Why do you pay your team members? If you asked them, they might answer “You pay us to work.” If you ask an office-based worker what ‘work’ means to them, you’ll get a list of typical workday activities. They read and write emails. They write reports. They go to meetings and attend conference calls. Those activities that sound appropriate enough, but they don’t give a complete picture of what ‘work’ means to you.
There are two different definitions of ‘work’ in the dictionary. Your team members likely subscribe to the one that defines ‘work’ as “mental or physical activity as a means of earning income; employment.” Given you’re responsible for your team achieving its goals, you probably lean toward the other one which defines “work” as “activity involving mental or physical effort done in order to achieve a purpose or result.”
The two definitions are similar in that they revolve around physical or mental activity but they differ significantly on the purpose of the work. The implication here is you must hold your team members accountable for the results they achieve – not the activities they perform. That accountability contributes to the collective results your team delivers. Activities your team members think of as “work” are the inputs that go into getting the real outcome you desire – results that lead you to achieve your goals.
You need to evaluate the amount of output you get from a team member (the results of their work) and compare that to the amount of time and energy you have to invest in them to get it. We call that second piece ‘leadership capital.’ The result of those comparisons is the Leadership Matrix (or ‘the box’ for short). Within that matrix, we define behavioral archetypes from Slackers to Rising Stars and everything in between. The real insight lies in practical advice on how to lead those folks to improve their performance. To assess that performance, you need a deep understanding of the output generated by your team members. Those are the outcomes to assess when placing team members on the Leadership Matrix.
Assessing the Output of Your Team Members
The output question leaders need to focus on is “are my team members producing the results I need given all the investments – pay, equipment, supplies, my time and energy – I’m making in them?” Assess each team member’s output – results that contribute to your team goals. To conduct this assessment, you’ll evaluate five elements of team member output:
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Mike Figliuolo is the co-author of Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results and the author of One Piece of Paper: The Simple Approach to Powerful, Personal Leadership. He’s the managing director of thoughtLEADERS, LLC – a leadership development training firm. An Honor Graduate from West Point, he served in the U.S. Army as a combat arms officer. Before founding his own company, he was an assistant professor at Duke University, a consultant at McKinsey & Co., and an executive at Capital One and Scotts Miracle-Gro. He regularly writes about leadership on the thoughtLEADERS Blog.
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Every business, company or organization goes through cycles in its evolution. At any point, each program or business unit is in a different phase from the others. Every astute organization assesses the status of each branch on its Business Tree™ and orients its management and team members to meet constant changes and fluctuations.
It’s not that some organizations ‘click’ and others do not. Multiple factors cause momentum, or the lack thereof. As companies operate, all make honest and predictable mistakes. Those with a willingness to learn from the mistakes and pursue growth will be successful. Others will remain stuck in frames of mind that set themselves up for the next round of defeat or, at best, partial-success.
The saddest fact is that businesses do not always know that they’re doing anything wrong. They do not realize that a Big Picture must exist or what it could look like. They have not been taught or challenged on how to craft a Big Picture. Managers, by default, see ‘band-aid surgery’ as the only remedy for problems… but only when problems are so evident as to require action.
Is it any wonder that organizations stray off course? Perhaps no course was ever charted. Perhaps the order of business was to put out fires as they arose, rather than practicing preventive safety on the kindling organization. That’s how Business Trees in the forest burn.
This chapter studies obsolete management styles and corporate cultures that exist in the minds of out-of-touch management. Reliance upon many of these management tenets subsequently brought Enron and many others down.
This includes the characteristics of addictive organizations, their processes, promises and forms. It reviews the Addictive System, the company way and the organization as an addict. This chapter studies communications, thinking processes, management processes, self-inflicted crises and structural components of companies that go bad, or maybe never do what it takes to be good. Topics discussed include the society that produced business scandals, accountants and auditors, pedestals upon which CEOs are placed, spin doctoring, compensations and accountability issues with managers.
