For many organizations, now is a time of uncertainty, especially when understanding the future of the workplace, and how to design a work experience proposition for the future. Navigating that labyrinth can be a headache, here are some musings for consideration: The Pandemic has been an accelerator of existing issues During the past two years, many issues that already existed have risen to the top. The pressure on retail and commercial real estate, the need to provide safe and comfortable environments. The need to deliver an amenities-set that magnetizes the physical workplace and turns spaces into places where people choose to be. Here's what's top of mind for many: The issues of the commute, safety, convenience, and greater flexibility have all risen to the top of priorities but so have loneliness and isolation, anxiety, mental health, wellness, and wellbeing. Subsidies are on the rise due to smaller populations, and companies are trying to figure out how to adjust and create the right solutions that still enhance the workplace experience. Smaller, more nimble experience solutions are on the increase. Eliminating the Haves and the Have Nots has a different take with more dispersed workforces than ever before. Remote working is growing in popularity, while real estate footprints are shrinking. "There's a greater demand than ever before to focus on a broader set of employee amenities way beyond the cubicle, a grilled cheese sandwich, and a gold watch on retirement." "Employees' attitudes have changed and the focus and priorities around amenities have shifted - flexibility is the greatest shift - not just where people work, but how, and when." The Pandemic has changed many priorities, and in some cases, employees have moved away from often expensive metro areas to make the best of remote working and to the benefit of their lifestyles, and wallets - just one of many of the changing dynamics experienced today. As organizations consider their Return-to-Work strategies and amenity design, these issues are accentuated more than ever before: Health, wellbeing, safety, and workplace confidence Greater flexibility, work/life integration, and convenience The sense of belonging and belief in the mission Eliminating the Have's and the Have Nots Connectivity, collaboration, and community "The pandemic has been an accelerator to many things that were already happening. Many companies were already focused on their amenities and foodservice as a way to attract and retain talent. The ‘Great Resignation’ and labor shortages have compounded the need to revisit these offerings and make a more compelling proposition." Is your organization a Great Place to Work? For many, the proof of the pudding is in the eating, and there is no greater test to that than data and feedback. The 2021 FORTUNE 100 Best Places to Work, the Glassdoor 100 Best Places to Work, and the Top 50 from LinkedIn looks at these assessments from three different perspectives: FORTUNE: A company led application process including employee surveys GLASSDOOR: Actual feedback from either employees or former employees LINKEDIN: Data from the largest professional social media platform As you scour through the who's who of the best places to work, there is of course a focus on the overall benefits but also the importance of employee amenities in the drive for a better work experience, and in turn, attracting and retaining the best and brightest talent, increasing engagement, productivity, and yes, overall topline and bottom-line performance too! So, what are the amenities that can make a great place to work? Every business, every location, even every department is different and has different needs - there is no 'one hat, fits all' when designing an optimum employee experience program. Here are the top groupings of amenities, summarized from a pre-pandemic report from FORTUNE: Salary, performance bonuses, retirement, and savings Benefits, and health insurance Technology, and enablement to do work anywhere Mute the commute, alternatives, commuter assistance Food & Beverage as a means to attract people to the physical workplace Vacation, time off, paid time off, sick leave, parental leave Flexible schedules, shorter working weeks, home-working, co-working Health, wellness, and wellbeing (including mental health) Onsite amenities: cafe, gym, social areas, games room, coffee shop, childcare, etc. Fitness, on-site facilities, gym membership, classes Leisure, sports passes, sponsored sports Employee development, subsidized education, student loan assistance Employee Resource Groups, PTO for volunteering Pet-friendly workplaces, cycle programs, meal delivery, concierge programs "A true test of a great place to work is do employees talk about it with friends and family. An even more powerful test is, do they bring friends and family into the workplace to see it first hand? That's what we call the 'bragworthy' effect." But what are other organizations doing as they plan for a post COVID world? According to the WORKTECH Academy report: Office Return Radar (September 2021), there's a lot of different approaches as organizations navigate the future, from a "reasonable commute" to "work from home indefinitely", to more rigorous return to work mandates and everywhere in between. So, the conclusion of what the future workplace looks like is anything but conclusive. What is clear is that every organization is different, has different needs, and therefore an employee amenity strategy by nature needs to be tailored to each individual organization. With all this uncertainty, where do I start? In order to build a long-term sustainable strategy rather than a short-term interim fix, there's deep self-reflection and certain considerations that need to be undertaken to be able to build your plans for the future: What do your employees really want, desire, need? What does your business actually need to thrive? What is the culture you want to maintain, nurture, or create? What is your real estate plan for the coming 5 or 10 years? Where will your employees actually be working in the future? How will you engage with your workforce? These are just some of the questions you need to ask your organization and agree on the overarching strategy in order to build your plan for the future. "Post pandemic, employers need to work out not only their return-to-work strategies but also how they magnetize the work experience and transform spaces into places where people choose to be. Food plays an important part and has been central to connectivity, collaboration, creativity, and community since the beginning of humankind." Then, what are the outcomes and measurements of success? Rather than design first, think about the destination and what are the outcomes and measurements of success you want to attain. Again, these are different for each organization, however, these should be some common considerations. Most would agree that it's probably a healthy thing to aspire to be recognized as a Top 10 Great Place to Work - supporting an employment brand of choice, attracting and retaining the best and brightest talent in your sector and geographies in which you operate. Establish your amenity philosophy and gain leadership buy-in Once you've asked the tough questions and carefully crafted your amenity philosophy, it's critical to ensure that your CEO and leadership team are on board - not just to the aspirational outcomes but to the level of investment, the outcomes associated, and a commitment to the long-term journey. Materiality is a critical consideration Few, if any CEOs, deny the advantages of creating the best place to work and all that comes with that, but individuals in organizations often get hung up on the cost of investment. When doing so, consider what is an investment per employee of $1, $2, $5, $10, or more each day, and how material this is to the overall business in the context of the outcomes it will deliver. Although notoriously difficult to prove hard and fast, tangible ROI, here are some things for you to consider: What does employee turnover cost your business? What if you could improve productivity by just 1%? Improve health and wellness, reduce absenteeism, even healthcare costs? What impact would more engaged employees have on your organization? Design for Life Once you have an agreed philosophy and buy-in from leadership along with a commitment to overall program spending, then you can start to prepare and plan. Analyzing your organization either in the current state or if you have a defined longer-term outlook, then what is the future state you want to get to: Create a global map of operations identifying where, populations, and work types. The local context of each location (culture, local conditions, and regulations). Create amenity sets by work types in the context of each location. Now you can create an amenities map of your portfolio identifying the amenity-set available for each employee work type, by location, by building, even by department, however here are some tips to ultra focus and maximize your return on investment : WORK-TYPE EXAMPLE: You may have a building or campus with multiple work types. For example, there may be software engineers, call center personnel, administrative, and manufacturing in the same building, all with different needs, wants, aspirations but also differing work requirements, flexibility, and available wallet share. GEOGRAPHIC EXAMPLE: Providing the same amenity set in San Francisco as you do in Sau Paulo, Stuttgart, Shanghai, and Sunderland will likely not work as well as tailoring to the local cultural needs and local conditions and regulations. DEMOGRAPHIC EXAMPLE: For some workplaces there are distinct demographic differences. For example, in Silicon Valley there may exist large populations of engineers originating from India whose cultural expectations are quite distinct. There is little point in providing childcare as an amenity in some of the tech start-ups where the average age is in the mid-twenties. The cultures of nations are very different and the