“The Undefeated Image” Book Preview: Putting the “Human” back into Human Resources

There perhaps is no tougher job in any organization or corporation, no matter the size of the

staff, the makeup of the employee team, the level (or sometimes the lack thereof) of middle

management, or if the CEO is “hands on” or “hands off”, than the task handed to every Human

Resources professional.


Finding the right person for the right job. Ensuring a solid fit with the corporate culture.

Driving the team to stay engaged in their position. Seek to evoke positive emotion and greater

production. Turn those “”B” and “C” employees into the preferred “A” grade. Increase the

retention rate. Make certain those tattoos are not offensive.


Make those employees happy to come to work every day with no fear of losing their job.


It has been my experience that far too often, Human Resources has been minimized to the

point of being seen as nothing more than dealing with three specific areas of concern, none of

which allow the dedicated professional to break from what has become a far too familiar mold.


Interaction with employees as they come in the door with a hearty handshake and smile.

Holding seminars about benefits while unraveling vacation dates. Interaction with employees

as you usher them out the door often without the hearty handshake.


Each one a tedious exercise which does not allow the HR professional to use their knowledge

and experience in a much more productive fashion.


The real work of Human Resources, what will turn this department and these professionals into

the more engaged professionals they seek to be while at the same time creating a more

cohesive and productive work environment, is what happens after the orientation. Away from

the benefits meetings, and well before the split on positive or negative terms.


The consistent improvement of their personal and professional brand with assistance from a

veteran workplace mechanic. Someone whose sole specialty is creating a level of leadership

and brand image consistency that frees up the HR professional and varying levels of

management to deal with more immediate and pressing concerns.


In a more than 30 year career in broadcasting, production, management, marketing, sales and

public relations, (all of which come to bear in this amazing industry), I have paid close attention

to the role of Human Resources. Over those years, I’ve been fortunate to meet a number of

dedicated professionals that appreciate their role in the workplace structure, and work

diligently to improve it for every member of the staff.


Unfortunately, I also have first hand experienced the sheer impossibility of doing this in more

than a few places of business. I have spoken to management and assistants in Human

Resources who feel trapped and minimized in their roles due to circumstances out of their



These are the professionals who can benefit from the concept of having an “ombudsman”, if

you will, at their beck and call to head off internal issues before they happen. Before

HR has to get involved in what many employees see as little more than acting as “the Angel of



When I talk to HR pros about what might make their lives and that of their staff better, I

take in all their suggestions and emerged with simple ideas that few companies consider.


And they should. Immediately. Without hesitation. For a few obvious and positive reasons.


Decreasing if not eliminating the turnover rate. Make for a happier employee. In turn, that

means greater personal profitability and advancement possibilities for the employee, a greater

chance corporate profitability, and the knowledge from high above in the ivory tower that the

HR specialists are keeping the peace, ensuring the machine runs without a hitch.


So what has been the key to improve every organization, work in tandem with HR

professionals, remove the stigma attached to their position, and drive up productivity at every

organization of every size?


The mechanic.


The person who develops better employees at every level. The individual who drives every

member of the team on a consistent basis to improve personally and professionally. The

irreplaceable part of the team that is there to do nothing more than engage the staff, develop a

“killers instinct” for success, and ensure that corporate brand is held to a higher level than

anyone thought possible.


The mechanic.


Let’s save that thought and first consider some personal experience.


I went to work for a major broadcasting company in a major American market. Having been in

that city for some time doing television sports, I was approached by the Program Director at

this radio station group about also hosting a daily afternoon talk show. Having started my

career in radio, it was an exciting opportunity I readily accepted. Honestly, this was a city and a

job I hoped would be my last stop. Unfortunately, that didn’t work out. And part of the reason

was years later revealed to me in a frank conversation with one of the HR assistants who was

there at the time.


My first day, I was hustled along with 8 other people into a conference room. We were handed

packets that were sealed and told not to open them until instructed, which made me feel as if

we were about to be handed the secret nuclear launch codes. For a moment I was concerned

there would be someone going to each individual asking for a small drop of blood for testing,

and then perhaps a secret handshake.


Thankfully, neither was the case, though I still to this day believe there may have been a secret

body scan being conducted unbeknownst to us all.


Upon opening the packet, we were all regaled with a power point presentation detailing the

specific rules of the ownership conglomerate. As is the case in many of these proceedings, a

good number of them were, at least to me as a veteran of such workplaces, of the “common

sense” variety.


However, by then and to this day I reminded of another Granny Berliner admonition

which she could never have known how true it would become in what to her was the

unimaginable future.