Companies are collections of individuals who possess fatal flaws of thinking. They come from different backgrounds and are products of a pop culture that puts its priorities and glories in the wrong places… a society that worships flash-and-sizzle over substance.
Characteristics of Corporate Arrogance:
Support others who are like-minded to themselves.
Scapegoat people who are the messengers of change.
Blame others who cannot or will not defend themselves.
Find public and vocal ways of placing blame upon others.
Shame those people who make them accountable.
Neither attends to details nor to pursue a Big Picture.
Perpetuate co-dependencies.
Selectively forgets the good that occurs.
Find three wrongs for every right.
Do little or nothing.
At all costs, fight change… in every shape, form or concept.
Making the wrong choices.
Inability to listen. Refusal to hear what is said.
Stubbornness.
Listening to the wrong people.
Failure to change. Fear of change.
Comfort level with institutional mediocrity.
Setting one’s self up for failure.
Pride.
Avoidance of responsibilities.
Blaming and scapegoating others.
People who filter out the truths.
Non-risk-taking mode.
Inaccessibility to independent thinkers.
Calling something a tradition, when it really means refusal to change.
Preoccupation with deals, rather than running an ongoing business.
Arrogant attitudes.
Ignorance of modern management styles and societal concerns.
Failure to benchmark results and accomplishments.
Incorrect Assumptions that People Make:
That wealth and success cure all ills.
That business runs on data. That data projects the future.
That data infrastructure hardware will navigate the business destiny and success.
That all athletes are role models. That all well-paid athletes are national heroes.
That the CEO can make or break the company single-handedly.
That doctors don’t have to be accountable to their customers.
That education stops after the last college degree received.
That TV newscasters are celebrities and community leaders.
That having an E-mail address or a website makes one an expert on technology.
That the Internet is primarily an educational resource.
That technology is the most important driving force in business and society.
That buying the latest software program will cure all social ills and create success.
That community stewardship applies to other people and does not require our own investment of time.
That white-collar crime pays and that highly paid executives will avoid jail time.
That senior corporate managers have all the answers and do not need to seek counsel.
That return on shareholder investment is the only true measure of a company’s worth.
That all people who grew up in the south are racist.
That government bureaucrats are qualified to make decisions about taxpayer money.
That activists for one cause are equally open-minded about other issues.
That corporate mid-managers with expense accounts are community leaders.
That deregulation is always desirable and in the public’s best interest.
That home-based businesses are more wealth-producing than holding a job.
That professionals can get by without developing public speaking and writing skills.
Addictive Organizations.
Addictive organizations are predicated upon maintaining a closed system. Alternately, they are marked by such traits as confusion, dishonesty and perfectionism. They are scarcity models, based upon quantity and the illusion of control. Only the high performers get the gold because there are not enough bonuses to go around. Addictive organizations show frozen feelings and ethical deterioration.
Addictive organizations dangle ‘the promise’ to employees, customers, stockholders and others affected. People are lured into doing things that enable the addictive management’s pseudopodic ego.
All that is different is either absorbed or purged. The addictive organization fabricates personality conflicts in order to keep people on the edge all the time. There exists a dualism of identifying the rightness of the choice and a co-dependence upon the rewards of the promise.
In such companies, the key person is an addict. The CEO and his chosen lieutenants have taken addictions with them from other organizations. The organization itself is an addictive substance, as well as being an addict to others. They numb people down and addict them to workaholism.
The addictive system views everything as ‘the company way.’ The entity is outwardly one big happy family. It is big and grandiose. The emphasis is upon the latest slogans of mission but does not look closely at how its systems operate. The term ‘mission’ is a buffer, excuse, putdown and roadblock.
Rather than embrace the kinds of Big Picture strategies advocated in this book, the addictive system seeks artificial fixes to organizational problems, such as bonuses, benefits, slogans and promotions of like-minded executives.