workplace proposition needs to reflect that to have the most success. TARGETED INVESTMENT EXAMPLE: Healthy eating and education is important to factor to your workforce's overall health and wellbeing. If your objective is to improve health outcomes as a result of promoting or subsidizing healthy eating, then targeted investments should be used to encourage such behaviors. For example, discounted healthy food items in a headquarters with leadership may be far less necessary than perhaps the need for even more heavily subsidized healthy eating programs in a call center, or manufacturing environment. Think about how these targeted investments can drive satisfaction but behaviors too: INNOVATION LAB: Do you want to create a collaborative, social environment. PRODUCTION LINE: Highly efficient and time-sensitive. SECURE AREAS: Accommodate personnel to remain in an environment. CALL CENTER: High levels of transactional productivity. INDUSTRIAL: Transform environments into attractive places to work. Taking a global versus a local approach For some, dispersed organizations with multiple locations across multiple regions or even countries, local approaches have sometimes evolved creating localized and siloed decisions as opposed to an overall strategic approach. One of many symptoms of this approach is a double-down of the Have's and Have Nots syndrome and the lack of data to measure the amenity program as a whole, thus being able to deliver meaningful enterprise-wide performance data and ensure that investments are equalized and maximized across your entire portfolio. The following grid takes you through the different paradigms of Cost, Value, and Purpose and what each means for Real Estate, Companies, and arguably most importantly their workforce? A global approach across our portfolio allows you to have clear visibility and structure. Utilizing the same measurement tools, mechanisms, and metrics, then the power of the data allows you to not only know and analyze the data but to make portfolio-wide decisions and see the impact on the business as a whole. Track Employee Engagement & Satisfaction, Attracting & Retaining Talent, Quality, Compliance, Safety, Continuous Improvement, Innovation, and Environmental, Sustainability & Governance Goals (ESG's) across your entire business. So, you have a signed-off philosophy, commitment to investment, you have your carefully crafted enterprise-wide amenities framework - now all is left for you to implement it! The 4xi team has decades of experience designing and implementing such frameworks and strategies - please reach out to us if we can be of assistance in any way. To learn more about Design for Life, email us at: hello@4xiconsulting.com Inspiring and designing the future, together. Simon Elliot is Managing Partner & Co-founder at 4xi. He has worked with many global corporations in planning and designing their global amenities strategies and approaches. The 4xi Global Amenities, Design & Operations Subject Matter Experts: Barbara Boden is Managing Partner & Co-founder at 4xi. She was formerly the head of global amenities at one of the world's largest financial institutions and creator of the amenities strategy and execution. Ann McNally is Consultant, Amenities, Design & Operations at 4xi. She has worked both client-side for large global corporations and as VP Growth for one of the Big 3 amenities service providers. Melanie Corey-Ferrini is 4xi's Design for Life lead, a qualified architect, and Design Strategy & Innovation Consulting. She has worked on projects across all sectors from retail to real estate to foodservice, designing for experience, designs for life. Get in touch with us today to learn how we can help you navigate the labyrinth of employee experience, for the future of tomorrow. Email: hello@4xiconsulting.com Web: www.4xiconsulting.com 4xi Global Consulting & Solutions is a team of talented leaders from both the client-side and service provider side creating an impact in the Human Experience (HX) for people at work, in education, rest, and at leisure. We believe in a people-first, experience-led philosophy, whether client, employee or guest – their experience is the fundamental foundation of success. We work with corporations, service providers, and innovators: Strategic Advisory Amenities, Design & Operations Customer Experience (CX) Training & Development Strategic Partnership & Growth Innovation Solutions & Support Our Strength is in the Power of Our Collective. 4xi is proud to be Chair of WORKTECH Academy for North America and a member of its Leadership Advisory Board. 4xi is a Global Ambassador for WORKTECH Academy. San Francisco | New York | Orlando | North Carolina | Seattle | Silicon Valley | Santiago | London | Tokyo

We're very proud to announce that Tony Johnson, 4xi’s Chief Experience Officer (CXO) in residence, has just extended his Certified Customer Experience Certification (CCXP). The Customer Experience Professional’s Association is the premier global non-profit organization dedicated to the advancement and cultivation of the Customer Experience profession. Customer Experience (CX) management has matured over the last decade and has been recognized as a key way to build sustainable growth within organizations in an ever-evolving marketplace. "Consumers have more choice than ever, and an intentional hospitality strategy is a powerful differentiator in customer loyalty." At 4xi, we pride ourselves on the power of our collective resources, and our professionals are committed to keeping their skills sharp. This positions us as a trusted partner and resource for our customers and clients each day. Tony Johnson is a 25-year veteran of the hospitality, retail, healthcare, and restaurant spaces. He has experience leading large and diverse teams and delivering results for customers – and he brings that experience to his training, consulting, and speaking. He has also been the CXO for multi-billion dollar global companies and trained tens of thousands of employees during his career. Unlike many in the industry, Tony has actually led successful businesses and understands the demands of daily execution and team engagement. Tony is a founding member of the Florida State CXPA group, a master trainer, and a Professional Member of the National Speakers Association. He is also a Top 50 Global Thought Leader (Thinkers 360) and a Top 30 Leader in Customer Success (Engati). Tony is also an accomplished author - check out two of his titles here: Together We Serve, Recipe for Service 4xi's Managing Partner and Co-founder, Simon Elliot commented: "Tony's commitment to advancing both customer and employee experience is founded on strategic purpose - an organization's transformation to an experience-based strategy that doesn't just create happy customers and employee satisfaction, loyalty, but is today a strategic imperative that drives top and bottom-line growth." Contact Tony today to engage him to build your CX strategy, train your front-line employees, or develop your leaders with his signature keynotes and workshops. To learn more about 4xi, you can contact Tony directly at: tonyjohnson@4xiconsulting.com 4xi: Inspiring a brighter future, together. 4xi Global Consulting & Solutions is a team of talented leaders from both the client-side and service provider side creating an impact in the Human Experience (HX) for people at work, in education, rest, and at leisure. We believe in a people-first, experience-led philosophy, whether client, employee or guest – their experience is the fundamental foundation of success. We work with corporations, service providers, and innovators: Strategic Advisory Amenities, Design & Operations Customer Experience (CX) Training & Development Strategic Partnership & Growth Innovation Solutions & Support Our Strength is in the Power of Our Collective. 4xi is proud to be Chair of WORKTECH Academy for North America and a member of its Leadership Advisory Board. 4xi is a Global Ambassador for WORKTECH Academy. San Francisco | New York | Orlando | North Carolina | Seattle | Silicon Valley | Santiago | London | Tokyo

Tony Johnson is 4xi's Chief Experience Officer in Residence, thought leader and groundbreaker in the world of customer experience, strategist, trainer, author, and keynote speaker. In this article, Tony talks about some of the opportunities in the world of consulting and offers some tips and advice if you're thinking about changing careers to on-demand, fractional expert support. He also offers a useful checklist for anyone considering hiring a consultant - either way useful reading whichever side of the fence you sit. Whether you call it consulting, coaching, or strategy, the market is wide open for those who want to share their knowledge and help organizations grow. "That is what brought me to this space after leaving my last role – in addition to wanting to take control of my professional life, the opportunity to scale my knowledge to new and interesting businesses was very enticing." There currently exists a unique opportunity where there are many who want to take on consulting roles and even more who want to employ consultants. What’s not to love on both sides – it is a relationship based on performance, convenience, and economics. It has become obvious that many large organizations don’t value their people in the way that their bumper stickers claim, so why not be open about it. Consulting firms can make decisions based on purpose, vision, and beliefs just as much as consultants can pick their favorite firms for projects. The problem is on the consulting side. There is a visibility problem in the atmosphere because of all the noise on the channels most likely to connect consultants to companies. The explosion in consulting demand is the natural extension of the gig economy and one that we have been considering here at 4xi. Let’s talk about what we believe will define success in this space. But one caveat – consulting isn’t for everyone, and that’s okay. We will always need full-time employees within companies and as the economy evolves, there will be continued opportunities for more traditional career paths. 