“You will find that common sense is not as common as you might think”.


Check. Well understood, and more often than I would like to admit, experienced.


There was also a video about the company and it’s employees, which as many of these

was rather dull, poorly produced and uninteresting. About two minutes into the presentation, I

could tell that four of my new colleagues were experiencing a deep form of hypnosis that had

lulled one individual into what can only be described as a “state of perpetual drool”.


Almost 90 minutes later, we were free and clear. Newly minted employees having indeed been

given the “secret launch codes” to embark on our course to becoming happy, healthy and

obedient members of the organization.


Hang on a second, buddy. Two problems.


One, it became more than a little obvious within a few weeks of our indoctrination that the

entire session was a waste of time to more than half of the group. It took that long for specific

rules to be broken, one HR complaint from a veteran member of the staff against a new hire,

and two departures from the company of their own accord due to a failure to be properly

trained in their job tasks, and then being held to ridicule by a member of middle management

in front of fellow employees.


As one person said to me a day before she decided any career was better than the one she

was hoping for with this company, “I’d rather be actually defecated on, (using the more

common and vulgar word for human defecation), than be a part of this clueless place and the

idiots it employs”.


She later went on to a successful career with another broadcast group and eventually became

a manager. Years later we spoke briefly and she told me that “everything I learned about being

good at my job was learned at (the company in question here) because it taught me everything

not to do”.


“And (the company with which she went on to great things) trained me, stayed with it, never

wavered in their dedication to the staff, and gave us all the opportunity to succeed”.


Looking back on it all now, it has become obvious to me that key element, consistent training,

was achingly missing. An education much more intrinsic to the proper and smooth operation of

any company of every size. A massive mistake that could and should have been easily



Save for the moment I was part of the indoctrination seminar, when I asked for a clarification of

my vacation days about a year later, and on my final day at the station for the surrendering of

door cards and signing the standard documents promising I would not divulge the secret

handshake, I never once spoke with a member of Human Resources, other than a passing

“hello” in the building and seeing them at the annual Holiday party.


Where they never once mingled with anyone other than upper management.


It was several years later, in a chance encounter, when I spoke with an assistant in that HR

department and sought out answers on how business was conducted. More to the point, I

wanted to know why HR never spent any time actually working with the employees to ensure it

was a positive working environment.


The answer, frankly, didn’t shock me. But it was so detailed I wrote it down on a cocktail napkin

at the first chance.


“We were never asked to get involved with the employees outside of our standard tasks. We

were told to deal with the employees issues as they came up and stay as invisible as we could.

If there was legal problem, deal with it. If there was a fight between employees, figure out

which one to fire. Keep the vacation days in line. Back up management at every level and

without question. Remember that employees are expendable and company profits better not

be f***** with.”


I asked why this was the case.


“Because we were understaffed, overwhelmed, and micro-managed to death”, was the snap



What would help, I wondered.


“The General Manager and the people above him needed to bring someone in to help us work

with the employees. It’s not what we were tried to do. We were never trained in leadership or

image skills, yet were expected to suddenly have them at our fingertip as if by osmosis. No

matter how hard we tried to make them understand that spending money for an experienced

consultant would make them more money, it was a constant deaf ear. They just couldn’t grasp

that this would take the pressure off us to be mind readers in trying to guess where

trouble was coming from coming from”.


“it might also have stopped everyone in the building from hating and fearing us every time we

walked into the room”.


At the time of my education in this part of the business, I wondered if this was the exception

rather the rule.


I was wrong. I, and many people at varying levels of corporate responsibility, have experienced

this indifference as an employee, an observer, a client and a consultant.


What always made me shake my head was that this is fixable. This is something that can be

repaired easily, efficiently and effectively.


Every place I have worked, every place I have asked about where colleagues work, and most

of the middle and upper management I’ve questioned all agree that HR is the most feared

division in the building.


Why? Because the sentiment is when you see them coming, someone is getting suspended,

punished, admonished or fired.


Which is not what Human Resource professionals have trained for, and certainly not the

reputation they seek. Yet it would seem to be the niche they have been handed by those in



Later in my career I had the misfortune to experience the most dysfunctional, chaotic, ineptly

run organization in the history of broadcasting. Time spent that opened my eyes to the need

for the dedicated training I would make the centerpiece of my next career.


Since the moment KDKA-AM threw the switch in Pittsburgh PA to become the first radio

station in America on November 2 1920, and from the instant inventor Charles Francis Jenkins

made W3XK the first commercial television station in America on July 2 1928 located just

outside Washington DC, a more befuddled and badly managed alleged broadcast outlet has

never existed.