Communications are always indirect, vague, written and confusing. People are purposefully left out of touch or are summarily put down for not co-depending. Secrets, gossip and triangulation persist, as a result. The addictive organization does communicate directly with the news media and often adopts a ‘no comment’ policy. Company officers (who should be accessible to media) are cloistered and unavailable. The addictive organization does not recognize that professional corporate communications are among the best resources in their potential arsenal.
The addictive system does not encourage managers to develop thinking and reasoning processes. The system portrays forgetfulness, selective memory and distorted facts into sweeping generalizations. We are expected to take them at their word, without requesting or demanding facts to justify.
In the addictive organization, those who challenge, blow whistles or suggest that things might be better handled are neither wanted nor tolerated. Addictive managers project externally originated criticism back onto internal scapegoats. There is always a strategy of people to blame and sins to be attributed to them.
Management processes tend to exemplify denial, dishonesty, isolation, self-centeredness, judgmentalism and a false sense of perfectionism. Intelligent people know that perfectionism does not exist and the quest for quality and excellence is the real game of life and business. Addictive organizations do not use terms like ‘quality’ and ‘excellence’ because such terms must be measured, periodically reexamined and communicated… the organization does not want any of that to occur.
There persists a crisis orientation, meaning that everything is down to the wire on deadlines (not to be confused with just-in-time delivery, which is a good concept). Things are kept perennially in turmoil, in order to keep people guessing or confused. Management seduces employees into setting up competing sides in bogus feuds and manipulating consumers.
Structural components include preserving the status quo, fostering political games, taking false measurements and pursuing activities that are incongruent with the organization’s announced mission.
7 Layers of Organizational Addictiveness.
Companies that Go Bad…self-inflicted Crises.
Self Destructive Intelligence. There exists a logic override. Since the company does not believe itself to be smart enough to do the right things, then it creates a web of rationalism. Since the mind often plays tricks on itself, management capitalizes upon that phenomenon with people who may question or criticize.
Hubris. This quality destroys those who possess it. Such executives exhibit stubborn pride, believing their own spin doctoring and surrounding themselves with people who spin quite well on their behalf. They adopt a ‘nobody does it as well as we can’ mentality. Such companies scorn connections, collaborations and partnering with other organizations.
Arrogance. Omnipotent fantasies cause management to go too far. The feeling is that nothing is beyond their capacity to succeed (defined in their minds as crushing all other competition).
Narcissism. Company executives possess excessive conceit. They are disconnected from outside forces, self-centered and show a cruel indifference to others. The view is that the world must gratify them.
Unconscious Need to Fail. These companies try too hard to keep on winning. With victory as the only possible end game, all others must be defeated along the way. In reality, these people and, thus, their organizations, possess low self-esteem. Inevitably, they get beaten at their own games.
Feeling of Entitlement. Walls and filters have been established which insulate top management from criticism (which is viewed as harming the chain of armor, rather than as potentially constructive). Anger stimulates many of their decisions. The feeling is that they deserve it all. Power satisfies appetites. These executives have poor human relations skills. They believe that excesses are always justified.
Collective Dumbness. Such organizations have totally reshaped reality to their own viewpoints. The emperor really has no clothes, but everyone overlooks the obvious and avoids addressing it forthrightly. The organization dumbs down the overall intelligence level, so that people are in the dark and cannot readily make judgment calls. Cults of expertise function in vacuums within the company. Neurotic departmental units do not interface often with others. Employees are slaves of the system. There exists total justification for what is done and an ostrich effect toward calls for accountability.
7 Defeating Signs for Growth Companies:
Systems are not in place to handle rapid growth, perhaps never were.
Their only interest is in booking more new business, rather than taking care of what they’ve already got.
Management is relying upon financial people as the primary source of advice, while ignoring the rest of the picture (90%).
Team empowerment suffers. Morale is low or uneven. Commitment from workers drops because no corporate culture was created or sustained.