1. Remember that customer service matters That’s right. You will have to provide amazing customer service. As the “customer experience guy” for many years, you probably saw that coming. But everything comes back to the ability to deliver on what you promised and to do so with compassion and enthusiasm. This is an opportunity to set yourself apart, especially if you are growing or new on the scene. Will you take calls on weekends? Do you answer within 24 hours? Are you ready to share value in the universe to attract new customers? Those are reputation builders that can set you apart in the marketplace. 2. Give your clients more than they expected This is an extension of great client service. Everyone loves a surprise and a little extra effort. So how can ensure your clients walk away knowing that they received tremendous value for your expertise? It doesn’t mean giving away the store, but it does mean sharing a little more of yourself than your competition. That is a trademark here at 4xi – there is always more to the story and another solution around the corner. Think about how one extra tool, one more data point, or one more idea might just make the difference between adequate performance and outstanding delivery. 3. Know what's in demand There is no reason to sell lemonade in Indiana in December, as my dad told me when I was growing up. No one wants it. That is as true today as it was then, so know your market and know what people want. That means being as diversified as you can while still staying within your lanes. One of the best things about working with smart people is that there is always someone ready to do great work. When you look at the 4xi portfolio, that rings true. If you don’t want training and development, maybe employee experience is for you. Or if a client is interested in Amenities and workplace experience, we have a whole team who specializes in that. I have no idea how remote camps and mining works, but my colleagues Peter Roles and Gary Mackay sure do. So be ready to evolve your offers for what your potential clients may need to stay in demand. 4. Don’t chase the cash, deliver results Of course, you have to make a living, but doing it just for the money won’t bring the satisfaction or success you want. What I mean here is that the intent to share your knowledge and pass along what you know to help others grow and win is exceptionally rewarding. You will find that if you look to make others successful and share openly, the sales will follow. Clients like to work with consultants who want to make a difference and don’t hold back. This will make you a valuable resource. 5. Relationships drive growth This is shorthand for don’t look for one-and-done contracts. A friend of mine who runs an aviation business says his best contracts are long-term maintenance agreements. They aren’t the most lucrative, but they build relationships beyond the work and are steady revenue sources. You will hear many talk about how and when to discount for the sake of future work, and that is certainly something to consider. We prefer the long-term approach because it allows us to get to know our clients and understand their vision and goals beyond the next quarter. That kind of work is rewarding because the journey of success often takes more than the space of a single contract. 6. Offer a holistic solution – and don’t be afraid to partner This is one of the things I like best about working at 4xi. Beyond having colleagues who know stuff that I don’t, we also have an amazing array of partners that we can include in our solutions. That is a note to any consultant getting started – be sure you have resources. As we help our customers in retail, we can talk about the Mashgin self-checkout system, the My Field Audits customized checklists, or the RSM dispersed maintenance solutions. When working with our facilities clients we can bring in Ambisense air monitoring and the Whiz automated vacuum sweeper. This is the “one-stop-shop” that many are looking for as they are recrafting their business vision. "When you can offer expertise, coaching, and complementary solutions, it makes you a powerful partner for growth." 7. You will have to sell Finally, understand that you will have to market and sell your services. That is often the one thing that people forget when they look to transition to coaching and consulting. Not only do you have to be amazing at what you do, but you will have to grow your business through networking and marketing. At 4xi we have taken that approach to new and innovative levels with our TRUE NORTH process, which helps us identify partnerships for exploration. We also bring this service to our customers by helping them distill their value proposition and get their message out into the marketplace. If you are thinking about moving into a consulting role – or maybe you are in the market for a consultant – think about the seven criteria above before you take the plunge. DOWNLOAD OUR 13 POINT CONSULTANT SELECTION CHECKLIST HERE Now is the time to think about the future of work and how expertise will be leveraged into the future. It makes for exciting and innovative possibilities. If you need help on your journey, to learn more, let's talk: EXPLORING CONSULTING, OR SEEKING CONSULTANT SUPPORT, LET'S TALK 4xi, Inspiring the future, together. 4xi Global Workplace Consulting & Solutions provides a range of services to support Corporations, Service Providers, Innovators, and Accelerators to navigate the world of work. Inspiring the future of work, together. 4xi is proud to be Chair of WORKTECH Academy for North America and a member of its Leadership Advisory Board. 4xi is a Global Ambassador for WORKTECH Academy. San Francisco | New York | Orlando | North Carolina | Santiago | London |Tokyo

DISRUPT MAGAZINE: EXECUTIVE VOICE 9/8/2021 Simon Elliot is Managing Partner and co-founder of boutique consulting firm 4xi Global Consulting & Solutions. He has spent his career in the employee amenities, and facilities space helping clients create great experiences in education, government, remote sites, and FORTUNE 100 companies worldwide. Simon is a Fellow of the Institute of Directors, a Member of the Chartered Institute of Personnel & Development, and Institute of Leadership & Management, as well as Chair of the WORKTECH Academy for North America, and Global Ambassador. Originally from the UK, Simon lives in the San Francisco Bay Area and has worked across North and South America, Europe, Africa, Asia, and Australasia. He is a mentor for women in FM with Plan-B, supports Raphael House, a shelter for homeless families in San Francisco, and formerly on the Board of the British American Business Council and non-profit Play Rugby USA. What motivated you to start 4xi Global Consulting & Solutions? How did the idea come about? I’ve long since recognized that there was an opportunity in the market to offer a different type of consulting. Those clients seeking practical support work through opportunities and develop solutions that challenge the status quo, for clients who want to create people-first experiences. Organizations who want to lead and not follow take charge of the conversation and transform their employee and consumer experiences to the next level. The global pandemic was an accelerator for many, including 4xi. Many pre-existing issues and opportunities rose to the top, including the need for a people-first approach to employees, no matter where they may be, the rise in the use and adoption of collaboration technology, and in the light of many corporations downsizing, the opportunity to provide fractional expertise to fill the gaps. What was your mission at the beginning of starting your business? We wanted to create opportunities for meaningful impact. As a team, we have a world of experience across many different disciplines, specialisms, sectors, and importantly in-country experience across the globe. At 4xi, we believe in the premise that our strength is in the power of our collective and resonates on so many different levels. From the team, we have on the ground across the US, EMEA, and LATAM, our carefully curated best-in-class Innovation Partners, and our collective thought leadership and combined brain trust that helps us innovate every day to help and support our clients. Our mission is to drive positive change and impact, and inspire the future, together. What do you attribute your success to? Is there a trait you have or a person who helped you along the way? Success is an interesting term; it implies reaching a destination. We’re all on a journey. For 4xi, our point of departure was just a year ago, celebrating our first birthday at the end of July. We have made good headway, we are strong financially, we have built a solid team and client base and we continue our mission, and as my father once said, “One sure foot in front of the other.” Many people have helped me along the way. Barbara Boden, Managing Partner, and co-founder of 4xi, and I got together. We were both coming out of corporate roles, me on the service provider side of the business, and she on the client-side with a major bank. We have supported each other through our formative stages, and we are now into our growth phase. We have many friends in the business, but if I were to think about one, I think about my younger years in the UK, and my former boss, now friend and mentor Tim Cookson, now Chairman of Litmus Partnership, and how much he has taught me over the years. We continue to have regular connections and I never stop learning from him. Thank you, Tim! And then, one of the humblest and most decent people I have ever met in business is Hans Lindh, former Senior Vice President of Aramark’s Global Client Group. He and I joined the business the same month and had many client adventures across the world together. I continue to appreciate his friendship, his wise words, and his support. This type of support I value the most, and I try to give back and support others in