence, the supreme quality for a leader is unquestionably integrity. Without it, no real success is possible.”  

When people trust you, your level of influence increases. And that’s when you will be able to start impacting their lives. But it’s also the time to be careful because power can be a dangerous thing. As Abraham Lincoln said, “Nearly all men can stand adversity, but if you want to test the man’s character, give him power.”

C.S. Lewis remarked, "Integrity is doing the right thing when no one is watching." Click here to read a short story related to Lewis' quote called "Catch of a Lifetime."

Check out a related post: Why Should Anyone Trust You to Lead?

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

 

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please 

contact: Email: petercmclees@gmail.com  or  Mobile: 323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, wealth management services, third-party maintenance providers, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

"CATCH OF A LIFETIME” By James P. Lenfetsy

 

"CATCH OF A LIFETIME” By James P. Lenfetsy  

He was eleven years old, and went fishing every chance he got from the dock at this family’s cabin on an island in the middle if a New Hampshire lake.

On the day before the bass season opened, he and his father were fishing early in the evening, catching sunfish, perch and worms. Then he tied on a small silver lure and practiced casting. The lure struck the water and caused colored ripples in the sunset, then silver ripples as the moon rose over the lake.

When his pole doubled over, he knew something huge was on the other end. His father watched with admiration as the boy skillfully worked the fish alongside the dock.

Finally he very gingerly lifted the exhausted fish from the water. It was the largest one he had ever seen, but it was a bass. The boy and the father looked at the handsome fish in the moonlight. The father lit a match and looked at his watch. 

It was 10:00 PM—two hours before the season opened. He looked at the fish, then at the boy.
“You’ll have to put it back   son,” he said.
“Dad!” cried the boy.
“There will be other fish,” said the father.
“Not as big as this one,” cried the boy.”

He looked around the lake. No other fisherman or boats were anywhere around in the moonlight. He looked again at his father.

Even though no one had seen them, nor would anyone ever know what time he caught the fish, the boy could tell by the clarity of his dad’s voice that the decision was not negotiable. He slowly worked the hook out of the lip of the huge bass, and lowered it back into the black water. The creature swished its powerful body and disappeared. The boy suspected that he would never see such as great fish 

That was thirty-four years ago. Today, the boy is a successful architect in New York City. His dad’s cabin is still is still there on the island in the middle of the lake. He takes his own son and daughters fishing from the same dock. And he was right. He has never again caught such a magnificent fish as the one he landed that long night ago. But he does see the same fish—again and again—every time he come up against a question of ethics. 

For, as his father taught him ethics are simple matters of right and wrong. It is only the practice of ethics that is difficult. The decision to do right lives fresh in our memory. Not about how we had a chance to beat the system and took it, but how we did the right thing and were forever strengthened.

The Staggering Cost of Bad Managers

 

 

 

 

 

When bad managers are allowed to run free, everyone suffers.

Employees suffer — Employees feel unsupported, undirected, bullied, confused, unmotivated, unappreciated, frustrated, and constantly questioning, “is it me?” So they are not engaged and they are not productive. 

Executives suffer — When executives lack confidence in the team beneath them, they have to cover for, or recover from poor work and decisions from ineffective managers. They become overloaded because they have to do their job AND the job of their managers. 

Business suffers —  When managers are not stepping up to do their jobs — making clear, good decisions and building a strong, capable team beneath them — then executives can’t fully do their jobs because they keep getting dragged down. Business progress slows or stops.

The Costs

Humu, the workplace software company led by former Google HR chief Laszlo Bock, points out that bad managers cost US companies at least $960 billion per year. This is according to Gallup data from 2019—and it likely underestimates the true cost, Bock adds. (More recent data from Gallup’s 2021 State of the Global Workplace report (pdf) show that a lack of engagement—a result of bad management—costs the global economy $8.1 trillion in lost productivity each year.)

Even if some of the costs listed here can’t be tracked by the finance department directly, they still have real impact. And it doesn’t take much imagination to see how each can lead to real dollar costs.