Customer service suffers during fast-growth periods. They have to back-pedal and recover customer confidence by doing surveys. Even with results of deteriorating customer service, growth-track companies pay lip service to really fixing their own problems.
People do not have the same Vision as the company founder… who has likely not taken enough time to fully develop a Vision and obtain buy-in from others.
Company founder remains arrogant and complacent, losing touch with marketplace realities and changing conditions.
Everything we are in business stems from what we’ve been taught or not taught to date. A career is all about devoting resources to amplifying talents and abilities, with relevancy toward a viable end result.
Business evolution is an amalgamation of thoughts, technologies, approaches and commitment of the people, asking such tough questions as:
What would you like for you and your organization to become?
How important is it to build an organization well, rather than constantly spend time in managing conflict?
Who are the customers?
Do successful corporations operate without a strategy-vision?
Do you and your organization presently have a strategy-vision?
Are businesses really looking for creative ideas? Why?
If no change occurs, is the research and self-reflection worth anything?
Failure to prepare for the future spells certain death for businesses and industries in which they function. The same analogies apply to personal lives, careers and Body of Work. Greater business awareness and heightened self-awareness are compatible and part of a wholistic journey of growth.
Business is in transition… with unclear anchoring of where they’ve been and where they could head. Young and mid-level workers do not really know what it takes to succeed long-term and been.
About the Author
Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.
Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.
Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.
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How important is face-to-face networking to sales, relationships, career, and success?
I asked my commercial insurance agent, John Cantrell, to give me a synopsis of his networking strategies. John has been a friend, client, and vendor for the past 22 years. Here are two important facts about John:
1. His insurance business has exploded with growth over the past 22 years.
2. He is a MAJOR business networker in Charlotte.
I wonder if these two facts are connected? (Hint: THEY ARE!)
I asked John to tell me what networking has meant to him and his business over the last 20 years. His immediate answer was, “It has been the foundation of my most valuable clients, friends, suppliers, and relationships!”
Here’s the background of how to succeed as a local business networker from arguably the toughest sales category on the planet: insurance.
Here is John’s story and tips in his own words: When I started in the insurance business, the first things I did was join the Charlotte Chamber. I started in the insurance business in 1993 as a fresh graduate from East Carolina with a finance degree. My dad gave me an opportunity, a desk, a chair, and a salary with a declining scale. He wasn’t going to throw me into the 10 foot deep water immediately, but he did make the impact known that I had to learn how to eat what I kill.
Shortly after joining the Chamber, I was a little discouraged. One of my best friends, Richard Herd, and I were talking one day about me not continuing to participate in the Chamber. It was about six months after my joining and he said, “just stick it out, get involved, get on some committees, and see what happens after a year. If you don’t like it, I’ll pay for your membership.”
Little did I know that 20 years later some of the people that I met then would be my best friends and longest term clients. People like Richard Herd, Jeffrey Gitomer, Michael Meehan, Eileen Covington.
Here is John’s networking and leadership history in the Charlotte Chamber:
Business Growth Network. Served on committees welcoming new members and meeting other small business owners.
Entrepreneur of the Year Awards. Committee Member and Chair for three years. Involved in selecting, interviewing, and running the event held at the Convention Center.
Charlotte Chamber Business Owner Peer Group. For five years he met monthly with non-competing business owners to discuss business problems. How to hire, fire, train, and market business.
Chamber New Member Orientation. For two years he chaired and led a monthly meeting to explain how the Chamber works for new members.
Charlotte Area Councils. John has been involved in this for ten years and he’s still active at the monthly lunch meetings where they bring in a speaker and offer time to network.
Business After Hours. Cocktails after work with other business professionals at different venues around town. Great way to keep friendships current.
Charlotte Chamber Board of Advisor. A higher level membership that attracts more of the high-level business owners and managers.
John says, “It’s about the developing core networking places and participating, getting involved, and establishing a leadership position. But, everyone is different. Some people are morning people, and some are night owls. Work at your best system and process that lets you get the most done in the time that you dedicate to networking.”