any way that I can – paying it forward is important. When times get tough, what would you say motivates you to keep going? To not hit the snooze button and to keep fighting for your goals. I have had the good fortune to have lived and traveled worldwide to many legendary places and many of extreme poverty and despair. Those that don’t know where their next meal is coming from must walk miles for their most basic needs, including water and medical care, for those who are homeless or injured, maimed or ill – It is with the memories of these people I have met along the way, and their stories that remind me each day how very fortunate I am. This always levels me. Then, as my father’s saying is always with me, the phrase, “Onward, always a little further,” is emblazoned in my heart and soul. I come back to the point about success. For me, life (and business) is a journey. There is no destination, there is only how much impact you can make in the world while we’re still here. I feel that it’s a duty of each of us to make a positive impact in any way we can, care for our fellow people no matter where they are, and leave the world a better place than when we entered it, whenever that may be. Business without people is like an ocean without water. What are the things you look for in people to build your success? I often read the wise words of Simon Sinek, and one of his masterclasses that resonates so well is that of Trust versus Performance, and how you can have the highest levels of performance and no trust, and that is all but worthless to a team. Even lower levels of performance with high levels of trust are more valuable. So, trust is the most important thing by far. But trust takes time to build, and it is mutual. You must trust each other, and to achieve that, you need to have the same set of values and beliefs, be aligned in your focus, and even in times of adversity to always do the right thing. They say that the definition of integrity is doing the right thing when no one is looking, and I agree with that wholeheartedly. It’s those traits that I try to demonstrate myself, and if we all expect the same high standards from each other, then people can be successful together. I believe in together and how the power of the whole is greater than the sum of the parts. That same philosophy exists in the glorious game of Rugby, and through demonstrating civility, discipline, and respect always, we can all win together. What is unique about your business? Is there a competitive advantage that you have over the rest? When we created 4xi Global Consulting & Solutions, we thought hard about what we stand for and what we wanted to accomplish. Our name wasn’t by chance. 4xi represents our four constituents: Corporations, Service Providers, Innovators, and Accelerators (investors). The four X stands for: Experience, Explore, Extend and Expand. And the four i’s: Imagine, Inspire, Innovate, and Impact. This captured the essence of our audience, our methodology, and our approach. We knew that Global was important from not only coverage but having in-country knowledge. Providing consulting support to clients to work through problems and as a trusted advisor, then Solutions, we continue to curate our Explorers Innovation Directory, a list of best-in-class products, services, technologies, and ‘things’ that create impact. Combined, we provide a unique level of support through the lens of hospitality and how we can create a better human experience at every level of our client organizations. Is there a type of marketing that has worked amazingly for 4xi Global Consulting & Solutions? If so, how did you stumble upon it? We believe that content marketing is key – not what you do but how it impacts clients. Not how you do it but how it tackles client challenges and solves problems. Not just opinions but backed up by experience, insights, and data. Notwithstanding that, the more fundamental question is how well we listen, learn, understand what is important to clients, why, and therefore what the right mix of solutions is to solve their problem or appeal to their aspiration. Unfortunately, in business, so many don’t truly grasp this, it’s a basis of any interaction, it's not about you, it’s about them. I recently heard a story about Gandhi who was asked about his greatest lesson in leadership. He referred to his father, a tribal elder. How in the elders’ meetings they would sit around in a circle, and how his father was always the last to speak – it might seem strange at first to many, but without listening, learning, and truly understanding you cannot solve anything. What are the three best pieces of advice that you would give to anyone starting a business? What do they need to know from the very beginning? 1. Be clear on your vision. What it is you want to set out to achieve – ask yourself the questions: why it’s important, do people care, does it add value, is it real. Don’t be put off by the answers but it's important to challenge your hypothesis because others will challenge you along your journey. 2. Map out your mission. Talk through your planned journey with trusted friends and colleagues. Don’t get diverted from your vision but be open and prepared to explore different paths – there’s more than one way up a mountain, across an ocean, or to discover new lands. The only constant in life (and business) is change. Be prepared. Be flexible, improvise, adapt to the circumstances, and overcome. 3. You will need to flex, be nimble, pivot along the way. You will need to deal with problems, crises, adversity, and setbacks. You will sometimes ask yourself why are you doing this, why don’t I go back to my proper job? The one thing beyond a great vision and a well-thought-through mission plan that will optimize your chances of success is determination. Never, never, NEVER give up. And above all, enjoy your journey, look around to admire the beauty of where you are today, it’s not about the destination, it’s about the journey. If you are looking to take your business to the next level, visit his website or connect with him on Linkedin.

Katrina Miner is Associate Consultant, Strategic Marketing and Customer Success at 4xi Global Consulting & Solutions. In this first of her regular BLOG Posts, Katrina talks about the Nudge Theory, and if it's part of your marketing strategy. You may not believe this, but YOU, as a consumer, interact with the Nudge Theory as a marketing strategy literally, every day! Have you ever been nudged into buying something? Maybe a partner or a friend suggested a brand, or perhaps you made a purchase from the text you got from Amazon stating that there was an item on the Treasure Truck today you might want because the price was amazing, and it was something you were looking to purchase anyway. There is an interesting behavioral economic theory about the practice of nudging that was created by two economists, Richard Thaler and Cass Sunstein, who in 2008 wrote the book, Nudge: Improving Decisions about Health, Wealth, and Happiness. Their hypothesis posited that the sovereign right of an individual’s choice of a product or thing can be influenced by certain economic and behavioral factors to encourage consumption. In their book, they applied the theory to things like selecting retirement options, or healthcare. Having this type of integrated thinking can firmly ground your company culture in all your strategic planning. It can also be used in face-to-face training for sales efforts. The goal of Nudge is to make it easy for a consumer to choose your product or service by offering a default choice or an automatic choice and offering the information needed to move a consumer to a choice that is not reactive but reflective. When you execute this subtle, focused connection with your consumers, it is truly transformational to your marketing plan. Having the right nudges in the right places can create opportunities for your customers to purchase a multitude of things. One example is bundling your products, like with insurance, more specifically what Flo at Progressive Insurance is offering in her commercials; the more a customer insures the better the price and discounts. Another bundling example is cable TV service, where an offer contains phone, internet, and cable for a limited time at a reduced price. Nudging can be used in your social media strategy, too. You can create messaging and posts that encourage your customer to follow or like your platform. In return, they receive a special offer or access to inside details about special events. You can also nudge through pop-up advertising on your own and partner websites. In joining 4xi Global Consulting, I’m excited to bring this subtle yet effective tool to the suite of strategic marketing offerings that are now available for your business. I'm ready to help you utilize Nudge throughout your strategic plan, whether with current customers or looking forward to generating new leads. "Together, we can create a marketing strategy that seamlessly guides your customers to the purchase of what they not only need and want but one that can benefit your company and your bottom line." Let’s chat about how you can incorporate the Nudge principle in your marketing communication and sales strategies so that you can easily reach and exceed your marketing KPIs. In today’s economic environment you can’t have enough help to grow your business! You can learn more about our marketing and support and DOWNLOAD AN INTRO HERE, or reach Katrina for all your marketing strategy, and customer success needs at: E: katrinaminer@4xiconsulting.com Strategy | Communication | Branding | Growth | Transformation | Training 4xi Global Consulting & Solutions is a collective of innovation partners that can provide timely support and services for today’s business demands and exceptional expertise from our Managing Partners and our Consultants. 4xi: Inspiring the future, together. 4xi Global Workplace Consulting & Solutions provides a range of services to support Corporations, Service Providers, Innovators, and Accelerators to navigate the world of work. Inspiring the future of work, together. 4xi is proud to be Chair of WORKTECH Academy for North America and a member of its Leadership Advisory Board. 4xi is a Global Ambassador for WORKTECH Academy. San Francisco | New York | Orlando | North Carolina | Santiago | London | Tokyo