• Turnover. The number one reason people voluntarily leave a job is that they fire their boss.  Even when they cite other reasons (like pay), they would be less likely to be looking if they had a great relationship with their immediate leader.
• Reduced engagement. Seen by many organizations as the solution to organizational problems, employee engagement won’t be solved solely by EAP programs, job and work flexibility, great facilities or even top quartile pay. Most people will be immediately more engaged in and committed to their work with they have a skilled and effective manager.
• Reduced productivity. Productivity typically tracks engagement, but additionally when people have a bad boss, people may be less focused on the work, take more sick days, and generally be laxer about their job responsibilities.
• Increased health care costs.  Beyond more “sick days” (whether actually sick or not), one real cost of bad managers is an increase in stress-related health care costs.
• Poor decisions.  Even if the manager is brilliant, if they make decisions with little or no input from team members, they will have less perspective and may make poorer decisions – or at least make decisions that have less commitment from the team to implement.
• No decisions. Some of the bad bosses you’ve encountered may make no decisions or take no action on issues brought to them.  This is equally ineffective, may lead to missed opportunities and broken trust.

This is just a short list.  Your experience with a bad boss might give you other examples and issues. Ultimately, they will likely roll up to the big three – increased turnover, reduced engagement, and reduced productivity.

The Business Value of Good managers

The research in this HBR blog post by Randall Beck and James Harter, Why Good Managers so Rare, shows that the quality of the managers impacts the success of the business more than anything else.

Here are some highlights:

• Gallup has found that one of the most important decisions companies make is simply whom they name manager.

• Bad managers cost businesses billions of dollars each year, and having too many of them can bring down a company.

• Businesses that get it right, however, and hire managers based on talent, will thrive and gain a significant competitive advantage.

• To make this happen, companies should systematically demand that every team within their workforce have a great manager.

• If great managers seem scarce, it’s because the talent required to be one is rare. Gallup finds that great managers have the following talents:

• They motivate every single employee to take action and engage them with a compelling mission and vision.
• They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
• They create a culture of clear accountability.
• They build relationships that create trust, open dialogue, and full transparency.
• They make decisions that are based on productivity, not politics.
  

Imagination and permission

I find that the key manager skills above listed in the HBR article — motivating, driving outcomes, clear accountability, building trust, and good decisions — are indeed rare but can be improved.

Many managers end up in management positions for reasons other than these. The mistake I see many companies make is to expect people to automatically turn into good managers simply because they are in the job.

They miss the key step of telling their managers what makes a good manager, or setting clear expectations about what the job is.

Managers tend not to step up on their own because of issues with either imagination (they don’t know they are supposed to), or permission (they are not sure they are allowed to).

• Imagination: You need to get it into the mind of your managers that they need to be good at and do these new manager-things. Some poorly performing managers will do better, simply be being made aware of the game.

• Permission: Some people don’t think they have the permission to step forward and lead in this way — especially if no one has ever talked to them about it. You need to make it clear that not only is it OK, it’s required. And if they don’t have the skills or a plan to lead in this way, you need to train and coach them or let them go.
  

Make your company stronger

My favorite line in Why Good Managers so Rare is this one:

 "Companies should systematically demand that every team within their workforce have a great manager.”

Amen!

A Cost Reduction Plan

If you want to reduce the cost of bad managers, you need better managers. 

There are three major ways to improve the overall skill and effectiveness of leaders in your organization: 

• Fire and replace 
• Have better selection and hiring processes 
• Develop the managers already in place

The most egregious examples might warrant immediate replacement or reassignment.  If you simply replace one bad boss with another, you didn’t really improve anything (but you did further lower the morale and hope of the team).  Certainly, you can work on your hiring and selection practices (for both internal and external candidates, but that doesn’t give much immediate help.

The single best way to reduce the cost of bad managers is to help them develop into good managers. That happens with feedback, coaching and training. Many organizations have reduced their focus and investment in leadership development during the turbulence of the past couple of years. That turbulence has made the job of a leader/manager even more complex. The mix of a harder role with less support is a recipe for more bad bosses.

It is time to look carefully at the skills and results of our managers and provide them with the support they need to grow and improve.  Doing this will create positive ripples beyond what you might image and cut operating costs at the same time.

 To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

 

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please 

contact: Email: petercmclees@gmail.com  or  Mobile: 323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, wealth management services, third-party maintenance providers, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

 

Make Work Play: Changing Our Viewpoint About Work

 

 

 

 

 

 

 

 

 

There is more thinking and talking about “work” and what it means now than at any time I can remember. Certainly, we are living in a time of change and the nature and paradigm of work is changing with it. I am all for this discussion and the adaptation of new ideas about when, where, and how we work. But there is something more fundamental about work we can adapt, too. It is our fundamental view of work.