Here are John’s other core networking groups described in his own words: Rotary. I have been in Rotary clubs since 1997, where I was the founder of Mecklenburg South Rotary. Rotary has been a great organization to participate in. It is not a sales networking organization. It is a service club that gives you the opportunity to meet and network with others. Leads groups. I have been in numerous different groups that have differing levels of success. One of the best things that you can do in those is use it as opportunities to build relationships with people that you trust and value and work in similar circles as you do.
NOTE FROM JOHN TO NEWCOMERS: When you are brand-new in the sales world, you don’t have a lot of things filling your calendar. Fill it with networking events and Chamber events. Fill it with opportunities to meet and build your network of people. The best strategy is to help them achieve the things they’re trying to achieve. Pay it forward and you’ll always get paid back.
NOTE FROM JEFFREY: Thank you John for providing your personal achievements. You are a model networker. I hope many other salespeople and businesspeople will follow your path.
About the Author
Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].
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Anniversaries are important milestones. Organizations reflect on their heritage and accomplishments. In doing so, they build and widen stakeholder bases, enabling organizations to grow for the future.
I’ve recommended anniversary celebrations to client companies before. In each case, the results were phenomenal, because they took the effort to mount anniversary celebrations. In 1978, I was advising Uniroyal Tire Company. They wanted to sponsor a 40th anniversary for Little League Baseball. My research revealed that their company had in fact founded LLB, which younger generations of management did not know.
In 1998, I advised the Disney corporation and reminded them that Walt Disney’s 100th birthday in 2001 would offer great marketing and positioning opportunities. In 2007, I was advising the credit union industry of America, reminding them that their upcoming 100th anniversary in 2009 would provide outreach opportunities for chapter members around the country. This was news to them, and they jumped on it with relish. I’m the person who planted the ideas and strategy. Great organizations work tirelessly to celebrate and involve their customers.
When one reflects at changes, he-she sees directions for the future. Change is innovative. Customs come and go…some should pass and others might well have stayed with us. The past is an excellent barometer for the future. One can always learn from the past, dust it off and reapply it. Living in the past is not good, nor is living in the present without wisdom of the past.
Here are some recent celebrations that drew acclaim and participation: Rice University, 100th in 2012. Star Furniture, 100th in 2012. Houston Symphony Orchestra, 100th in 2013. Civil Rights Act, 50th. Beatles coming to America, 50th. The Port of Houston, 100th in 2014. “The Star Spangled Banner” by Francis Scott Key, 200th in 2014.
These anniversaries should be celebrated in 2015: The Galleria, 45th. The Astrodome, 50th. University of Texas System, 50th. Houston Ballet, 60th. Houston Grand Opera, 60th. Texas Medical Center, 70th. “Alice in Wonderland” by Lewis Carroll, 150th.
These anniversaries should be celebrated in 2016: Houston Community College, 45th. Star Trek, 50th. M.D. Anderson Cancer Center, 75th. Houston Livestock Show and Rode, 85th. Gulf Oil, 100th. The Houston Chronicle, 115th. University of Texas Medical Branch, 125th. Scholz Garden in Austin (Texas’ oldest bar), 150th. Sir Isaac Newton discovering gravity, 350th.
These anniversaries should be celebrated in 2017: NASA’s move to Houston, 55th. launching of the world’s first satellite, Sputnik, 60th. The Alley Theatre, 70th. Texas Southern University, 70th. The Gulf Freeway (Texas’ first), 70th. The University of Houston, 90th. Exxon (Humble Oil & Refining Company), 100th. Phillips Petroleum, 100th.
These anniversaries should be celebrated in 2018: Metropolitan Transit Authority, 40th. Houston Public Television, 65th. Baylor College of Medicine moved to Houston, 75th. The Heights annexed by City of Houston, 100th. End of World War I, 100th. “Frankenstein” by Mary Shelley, 200th.