Tony Johnson is 4xi's Chief Experience Officer in Residence. He is a world recognized Customer Experience thought leader, a master trainer, a coach, an author, a keynote speaker, and an award-winning hospitality leader. Tony is passionate about how Culture and Customer Experience are essential strategies and how embracing them can transform business success. As we move headlong into Customer Service Week (the first week of October) and Customer Service Day (October 5th), there is no room for mediocrity, apathy, or lack of attention to detail. During the pandemic, we all had to take stock of what was possible and take steps to ensure continued financial viability, but the time for lackluster customer service has come to an end. The market has been slow to recognize this, leaving you open to differentiate yourself from the competition. There are two key places where this lack of attention is impacting the customer: Service and Staffing. SERVICE Customer service and experience continue to be important to the end consumer. That said, many companies are using the ongoing pandemic as an opportunity to do less and charge more under the guise of “better serving our customers.” It would be comical if it wasn’t such a ham-fisted money grab on the part of organizations that should know better. Here are just a few examples – and no, I’m not calling them out by name because I believe we should praise in public and critique in private. A major entertainment company has recently removed some of the free perks of park guests in favor of making them paid add-ons. This was all done to help guests “streamline and simplify their vacation experience.” Several airlines are still not offering complimentary cocktails in their main cabin premium seats and have also eliminated many of the snack options available outside of the first-class cabin. During this time first-class seats are more expensive than ever and upgrades for frequent travelers harder to come by. This is all by way of ensuring a “safer flying experience” for you. 2 major hotel chains are forcing you to opt into daily housekeeping services while not making it a part of the check-in process to remind you of that. Whether you like daily housekeeping or not, I would bet you like having enough towels and coffee – something most have cut back on in terms of in-room quantity at check-in. It’s all okay, though, because it’s done “for your health and safety.” The marketplace needs to evolve and change, there is no doubt. But some of the moves taken by major organizations look like nothing more than a chance to take advantage of customers under the pretense of providing world-class experiences and safety. "The challenge here is to go the other way. To do more, give more, not less. Stop making excuses, leaning on the pandemic as a path to profit in the good name of customer experience." This can be a key way to set yourself apart from others in your market and show your customers that you still truly prioritize their safety and experience within your business. The dividends will grow over time as customers continue to become frustrated with increasing prices and decreasing benefits. STAFFING Companies have been grousing and complaining about staffing levels for the past year and have even had the audacity to post signs asking patrons for patience since they don’t have employees. This may have been necessary in the dark days of the lockdown, but now it is just excuse-mongering. Organizations leaned on the extra payments that individuals were receiving through the government as the reason for the staffing issues – and they wore that like martyrs donning a badge of honor. If that were the case, then as soon as those payments were eliminated, there should have been lines of folks applying for jobs. That has not been the case. It has been months now since many states cut off the Pandemic Economic Assistance benefits and it hasn’t done much for hiring. The hallmark of the pandemic was it quickly shifted from a job seeker market to an employer market and employers took full advantage. As a rule organizations low balled salaries, were inaccessible to prospective employees, dawdled when it came to responsiveness to candidates, and posted and reposted jobs to find overqualified talent at ridiculously low wages. This was true from the front line to the executive ranks. Now the tables are turned and employees are going to make it expensive for employers to re-staff. WHY IS THAT? Because markets like the service industry have long mistreated their teams and now people are fleeing those industries for other opportunities. They are taking safety and work experience into account and finding that line of work is lacking. And before you just assume everyone is in the same boat, the major big box home improvement chains are finding success with staffing because of their commitment to employee engagement, safety, and workplace culture. If you are struggling to fill your open positions, ask yourself these questions: Q: What have you done to improve your reputation in the community or your market as the best place to work? Q: Are you hustling when it comes to recruiting or waiting for people to come to you? That means not just hiring fairs, but assertively recruiting and making sure you have systems in place such as SMS applications and easy-to-use online portals. Q: How have you treated your applicants? I will go ahead and guess that you’ve treated them terribly. So what will you do about it? Q: Finally, are you paying market wages for the caliber of talent you need? I’m not even going near the political ramifications here, but have you determined what the market is demanding for the work you need done and how that integrates into your financial model? Now is the time to gut-check how you are interacting with customers and how you are responding to the events in the marketplace. If you allow your organization, leaders, and front-line teams to make excuses for why something can’t be done, you will find you continue to struggle to deliver even the same level of service you did pre-pandemic, much less find a way to exceed it. "This is every bit as much a mindset problem as it is a staffing or pandemic problem. You can make the decision to have an amazing reputation, deliver world-class service, train your teams, and engage your employees – or not." It's up to you to set the tone in your organization and please make that tone one of optimism, accountability, and excellence. That is how you inspire the future of CX. To learn more about 4xi and our human-centered, hospitality focused approach to business improvement and growth, visit www.4xiconsulting.com or reach out directly to Tony at tonyjohnson@4xiconsulting.com CX + Training Coach | Chief Experience Officer | Master Trainer | Award Winning Hospitality Leader | Author | Keynote Speaker | CXO 4xi: Inspiring the future of service. 4xi Global Workplace Consulting & Solutions provides a range of services to support Corporations, Service Providers, Innovators, and Accelerators to navigate the world of work. Inspiring the future of work, together. 4xi is proud to be Chair of WORKTECH Academy for North America and a member of its Leadership Advisory Board. 4xi is a Global Ambassador for WORKTECH Academy. San Francisco | New York | Orlando | North Carolina | Santiago | London | Tokyo

An article by Peter Roles, Global Remote Site Consultant at 4xi Global Consulting & Solutions. Peter has over 35 years in the industry and his career has spanned oil & gas, mining, construction, and military operations across the globe including in the UK, Europe, Africa, Asia, the Middle East, and Australasia. Every country, almost every sector, all of us have been impacted by the unprecedented events of the past 18 months or so. COVID-19 has exposed many weaknesses that existed before, accelerated many of the issues that we knew already were a challenge, and forced us to operate and manage business like never before. The pandemic has resulted in a different normal and we’re still working out what the new normal looks like, including in the world of remote sites. Here are some thoughts on how the market will be affected, and some of the key things to look out for as we anticipate what the future might hold: More efficient operating models? Most remote sites in mining and oil & gas have still been operating with drastically reduced staff numbers, but the world is still moving forward. There are no drastic fuel or mineral shortages, yet operating in some cases on 20% of former labor structures. The likelihood of going back to pre-pandemic staffing levels is unlikely, and the longer we cope, do we increase the business case to cut labor costs (and associated costs) going forward? Remote working is here to stay? There has also been a huge amount of knowledge workers who have been working from home as traveling to often far-off lands hasn’t been possible. Has it affected the business? Not really. With the surge in remote and collaboration technology including video conferencing and online meeting apps, you no longer need to be in the same room, never mind country, and apart from time zones, even on the same continent. It’s hard to imagine why this would be discontinued. Reducing time cost of travel, travel expense, accommodation, and potentially enhancing the work experience with these workers being able to complete their duties and commitments from wherever they decide to be. Local labor and communities are ahead? Long a focus for the companies and the local communities, the pandemic has placed a greater reliance on local labor, businesses, and infrastructure, and that has to be a good thing - driving not only revenue into these local communities but also lifting the skills in the