A more in-depth study of this nightmare is, as they say, another story for another time. But it

does segue into a cautionary tale about how Human Resources and the proud professionals

who call themselves part of an honorable fraternity are misused and made “the fall guy” for the

mismanagement of others.


It also screams the arrogance and indifference of ownership and upper management in failing

to not merely recognize the problem, but to take any substantive action to correct it.


Which is why within three years, this organization had lost more than $50M and went from a

corporate division with more than 50 employees to a ragtag band of moribund survivors

numbering no more than a dozen. With each and every one spending time every single day

seeking a manner of escape to anything that would provide a comparative paycheck.


This organization had been in business as a successful print magazine, a very opinionated and

often misleading book publishing division, a seller of survival foods for the next apocalypse,

and aggregate website. With those profits and a hefty amount of investment from wealthy

benefactors who were victims of a perfectly crafted snow job, they decided to ply their wares

as a cable broadcast network.


Having been intimately involved at the upper management and talent level for several profitable

media networks over my career, I offered my services to hopefully bring another dream to

fruition and create a solid workplace for aspiring broadcast professionals.


Unlike the earlier noted experience, there was no HR “welcoming seminar”. No instruction as

to company policy. No guidance from anyone as to what was expected. Just a very nicely put

together glossy folder armed with, among other things, a company handbook detailing various



A handbook for which I could not find one person employed there had ever cracked. Not one.


When I asked someone why this was, I was tragically amused to hear an answer that could

have indicated this person was listening in on my conversation with the legitimate broadcasting

company individual from the earlier tale.


“Hell, no one pays attention to that bull****. Everyone knows the only reason they toss it at us is

so they can use it to fire us later”.


What about Human Resources, I asked.


“A complete joke”, came the immediate answer. “The only reason you ever see them is when

they’re coming to fire someone”.


Yogi Berra said it best. “It’s deja vu all over again”.


Delving into what transpired at this company produced a near carbon copy of the

mismanagement and professional abuse of Human Resources at the earlier firm.


Because the broadcast studios were located in a satellite office from the main hub, HR had to

make a trip to visit and deliver. As they were not part of the daily scenery, every time one of

them showed up, there was immediate angst and a tightening of the sphincter.


No matter they were behind closed doors with middle management, there was no doubt

among the hired hands that something was being discussed that would mean another

downsizing, (there were several due to the mismanagement of ownership), someone’s career

was being discussed, and the end result would be another body flying out the door feet first

carrying their belongings.


Other than meetings about changes in corporate insurance policies and other benefits, no one

from Human Resources ever came to just talk, get to know the people at this level, or to seek

ways of helping them work better in this workplace atmosphere.


I later ascertained why. No one in HR at this company had ever been taught or asked to

provide leadership. None of them were trained in the discipline. From that, they became

resigned to being nothing more than trainers of the employee software and the facilitator

of expulsion paperwork.


And they did not care to learn because, here’s the kicker, “it wasn’t their job”.


Every time other than those benefits meetings, it was bad news when HR walked briskly

through the door, notebook and packets in hand, bending close the delivering the heart

wrenching “we need to talk” whisper.


There were a number of times when employees filed numerous complaints against their

immediate supervisor. This was a person elevated by the CEO because he made no bones

about being there simply to carry the CEO’s message down the line. Having worked with him at

their level for 2 years or more, the staff had experienced his level of dismissing most people as

beneath him. His trademark was arrogance, open insult, belittling people in front of their fellow

workers, and quietly threatening workers with punitive action.


Word filtered throughout the staff that this manager would be forced, at the recommendation of

Human Resources in reports to upper management, to undergo “management training”,

making him “more sensitive” to proper leadership and productivity.


It never happened. Reportedly when an employee expressed frustration and asked why things

weren’t getting any better and if this person was indeed forced to undergo any management

training, the response from the HR manager was a shrug of the shoulders and what amounted

to a “hey, it’s not my job”.


Human Resources was made the fall guy. As in the earlier example, they were never given the

proper guidance from ownership and upper management, were not allowed to do what they

were trained for and what they could have been trained for, and become nothing more than

vacation schedulers and the bearers of bad news.


Understaffed. Overworked. Not being allowed to lead. Merely collecting a paycheck and, in the

process, watching as what was once a promising mix of seasoned professionals and aspiring

young minds be reduced to a morose and disinterested staff merely collecting that check until

they could find their way out the door for a better workplace environment.