These anniversaries should be celebrated in 2019: Houston Intercontinental Airport, 50th. NASA lunar landing, 50th. Suez Canal, 150th.
There are seven kinds of anniversary reunions:
Pleasurable. Seeing an old friend who has done well, moved in a new direction and is genuinely happy to see you too. These include chance meetings, reasons to reconnect and a concerted effort by one party to stay in the loop.
Painful. Talking to someone who has not moved forward. It’s like the conversation you had with them 15 years ago simply resumed. They talk only about past matters and don’t want to hear what you’re doing now. These include people with whom you once worked, old romances, former neighbors and networkers who keep turning up like bad pennies and colleagues from another day and time.
Mandated. Meetings, receptions, etc. Sometimes, they’re pleasurable, such as retirement parties, open houses, community service functions. Other times, they’re painful, such as funerals or attending a bankruptcy creditors’ meeting.
Instructional. See what has progressed and who have changed. Hear the success stories. High school reunions fit into this category, their value depending upon the mindset you take with you to the occasion.
Reflect Upon the Past. Reconnecting with old friends, former colleagues and citizens for whom you have great respect. This is an excellent way to share each other’s progress and give understanding for courses of choice.
Benchmarking. Good opportunities to compare successes, case studies, methodologies, learning curves and insights. When “the best” connects with “the best,” this is highly energizing.
Goal Inspiring. The synergy of your present and theirs inspires the future. Good thinkers are rare. Stay in contact with those whom you know, admire and respect. It will benefit all involved.
7 Levels of Learning from the Past:
Re-reading, reviewing and finding new nuggets in old files.
Applying pop culture to today.
Review case studies and their patterns for repeating themselves.
Discern the differences between trends and fads.
Learn from successes and three times more from failures.
Transition your focus from information to knowledge.
Apply thinking processes to be truly innovative.
When we see how far we have come, it gives further direction for the future. Ideas make the future happen. Technology is but one tool of the trade. Futurism is about people, ideas and societal evolution, not fads and gimmicks. The marketplace tells us what they want, if we listen carefully. We also have an obligation to give them what they need.
Apply history to yourself. The past repeats itself. History is not something boring that you once studied in school. It tracks both vision and blind spots for human beings. History can be a wise mentor and help you to avoid making critical mistakes.
About the Author
Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.
Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.
Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.
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For many companies, budgets are tight and options are limited — so there’s no way you can purchase funky new furniture let alone do something like put a mini-basketball court in a meeting room. Your company isn’t about to move. So what can you do?
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Carol Keogh, President and CEO, ESI Ergonomic Solutions. As President and Chief Executive Officer of ESI Ergonomic Solutions, Ms. Keogh oversees the production of innovative, high-quality ergonomic work tools that contribute to improving employee productivity and well-being. Named a finalist for the Ernst & Young Entrepreneur of the Year Award, Ms. Keogh currently serves on the BIFMA Board of Directors.
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A VETERAN OWNED SMALL BUSINESS | Call or text now for a FREE consultation: +1 (770) 765-3692 | 
Mike Figliuolo is the co-author of Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results
and the author of One Piece of Paper: The Simple Approach to Powerful, Personal Leadership. He’s the managing director of thoughtLEADERS, LLC – a leadership development training firm. An Honor Graduate from West Point, he served in the U.S. Army as a combat arms officer. Before founding his own company, he was an assistant professor at Duke University, a consultant at McKinsey & Co., and an executive at Capital One and Scotts Miracle-Gro. He regularly writes about leadership on the thoughtLEADERS Blog.
Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.
Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, 
Carol Keogh, President and CEO, ESI Ergonomic Solutions. As President and Chief Executive Officer of ESI Ergonomic Solutions, Ms. Keogh oversees the production of innovative, high-quality ergonomic work tools that contribute to improving employee productivity and well-being. Named a finalist for the Ernst & Young Entrepreneur of the Year Award, Ms. Keogh currently serves on the BIFMA Board of Directors.
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