labor market, and supervisory and management opportunities too. Local people mean greater use of local businesses and the building of these local communities. This again has meant many cost savings have been made. Will this change back to what it was like before the pandemic, or will the local staff be given more responsibility? Potential cost savings abound, but for how long? As on-site populations substantially plummeted, and so did the need for camp services. Not just the number of people servicing these camps but also a reduction in services themselves - rather than daily room cleaning, maybe every other day. The same with laundry service, and other reductions elsewhere including food. This raises a couple of questions, was the level of services originally scoped even necessary in the first place, and what are the service level expectations for the future to attract the right talent? “Having spent more nights on the road than I care to mention, I provided feedback to a hotel group that when staying only a couple of nights, then frankly I don’t need (or want) a daily clean. Save labor, save on laundry, make it optional for me to opt-in (or out). They followed through and implemented the initiative across their portfolio.” Will there be a war for talent? The remote site business is a transient world anyway, but if my prediction is true that the future will need fewer employees, then as operators seek talent there will be more available with fewer jobs. This will work in two ways. Those who take advantage of the employer market to drive down labor costs, and those who want to attract the best talent and therefore create and offer the best employee, work, and camp experience. There have been winners and losers There have been so many comments made including that anyone over the age of 60 years is at greater risk from COVID-19. This has led to many companies removing over ’60s from their sites stopped them from employing new hires in that age bracket. "As one of those in that age bracket, with a wealth of experience, and I believe still in my prime, I believe that I should be passing my years of knowledge to the younger generation. Are we ready to lose this knowledge and experience? That’s why I joined 4xi." Workplace Experience will be critical? So, when companies fall into the category of seeking to attract the best, then what do they need to do to create a compelling workplace proposition. We know from our consumer research that consumer experience is key (including the Hilton housekeeping opt-in mentioned above) but what does that potentially cover in these remote places often with limited resources? In my last BLOG post I addressed the fundamentals including safety, comfort, quality of accommodation, and connectivity with the outside world, including home and loved ones, but the list of opportunities is much broader and a construct of not just the operator’s willingness to invest but also local conditions and availability. From leisure facilities to supermarkets, to cinemas, retail, family accommodation, the scale is almost infinite with the ability to create an environment of home comforts to a fully functional ‘town’ environment and everywhere in between. It’s also a question of materiality The cost of life support services in far-flung places can be very expensive, however, if that means attracting the best talent, having an engaged team that is highly productive, the investment of $100, $200, even $500 a day can return dividends to the remote site operation - finding the right balance of investment versus return is an important exercise and self-realization. As Heraclitus said, “the only constant in life is change” and there’s never been a truer word said. If you’re thinking through what the future of your camp management services is beyond the pandemic, then get in touch today and we can help you put together your roadmap for the future. 4xi: Inspiring the future, together 4xi Senior Consultant, Peter Roles has an impressive resume in the field of global remote site services, equaled by few in the business. Prior to joining 4xi, he was the leader of a flagship project at HKIA base, Kabul in Afghanistan working with NATO and running an 8,000-persons camp. With stints across Africa, Australasia, and the Middle East, Peter has led operations in Australia, United Arab Emirates, Iraq, Mali, Kuwait, Haiti, Germany, Angola, Congo, Somalia, Zambia, and Sierra Leone. He was also the Honorary Consul for Australia for while in Angola! Peter is also joined by Gary Mackay, another global remote site operations expert based in Santiago, Chile. “We see a lot of opportunity in this field where often the camp management and services are ripe for driving efficiency and improvement, and an industry that will benefit from our global expertise.” Utilizing not just our experience and expertise, and the collective strength of the 4xi network, we will be leveraging our Innovation Partner, MyFieldAudits, and with this technology that gives clients 24/7 visibility into operations and tracking key performance indicators in real-time. 4xi is approaching the business from the essential building foundations of Health & Safety, and Quality Assurance of the facilities services. But we're really drilling down into the efficiency of each individual service provided – from food to housekeeping to maintenance to transportation, and the personnel employed, supply chain and the actual quality and cost of the outcomes delivered. “Our 4xi Global Remote Site Consulting offering is designed to really help clients get hold of their camp management services, hold their contractors accountable, and get the very best experience for their people at a fair and reasonable price.” For more information on 4xi visit www.4xiconsulting.com or email us at hello@4xiconsulting.com 4xi Global Workplace Consulting & Solutions provides a range of services to support Corporations, Service Providers, Innovators, and Accelerators to navigate the world of work. Inspiring the future of work, together. 4xi is proud to be Chair of WORKTECH Academy for North America and a member of its Leadership Advisory Board. 4xi is a Global Ambassador for WORKTECH Academy. San Francisco | New York | Orlando | North Carolina | Santiago | London | Tokyo

For most organizations, the first point of contact with clients and prospects is either through the website or for those wanting to know more, a direct reach out – how are you dealing with this critical first experience? “One large, global, multi-billion-dollar organization has an issue - when you call their global headquarters, the operatives don’t understand the business, where to direct your call, and when you ask to talk to someone about their ‘widgets’, they put you through to the Human Resources department!” This is a real issue for many organizations out there, including yours The chances are, for many, you’ve probably already spoken to one of the Moneypenny special operatives at some point. Moneypenny is a modern-day success story based on the clear need in the market to have a professionally trained, enthusiastic, and friendly team at the end of the call - knowledgeable about your business, and able to ask knowledgeable questions to redirect the caller to the right person in your organization. While Moneypenny now has a global presence, managing more than 20 million calls, chats, text messages, and emails for more than 21,000 clients annually, the company came from humble beginnings. Founded in 2000 by brother and sister Ed Reeves and Rachel Clacher with just a $15K investment, today the company employs more than 1,000 people – with offices in Atlanta and the UK and annual revenues of over $60M. “In a previous business, Moneypenny’s co-founder, Ed Reeves was on a surfing trip when a client called in with a simple question that the receptionist failed to answer. The client went elsewhere, and hence the realization of the need in the market and Moneypenny was born.” Moneypenny is there to support you and your business with professional virtual reception services, 24/7, leaving no call unanswered. Moneypenny’s award-winning Receptionists provide a seamless service to businesses of all sizes and become valuable members of the client’s team, despite not being physically at the client’s offices. Thinking and acting differently lie at the heart of everything Moneypenny does as a business and, along with positivity and a proactive approach, encompass everything now synonymous with being a Moneypenny Receptionist. There are 101 reasons why Moneypenny is different, but here are some of the best: RECRUITING FOR ATTITUDE: first impressions count, every time EXPERTISE: passionate professionals and state of the art technology SYNERGY: matching the right Moneypenny professional with your business CONTINUOUS IMPROVEMENT: commitment to be the best, always SEAMLESS SUPPORT: Intelligent technology, call routing, 24/7 full-service support ENGAGEMENT: Ignore client feedback at your peril, always listening INNOVATION: Helping clients work smarter and leverage innovation, always SHARE KNOWLEDGE: Insights, Data, Thought Leadership, keeping ahead, always MONEYPENNY LOVE: The secret sauce that makes Moneypenny the employer of choice At 4xi Global Consulting & Solutions, we’re dedicated to the quest of driving a better Human Experience (Hx), and exploring alternative ways to, operate better, be more efficient, and drive better experiences. To that end, we believe Moneypenny is the perfect solution to deliver an elevated inbound customer call experience driving efficiency and at the same time reducing cost. For more information on Moneypenny or any of our Innovation Partners, visit our Explorers Innovation Directory or email us at hello@4xiconsulting.com 4xi: Innovating the future, together. 4xi: Inspiring the future, together. 4xi Global Consulting & Solutions is a team of talented leaders from both the client-side and service provider side creating an impact in the Human Experience (HX) for people at work, in education, rest, and at leisure. We believe in a people-first, experience-led philosophy, whether client, employee or guest – their experience is the fundamental foundation of success. We work with corporations, service providers, and innovators: Strategic Advisory Amenities, Design & Operations Customer Experience (CX) Training & Development Strategic Partnership & Growth Innovation Solutions & Support Our Strength is in the Power of Our Collective. 4xi is proud to be Chair of WORKTECH Academy for North America and a member of its Leadership Advisory Board. 4xi is a Global Ambassador for WORKTECH Academy. San Francisco | New York | Orlando | North Carolina | Santiago | London | Tokyo