While this was a specific type of company, I have no doubt something similar is happing at this

minute at many other firms. Either by failing to see the signs of workplace unrest, putting the

figurative head in the sand hoping it goes away, thinking of employees and HR managers as

expendable and replaceable, or not willing to grasp a simple concept of business.


You have to spend money to make money. And when you have a problem, do not hesitate to

seek out someone who will turn things around. A professional. Someone who does this for a

living and will compliment the people you already have on staff.


You hire a mechanic, whose job is to more than repair what’s gone wrong. But also become

part off the “preventive maintenance”, ensuring no skip in the heartbeat engine of your

business. No breakdown of parts that have become worn and will destroy momentum.


Getting ahead of problems before they even have a chance to sniff the open air of occurrence.


Let’s get back to what we talked about at the beginning of this chapter. What would improve

every organization, work in tandem with HR professionals, remove the stigma attached to their

position, and drive up productivity at every organization of every size?


The demands placed on human resource professionals is more demanding than ever before.

The speed with which companies grow. The instant gratification expected from management to

not only keep employees “in line”, but to magically anticipate where issues will drop up. The

need to make HR a friend to employees instead of someone who should be feared and make

grown individuals cower at the sound of their footsteps.


There is not a human resources professional who could not benefit from having a specialist

on call. A third party charged with working directly with the employees in a very personal “1 on

1” experience. The person who is not seen as the “forbearer of doom”, instead someone who

is there to understand the employee side of the job, and work with them on a consistent basis

to keep the engine humming.


I saw the need for this position years ago. Thus was born “The Mechanic”.


Here’s the analogy.


You own a car and care about it’s performance. So you, not wanting to see that car break

down and drop a major hit onto your bank account, do what is necessary before the calamity



You perform the oil changes at the scheduled time. You have those tires checked and replaced

when they’re worn out. You even make certain that “Washed Replacement Fluid” light doesn’t

become the bane of your existence.


You practice preventive maintenance.


You fly planes for a living. You do more than just the routine checks, going over the log books

and the equipment with the veritable fine toothed comb.


Do people still use combs??? Anyway.


You have the responsibility of other people in your hands. It’s your job to be absolutely certain

the parts aren’t worn to the point of breaking. You check and recheck your flight plan against

the prevailing and always changing winds. You understand your responsibility to those you

lead, even for a short time.


You do the necessary preventive maintenance that will guarantee nothing goes wrong. You

play it smart, spend the money up front before the emergency strikes, because when that

machine breaks, the cost of repair will be three or four times what it would have been if

attention had been properly paid to preventive maintenance.


My job is to be that person who does the work ensuring that machine never skips a beat. That

skilled and professional mechanic who understands what is at stake, and how to best work

hand in hand with the HR professional and upper management or ownership, partnering and

become a caretaker of the corporate performance and brand.


What I was trained to do.


I have found employees are much more likely to open up to someone who is there for the

specific purpose of working with them from the moment they finish their orientation

meeting, to the moment they leave the company feeling as if they have taken a great step

forward in their professional development


All thanks to this firm and the motivation they provided. That leaves the employee with a

positive experience, one they will recount to others who might become part of their former

employer. And if that employer is the producer of consumer product, the former worker will

be an excellent spokesman for their product and their brand. Instead of bad mouthing the

company and the product, they become ambassadors of good will.


They also unknowingly add to the possible future success of the company as unpaid sales

and marketing spokespeople.


Being a partner with the company as that third-party voice and ear is a much more relaxed and

revealing process for an employee than being called into the HR office. Less angst. Less

tightening of that sphincter. Someone who doesn’t deal with benefits or vacation days. Instead,

someone who is there to stir up the “pain points”, seek solutions on a human and personal

level, evoke emotion and bring them to a level where they not only want to come to work, but

they look forward to it.


Someone from whom the employee is not on guard from the first instant a meeting begins

because all they experience is a sense of doom, and a fear of retribution should they say the

wrong thing.


The most important facet in crafting a winning and profitable atmosphere for everyone boils

down to one word that should always accompany training at every level.




I speak at numerous events, conventions, workshops, retreats and other corporate gatherings.

In very few cases do I appear as a “one off” cut and run. That’s not the way I do business.

Because in my mind, and what I impress upon those I now call “partners” instead of clients,

that hour we spend together on stage and then the time speaking casually in the “post-game”,

is just the beginning.


Consistency is the key. From the moment an individual becomes part of the team, there begins

the motivation, the sense of ownership, the training that every person needs from the CEO on

down. There is no excuse for not being consistent in training, and those who find the excuses

are more often than not failures in their field.


