For a short-cut sample of Tim speaking, use the link below for a recent interview on podcast conducted with Tim Jeffrey, as he describes his approach and programs:
The Jeffrey Porch©
The name of our company is both a metaphor to illustrate a consistent theme in all program offerings and a reference to the essential bond that unites and shelters everyone within enterprises embracing common goals for mutual benefit. The porch is a safe zone as much as a vantage, where people gather to view their "neighborhood."
The nature and pace of modern employment and time spent have now shifted primary relationships between people, so that the workplace has become the new cybernetic neighborhood. To function, all benefit when they recognize this, to preserve relationships, using every resource at their disposal to join, listen, abide, advise and serve.
...is always communication. And at base, communication is an ethical proposition, as it is the core of harmony. Honor brings harmony, and through communication - which is as much one’s willingness to help and be criticized as it is speaking (which is frought with diversions borne of ego and fear). Any Jeffrey Porch intervention or process addresses three elements that provide an ethical base line for company heads as well as coworkers to align perception, expression, and actuality... think, say, is; tract, act, fact: What we perceive. How we describe it. What it actually is. When problems in organizations arise, all three are at odds, obliging members of that particular group to force actions or bend reality to agree with misperceptions.
The modern societal posture of detachment affects all of us in our work. Not committing energy to a mission, personal or professional results in lost opportunities and loyalty. The conventional business wisdom about using motivational interventions to raise worker productivity fail because the preoccupation with the bottom line and theoretical daily efficiencies seldom succeed if employees aren’t genuinely included, respected and engaged from the outset. Fancy psychobabble, canned training, stagey lip service and uninspired, irrelevant exercises to address deficiencies always fail. Employees will on the other hand claim ownership when a company’s officers and management participate, modeling honorable conduct. Personally committed people always perform for the right reasons. The executive management must “close” the fellow employee every bit as much as they customer.
...is a philosophical dictum that is threaded throughout everything the Jeffrey Porch team offers. Individuals in organizations have the responsibility to save cultures and relationships, the heart of enterprise. Because today’s American business landscape appeals to and measures itself by the often erratic perception of stock market worth, company’s invent images and initiatives that belie the truth of their situation and/or demand that they deliver what they are incapable of providing rather than healing a company by declaring a mission consistent with the truth of their abilities and worth. As a consequence, enterprises either attempt to imitate a foreign culture, or encourage employees to undermine one another for vague rewards, mirroring negative survival island subcultures.
Each individual bears some of the responsibility here: patterns of unhealthy work relationships, repeatedly generated by employees who devalue themselves in continually seeking work with dysfunctional organizations only sustain the self-destructive inclinations of misaligned companies.
Mr. Jeffrey’s answer is the polar opposite of most books on the subject: instead of contemplating one’s own path and neeeds, the individual should be concentrating on devoting service to others in a cause greater than oneself....which extends all the way to companies competing to risk blazing the ethical trail and setting an example for and preserving the very health of the American economy.
Companies will change, grow and flourish if and when their employees set the example through purposeful direction, rather than wait for leaders to take risks: “We will succeed because we say we will. Period.”
The critical matter of reversing the laughably unecessary spiritual damage in the workplace will emanate from nothing less than a radical “Revolutionizing of the American Marketplace” and the people in it, rather than indulging themes and announced plans that divert from actually addressing and solving systemic infidelities and inviting disaster.
Though aggressive in concept, the actions recommended by the Jeffrey Porch team merely embrace the fact that there are no absolutes in life, let alone in business.
All work and indeed company missions are fraught with doubt and borne of guessing, even for those leaders who pretend confidence regarding outcomes. Recognition of this by the members of an enterprise is what sets them apart.
Nothing will ever be worse for survival than a leader who knowingly announces a half-hearted or ill-formed direction that requires activities they cannot actually visualize or galvanize, thereby expecting obedience to a false god, with increasingly dire resorts once the company is in freefall.
By embracing dynamic flux through the interactions and energies of engaged and respected cohorts, organizations and individuals demonstrate continual compromise, sacrifice, and a collective daily re-assertion of a path, driven by healthy tension and cycles of release, reward and rebirth.
This of course requires people to enter the right “extended family” by finding the company that embraces their contribution. Few exist. They will. They have to. This is achieved through “unifying action in service,” Mr. Jeffrey’s continual dedication to creating an extended family or neighborhood in the company through service to one another.
The following programs,though each will be tailored to clients upon evaluation of their condition and intentions, begins the process of getting back to the natural process of self-correction, appropriate decision making, and engagement in the workplace.
A series of presentations and interactions with parents in Mr. Jeffrey’s confrontive and comedic style to do it right, now, and from now on.
Right Is Only Half of What’s Wrong
You can have the right idea but what does it mean if you can’t get it done? Work, even for those who deny it, will always be about meaningful purpose. A simple, realistic examination of what we owe our jobs and the people we work with, by a pro who has helped thousands find and keep the right work for the right reasons.
Functioning with anger in the workplace. Fear persists in dictating our actions at work - at times encouraged or programmed by our superiors, at other times imagined. Regardless, energy is deflected and lost and we become unproductive, thwarted.
At base the ancient conflict between us comes down to control of others versus acceptance of all, and the subsequently ferocious differences have reached their fever pitch because our identity is at stake, now that we have lost an extended family or neighborhood to feed us consistent information about who we are...so that everything foreign is a matter of safety threat, not just a lost job or new culture to be absorbed.
It’s old fashioned manners. “We are them.” Diversity has less to do with structured, force-fed re-education than with how we dignify our jobs and edify our lives by honoring others.
A series of individual and group interventions meant to raise awareness and dedication to issues of honorable conduct, productive cooperation and life/career planning in order to be productive and engaged in the workplace.
Getting Going Again
Full package of seminars and materials and coaching for individuals and groups that guide job search from realistic evaluation of employment options through landing.