Perhaps you’ve heard the saying that "employees don’t leave companies - they leave their boss”. I tend to believe this is true in most cases. I see people as the most valuable asset of every company. Leaders are responsible for their own collective behaviors, and the culture of the organization. Consider the following overarching success equation: The organization has an overall cause, or mission, vision, and values that set the tone. Leadership behaviors form the culture while directly impacting employee attitudes and engagement levels. Employee attitudes and engagement directly impact quality output (the product or service delivery). Finally, the quality of the product or service directly impacts the client’s experience, which; Collectively IS the reputation (marketplace image) of the organization. A recent Gallup study reports: Companies with engaged employees achieve 21% higher profitability than those without. Engaged employees have 41% lower absenteeism, and 59% less turnover. "It is the outward expression of internal beliefs and emotions about yourself and others. Leadership is never about you, it’s always about the team and the cause." CAUSE: What is the company all about? Mission and purpose? PEOPLE: Culture, leadership behavior, and employee engagement. PRODUCT OR SERVICE: Quality, relevance, price, and value. CLIENTS: Experience, perception. IMAGE: How the company is viewed in the marketplace. ENGAGED EMPLOYEES Most leaders already agree that employee engagement is vital to the success of their organization. Many company leaders invest resources and money into programs that they believe will improve employee engagement such as diversity teams; recognition programs; health insurance wellness benefits; daily communication huddles; leadership town halls; and the list goes on. These are all important and certainly do have value. They are evidence of an organization’s commitment to its employees and the environment in which they work. "I ask the question of leadership, are these enough to foster the highest levels of employee engagement? I don’t believe they are." TAKEAWAY: Leadership is never about you, it’s always about the team and the cause. LEAD TO SERVE, SERVE TO LEAD How one finds themselves in a leadership position is irrelevant. How one behaves in a leadership position is what matters. Their behavior is definitely their choice. Servant leadership behaviors for the most part can be developed through training and awareness programs. I advocate that organizations organize their external recruiting effort to include analysis of these characteristics, look for them in future leaders, and invest in this area of people development for their existing leaders. This article is intended to provide an overview of the servant leadership behaviors I’ve learned through experience as a leader in the hospitality business. I have worked for and watched hundreds of leaders over my forty-two-year career, employed by two leading service companies: ServiceMaster and Aramark. Some of these leaders were inspiring, while some were never intended to be leaders at all. I learned from both. And like most others, I’ve personally experienced both failures and success. Regardless of the outcome, I have always been humbled by the incredible privilege of leading other people. EXPERIENCE MATTERS I give an abundance of credit to the culture of ServiceMaster, where I was privileged to work for twenty-four years, beginning at the impressionable age of twenty. ServiceMaster Industries was a leader in providing management services in a number of business spaces, having a solid reputation for delivering service excellence. What was unique about the ServiceMaster culture was the loyalty the firm received from the employees and customers. I believe this was a response to the loyalty and love that the firm’s leaders gave to employees and customers. I must emphasize that profitability of the firm was available to all employees through a share purchase program. Employees were owners and vested the “cause”. The second of four ServiceMaster stated corporate objectives was “To Help People Develop”. The training and development of people at every level of the organization was an imperative that began on the first day of employment. Everyone had a development plan, from the President to the Housekeeping Associate. People's development activity was monitored by a team of corporate and divisional Training Managers. Every employee had at least one mentor over their career. Learning at ServiceMaster was considered a life-long endeavor, and the firm believed it had an obligation to help people develop. In 2001, I was fortunate to secure a position at Aramark which acquired ServiceMaster. Aramark was also a leader in the management service business. I was a senior growth leader at the time. It was there that I benefited greatly from the mentoring of two incredible leaders who guided me through what I considered to be a frightening situation. They gave me an important role in the “new” company and a collaborative place on the integration teams. They helped me to survive, and then to thrive. They were highly competent business executives, but they were also servant leaders possessing traits I had become skilled at spotting. I’m not sure they knew it, but servant leadership came naturally to them. "There is much written about the subject of servant leadership. What follows however is mostly drawn from my own experience - and I believe that, experience matters." HUMILITY Perhaps the most important behavior of a servant leader is the expression of humility. Serving and leading people is a privilege. Those that practice servant leadership understand this, and it is reflected in their behavior and demeanor. Humility is foundational and extremely difficult to teach. I am reluctant to use a biblical term because it can easily be misconstrued as an attempt to proselytize. If you know me, then you know this couldn’t be further from my intention. It just so happens that this is where I found the most helpful characterizations of humility and the opposite feeling of pride. Pride can be dangerous for a servant leader. How it is expressed, and about whom, determines how it is received and the impact it makes on people. Servant leaders never express pride in themselves, but always in the collective team and the nobleness of the “cause”. Servant leaders understand the need to express pride in the right dosage, or it can kill the efforts of the team. Pride can easily be received as conceit or arrogance – which for all intent and purpose – it is the antithesis of servant leadership. "When pride comes, then comes disgrace, but with the humble is wisdom." UPSIDE DOWN ORGANIZATION CHART This is a very common illustration used to describe servant leadership. Truthfully, it conveys only a small part of the story. Suffices to say it reflects the notion of employees being served by the leaders, so they can deliver quality services or the product to the clients. Certainly, a great point, but it misses the most important elements of servant leadership: beliefs and behaviors. Servant leadership is not mechanical, it’s fluid. It’s not a ballad, but a symphony. It is not a fad; it’s a core belief system. "Serving others is a selfless act. You serve your team, not the other way around." LOVE This word is not used in management, leadership, or business books. I’m not sure why it isn’t, but I find it to be essential to mention. Servant leaders need two things – a cause they can internalize, and people they can serve. Love comes in many forms, but at the core is unwavering commitment, transparency, and loyalty. Most people like to use the word love to describe their relationship with their significant other or family members. This certainly applies. I like to also use it to describe the power behind servant leadership. "Love the cause and your team authentically. Show it in your behavior. Be vulnerable." RESPECT This seems so fundamental, but it is essential. For servant leaders, it is second nature to give respect to all those that they lead, this is not true for all leaders. Simply stated, people respond favorably when they are respected, and they turn away when they are not. Let’s unpack the important dimensions of respect: APPROACHABILTY: Servant leaders must be approachable. If their teammates are truly the most important part of the organization, then openly engage with them. Stop what you’re doing when approached and ensure your teammates know you are open to them. Smile, face them and if necessary, move to a private location to avoid distractions. ACTIVELY LISTENING: Giving undivided attention, and active listening. This requires physically facing the person talking to you, possibly leaning in. Making direct eye contact and offering acknowledgment of feelings and statements, asking pertinent questions, and not multi-tasking. Taking notes sends the signal that you respect and care about what the other person is expressing. Always follow-up if the topic requires it – if you don’t you lose the vital servant leader currency - trust and credibility EMPATHIZING: Active listening is not enough, servant leaders empathize. They put themselves in the shoes of the person they’re communicating with to gain an understanding of their feelings – be they worry, pain, happiness, etc. Empathy enables the servant leader to make a connection and convey their understanding and compassion. I know I said I would not pitch any more statistics, but this one is powerful. 