Training in motivation, brand image, leadership, responsibility, accountability and integrity never

stops. It is as constant as the Northern Star. It as part of the firmament of every successful

individual and organization. It is the “eat all you eat” buffet that keeps people coming back

for more.


It must be the very air that an organization seeking to be head and shoulders above everyone

else must breath in deeply every day.


Successful companies and organizations understand the changing of employment times, and

how critical it is to treat the employee as a member of a team. Someone whose opinions are

valued and never ignored. An individual who is not easily replaceable.


And who believes the company has their best interests at heart.


As “The Mechanic”, I work with Human Resources and compliment their efforts. To be honest,

there are many in the profession who at first view me with a jaundiced eye of concern. More

than once I’ve experienced the HR Manager or someone on their staff tell me in no uncertain

terms, “I know you’re here to take my job”.


Which could not be further from the truth.


My job is to inspire, motivate and educate a staff before issues arise. It’s my job to be the

trained mechanic who, with a trained ear to the windings of the engine, understands where the

problem is and solve it before it cracks productivity. That’s a trait taught to me by my

Grandfather Emil, the Master Electrician and someone who could tell a misfiring motor from

100 yards away.


I can tell a misfiring workplace culture from the moment I do my research, and then talk with

the first member of the team. At any level.


I make Human Resources look better every day to their counterparts and superiors. I am that

“management trainer” ensuring every level of management understands the imperative need

for leadership and integrity. I provide a level of support unheard of in many corporate arenas.


Because my job is to get into that arena and fight the battles before they spill over into the



It’s my task to make the entire HR team more productive, more focused on the

daily demands of a difficult position, to in essence allow them to clear the clutter from their

physical and mental desk to deal with the critical issues.


To rouse the organization and it’s people to a greater level of success than they could possibly



I have always seen the task at hand one of being not merely the buffer, but also being the

“firestarter” to help not only human resources, but middle and upper management to become

more productive leaders.


While also working with those same leaders “1 on 1” to rouse their passions in becoming more

efficient and much happier in being the one people look up to.


It’s the necessary investment in the human element of every organization. It is the money well

spent that provides an immediate return on investment. It is the investment for the investment.


It doesn’t wait for the inevitable breakdown that occurs in every organization. Sooner or later,

something will happen that will necessitate involvement from HR or up the food chain that

could destroy a productive working environment, leave a trail of bad feelings and perhaps

even revenge motives, and leave the work force demoralized and unproductive. Even worse,

failing to get ahead of these issues could spell legal trouble in the form of lawsuits.


Preventive maintenance.


Be proactive. Bring in the professional before that corporate car is limping down the road on

the verge of collapse. Work with the team to bring every individual to their best effort and then

10% more. Ensure the star players become leaders while the second and third string get the

support and motivation they need to prove they can aspire to be part of the starting lineup.


Educate. Motivate. Put the “human” back into human resources.


It’s forward thinking like this that will turn every HR Department into something not be feared,

but to be appreciated and looked up to as a positive element in the daily working world.


And it will prove to upper management there is much more to HR than welcome packets and

carrying the scythe of doom.


Stop just handing out those welcome packets. Have the vision of preventive maintenance for

people and products. Bring in the individual with the right tools to forge an undefeated brand.


Make it a key element crafting and maintaining “The Undefeated Image”.




– Failing to personally connect with each employee. It’s difficult and time consuming, but it

will make them see HR as more helpful than someone to fear.

– Relying too heavily on packets and print material. Most of it goes into a drawer and is

forgotten no matter how many admonitions an employee receives.

– Not providing each employee at every level with motivational support. Everyone needs a

good kick in the rear every now and then.

– Teaching mid-level management to be the leader in delivering that inspiration. The key here

is leadership, and it has to come from the next level of management and HR in lockstep.

– Showing up only when something is amiss. This leads employee to see anyone from HR as

more of the “executioner” than someone there to help them grow personally and





– View every employee at every level in the same light. No favoritism.

– Deal with internal issues right away. Don’t let them fester, as that will only make the issue

tougher to solve with time.

– Keep employees at every level updated on their work progress. Six months or a year is far

too much time to allow in evaluating and helping people get better at their jobs.

– Be friendly. You’ll be surprised how far a smile and personal advice will go. Convince upper

management this will lead to greater productivity and less turnover.

– Make “The Mechanic” part of your team to assist with employee relations, leadership

training, brand image understanding and the pitfalls that will affect them and the company.

Trust “The Mechanic” in tending to the engine and provide the preventative maintenance

every human vehicle needs to succeed.