What Does Work Mean to You?

The word “work” carries meaning for everyone – and for most people it isn’t 100% positive.  Work is something we have to do. Most people say they wouldn’t work if they didn’t have to – which is one reason why people look forward to retirement so much. The synonyms for “work” support this view.  They include effort, struggle, obligation, exertion, sweat, toil and struggle.  I suppose it isn’t surprising people can’t wait for quitting time or Friday afternoon.

While all of this is the generalized view of work, what is yours?

What if it Could Change?

What if you saw work differently?  For example, if you saw your work as more like play – more enjoyable and less exertion – would it change your attitude, mental health and results when doing it?

More specifically, think of a time when you did enjoy your work – how was your experience different?

Making the Change

While it is easy to think about how our experience of work could change if our thoughts about it changed, those thoughts are deep seated. Those thoughts come from our language, as we have seen, and also from media, our conversations, and our life experiences.  Chances are you developed your view of work first from your parents, and how they talked about the work, their boss and perhaps how they “worked for the weekend!”

If you would like to change that view of work, and see it a little more like play and a little less of a pain, start with this question:  What do you love about your work?

Before you read on, think about your answer…

Some Thoughts from Others 

 A recent poll revealed answers from respondents to this question:

What do you love about work?

In each response you see a passion and a caring about work that was different from what I described above. And there is no doubt that each of those respondents were more effective and productive in their work, as well as happier too.

The answers were categorized  into the reasons they gave – their answers as to why they love their work. This wasn’t a formal survey, the pollster simply asked the open-ended question I asked you.  Some people responded with a brief line; others provided paragraphs.  From their answers the categories you see below were created. You may find it instructive that most respondents had more than one reason they loved their work.

Sense of purpose                                         22.5%

The work itself                                              19.7%

Problem solving/overcoming challenges   11.3%

Helping others                                              11.3%

Coworkers/team                                           9.9%

Coaching others                                           5.6%

Fun                                                                 5.6%

Other answers included flexibility, variety, relationships at work, and personal growth.

There is more I could say about these results that apply directly to this article.  Let me just say this:  If you find any of these things in your work – and recognize it – your view of work will likely be healthier and more self-sustaining than if you don’t.  Part of it is perspective and mindset, but some of these items a leader can help people see too – especially the number one item on the list.

To your greater success and harmony,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

 

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please 

contact: Email: petercmclees@gmail.com  or  Mobile: 323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, wealth management services, third-party maintenance providers, real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

 

 

Moving the Needle When Participating In a Learning Event (Read: OPG-LA Tier 3)

 

 

 

 

 

What is your goal when you attend a conference, seminar, workshop, webinar or even this week's OPG-LA Tier 3 Leadership Academy session # 1?

Is it a life-changing idea or insight, or something else?

I have experienced the big aha-moments in all those settings, and that is wonderful. But that is a high bar.

I’ve also heard people be a bit cynical after and even before a session saying things like “I knew most of that material,” or “there wasn’t much new here.”

Light-bulb moments are wonderful. But attending learning events focused only on the big, new ideas will keep you from getting the most from those opportunities.

Focus on moving the needle. Learning and growing by 1%.

Going from 0-60 is great but moving the needle from 40 to 45 and creating a new average or base line is more realistic and can have a huge impact on your long-term performance and success.

The big insight is a bonus, but moving the needle to a new level – even if the change is small – can change everything.

Look for the little gains. When you look for them, you are more likely to find them – and added together, they will change everything for the better.

Whether in a learning session or just going through your workday – look for ways to move the needle today.

Check out a related post: Experimentation is Vital for Leadership Excellence. ( 5 min read)

Stay curious, stay hungry,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

 

Take the Next Step...
Interested in learning how to develop your organization's leadership capability, culture, and employee engagement? We begin with a collaborative discovery process identifying your unique needs and business issues. To request an interview with Peter Mclees please 

contact: Email: petercmclees@gmail.com  or  Mobile: 323-854-1713

Smart Development has an exceptional track record helping service providers, ports, sales teams, restaurants, stores, distribution centers, food production facilities, wealth management services, facilities and energy management,  real estate services, nonprofits, government agencies and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.