Ronn Lehmann

Ronn Lehmann advises organizations and leaders with a focus on the human factors that create culture and determine success…and sometimes failure. Lehmann developed the Cultural Audit Process, which is designed to provide an outside perspective of an organization’s culture: What’s important, what’s rewarded and punished, what the rules are, and how people “show up.” Throughout his 40-year career — 10 years at Wilson Learning Corporation and 30 years as a consultant, Lehmann designed, developed, and facilitated training programs for sales, leadership, safety, teaming, personal development, and writing. He is also the author of “Consulting Confidential,” a hilarious satire on the World of Consultancy in which he reveals the long-hidden secrets of Consultants.

View Ronn Lehmann’s Recent Posts:

  • Quantum Decisions
    The more time we spend searching for the perfect answer, the less time we have to implement any answer effectively. And the more likely it is that we will miss opportunities.
  • How You Do Anything is How You Do Everything
    It’s difficult to believe that a person can be one way in one situation, and a completely different way in another…at least, consistently. How many politicians have we seen make problematic decisions in their personal life…
  • YIKES: The Four Fatal Fears
    As we’ve seen, the human brain is an amazing complex thing. For the most part, it’s a whiz at helping us make our way through the world, both physically and emotionally. But it has one significant flaw that Fear really exploits: It is a blindly functioning organ.
  • YIKES: Slag and the Tiger
    ”Yikes: Slag and the Tiger” is the second part of a series of articles that look at Fear: How we humans are hard-wired for Fear, how Fear can hold us back, and how we can handle it to get better results in our lives.
  • YIKES: How Fear Blocks Progress
    ”Yikes!” is a series of articles taking a look at Fear: How we humans are hard-wired for Fear, how Fear can hold us back, and how we can handle it to get better results in our lives.
  • Making a Difference
    “The people who make a difference in your life are not the ones with the most credentials…the most money…or the most awards. They simply are the ones who care the most.”
  • Concrete is Easy; People are Hard
    I’m always bothered when people discuss “hard skills” (task stuff) and “soft skills” (people stuff). I find that most people find the so-called “soft skills” the hardest to learn and implement.
  • Labor Day and Rotten Jobs
    The biggest payback of a rotten job is appreciation. Later in your working life, you’ll know that whatever the challenges of your current job, it’s still better than that rotten job you once had.
  • Data Doesn’t Lead
    People don’t fit neatly into spreadsheets and data analytics. We are predictably unpredictable, rationally irrational and consistently inconsistent. Having access to large amounts of data doesn’t necessarily make decisions easier or better.
  • Change for the Better: Two Factors that Make or Break Your Change Efforts
    Change efforts both large and small often fail because leaders do not address the human aspect of the change.
  • Naked in the Lunch Line
    Legends contain truths that people won’t—or can’t—express directly. The meanings within can be important guideposts in understanding the true operational culture.
  • Go Awkward Early
    Awkward situations are like traffic tickets. They don’t get better with avoidance. We all face awkward situations in our personal and work lives. The issue is not that we have these challenges; it is how we respond to them that makes the difference.
  • Set ‘Em Up To Fail!
    If you’re tired of not knowing whether your people will be successful, why not make certain? Here are six sure-fire strategies guaranteed to ensure your people will fail spectacularly.
  • The Non-Linear Path to Focused Growth
    Creating a growth plan depends on considering the interdependence of four focus areas in business.
  • Why Culture Eats Strategy for Breakfast
    To avoid having your Culture eat your Strategy for breakfast, don’t select a Strategy in a vacuum. Consider your culture and choose the best past forward to success.
  • Seven Steps toward a Stronger Culture with Financial Benefits
    Culture is created by individuals, not organizations. It doesn’t exist “out there”; it’s how each employee shows up and how they create an environment for others to show up.
  • Culture Clash: Why M&As Often Fail
    Perhaps no other business endeavor has a more abysmal success rate that Mergers and Acquisitions. But it doesn’t have to be that way. Cultural awareness can minimize the danger of failure.
  • Culture: The Bedrock of Competitive Immunity
    Culture is created by individuals, not organizations. It doesn’t exist “out there”; it’s how each employee shows up and how they create an environment for others to show up.
  • Roadblocks to Competitive Immunity
    With courage and commitment, you can remove roadblocks and clear a path toward Competitive Immunity.
  • Velocity and Competitive Immunity
    There are compelling reasons for an organization to practice Velocity, especially if the goal is to achieve Competitive Immunity.
  • Unique Value and Competitive Immunity
    Creating Unique Value can be a challenge, but it is essential to achieving Competitive Immunity and the long-term, high reward Customer relationships that go with it.
  • Trust and Competitive Immunity
    At the heart of Competitive Immunity lies Trust. Think about those organizations you trust. Consider why you trust them. The same is true for leaders…What is it about them that engenders your trust?
  • Don’t Settle for Competitive Advantage: Aspire to Competitive Immunity
    People create Competitive Immunity, which is why it’s more sustainable than competitive advantage.
  • Uncovering the Real Culture that Rules Your Business
    Culture is especially crucial in Permanent White Water
  • Are You Managing or Leading?
    You manage when you need things to happen in a well-defined way. You lead when you need to make changes.
  • Why Culture Matters
    Very few business leaders are active and intentional when it comes to building and maintaining their culture. Yet, it’s crucial that any organization that seeks success requires a solid, effective culture in which everyone shares, maintains, and strengthens the 4 Cs.
  • The Human Process for Moving through Change
    A graphic example of the human change process from occurrence to acceptance.