93% of employees believe showing empathy is an important way to advance employee retention. BEING TRANSPARENT: Being transparent and truthful about everything. People thrive on information and understanding – they need this to make their maximum contribution and gain their maximum reward in what they do. Information brings understanding and is liberating. Information withheld breaks trust and send a signal the team members cannot be trusted. If the information is sensitive, and convey this. But first and foremost, be transparent. SEEK ENGAGEMENT: Servant leaders make it a daily priority to walk around looking to engage with others. They politely ask if the person they’re engaging has a moment to talk. They ask questions like; how did your daughter's ball game go last night; is your husband feeling better today; tell me about vacation; how is the college search coming along? They ask work-related questions like: Is the IT team engaged in the project; what can I do to remove any obstacles and better support you; are the Dallas client expectations being exceeded, Tyler I’ve experienced this before – may I offer you a suggestion? Allison, I heard the presentation went well – thank you for your leadership on this account. Eve, the Philadelphia client raved about your responsiveness during our meeting last week – thank you for what you do to care for this important client! COLLABORATION: Not always easy to do, if you’re a “get it done” type “A” person (Ahem, speaking for a friend). But the skill is very important if you desire to behave like a servant leader. People want to be involved and play a part in how the cause is being achieved. "Respecting others is not optional. People naturally respond to respect. Get out from behind the desk, grab a pen and pad, and engage your team every day." AUTHENTICITY People can sense when someone is insincere in their behavior. If the team feels the leader is insincere or not authentic – their leadership is undermined and the team’s ability to produce excellent outcomes is severely limited. Outward passion for a cause and love for people cannot be faked. To determine if you possess these feelings requires serious and truthful introspection to be a servant leader. Do the mission and values of your organization (assuming they exist) are ones you can internally own, and represent to others through your words and your actions? How about your excitement for the product or service your team produces – does it create a solution you can be proud of? Are you the happiest when you’re engaging and serving other people, or conversely do you prefer to be at your desk examining numbers or reading reports? Do you relish helping and coaching others in their career aspirations? Do you like seeing others grow and get recognition? Is it a part of your purpose to favorably impact the lives of others you lead or collaborate with? There are other questions you can wrestle with to help you determine where you are in your quest to become a servant leader – and it can be done. "I read that a dog’s sense of smell is so powerful, it can smell a drop of blood in a large swimming pool. Humans are the same when it comes to sensing a fake." SENSITIVITY TO THE CHALLENGE OF CHANGE I have a favorite book written on the subject of getting things done, The 4 Disciplines of Execution, by Chris McChesney, Sean Covey, and Jim Huling. I highly recommend it if you are searching for help if you or your organization struggles to execute new initiatives effectively. I’ve used the process, and I know it works – I’ve experienced it. I’m telling you about this book because change is a challenging process, and it requires focus, discipline, and servant leadership. The authors talk about the “whirlwind” which can present the biggest obstacle to change and accomplishing specific goals. According to the authors, the whirlwind is expressed as “the massive amount of energy necessary to keep your operation going on a day-to-day basis”. They also say “Executing in spite of the whirlwind means overcoming not only its powerful distraction but also the inertia of the way it’s always being done”. Servant Leaders are in a position to guide people sensitively through stressful times. Let me put this concept in my own words. It’s human nature to establish a comfortable routine, most of us do this in life, including our work life. To make a change in your behavior or that of your teammates, you’ll have to exert discipline and set aside time for it. You and the team must collaborate and decide exactly what actions need to be done differently. Then implement a monitoring system to ensure the actions are being executed. Then the vital question – are the actions changing the outcomes you wanted to impact in the first place. Examples of outcomes you may be trying to change: Is employee turnover being reduced? Is employee engagement increasing? Is the quality of your product increasing? Are you retaining more customers? Remember, all must participate in the development of the new behavior. Often, at the end of the day, we wish we had accomplished more. However, wishing alone doesn’t get us very far. Have you ever asked yourself “where did the day go?” Quite possibly, the whirlwind took over! Schedule time out of the whirlwind each day and dedicate it to thoughts about how you can move more effectively toward your goals. Think about which goals your business would benefit from if you were to consistently meet them. Ask yourself, what new or different actions do you need to build into your routine muscle memory to excel? I don’t mean to oversimplify this process or make it sound easy. It’s not. As I said, it takes commitment and discipline. All credit to this process goes to The 4 Disciplines of Execution - I highly recommend this book for all teams trying to make a change, and leaders trying to guide change. "The daily “whirlwind” is extremely powerful. Whatever behavioral actions are identified to change; it must be monitored until it becomes part of your routine muscle memory. Servant Leaders play a role in helping their team through the “daily whirlwind” and guiding them through the stressful process of change." IN CONCLUSION Servant leadership sets aside the ego of the leader and any notion of “control”. It puts the behaviors I mentioned above center stage. They work alongside their team, not overtop of them. They guide them, yes, but they also liberate them. Servant leaders set aside personal gain and dedicate themselves to the cause and the team. They see “profit” as more than numbers on a paycheck or the profit and loss statement, but more the impact of the cause on employees, clients, and their businesses (their clients' cause). They believe that fiscal profitability will follow the creation of and the delivery of value. Do not mistake this as a lack of concern for profit, or personal financial provisions. It simply means that they do not view fiscal profitability as the primary purpose. Many organizations will mistakenly reject servant leaders for this reason. I would call that short-sighted. I will close with a final thought. Most people believe, or say they believe, that money will not buy your happiness. I personally believe this. I enjoy getting a bonus as much as the next person because it enables my family (collectively and individually) to have more rewarding experiences in life. Or, to fulfill their destiny for getting the most of this life. The bonus, therefore, feeds my personal “cause”. "Servant leaders are dedicated to the company's cause, behaving selflessly in its pursuit." FURTHER READING: If you would like to learn more about ServiceMaster, I suggest reading The Soul of the Firm, authored by C. William Pollard. Get your highlighter ready – the applicable takeaways are plentiful! My personal “go-to” book when I need to think about the privilege of leading. OTHER REFERENCES: Gallup: Employee Engagement on the Rise, by Jim Harter. August 26, 2018. Gallup: The Right Culture: Not Just About Employee Satisfaction, by Jim Harter and AnnaMarie Mann. April 12, 2017. ABOUT THE AUTHOR: Ed Snowden has 40+ years of progressive leadership roles at two FORTUNE 500 management services companies where he won several performance awards. Ed has vast experience in a multitude of business capacities including strategic account management, sales leadership across North America. If you need support in building and driving your business culture, strategic partnerships, or growth, you can contact Ed directly at: EdSnowden@4xiconsulting.com 4xi: Inspiring the future, together. 4xi Global Consulting & Solutions is a team of talented leaders from both the client-side and service provider side creating an impact in the Human Experience (HX) for people at work, in education, rest, and at leisure. We believe in a people-first, experience-led philosophy, whether client, employee or guest – their experience is the fundamental foundation of success. We work with corporations, service providers, and innovators: Strategic Advisory Amenities, Design & Operations Customer Experience (CX) Training & Development Strategic Partnership & Growth Innovation Solutions & Support Our Strength is in the Power of Our Collective. 4xi is proud to be Chair of WORKTECH Academy for North America and a member of its Leadership Advisory Board. 4xi is a Global Ambassador for WORKTECH Academy. San Francisco | New York | Orlando | North Carolina | Santiago | London | Tokyo

In a quandary about how to attract, retain, and engage with your customers? Are you looking for strategies that get you the results you need to build a better business? As part of Tony Johnson's, Ignite Your Service Customer Service Academy series, this podcast episode speaks with Strategic Partnership & Growth expert, Ed Snowden from 4xi Global Consulting & Solutions. Tony gets up close and personal as Ed shares everything from his favorite brands for customer service, his favorite job - ever, best holiday destination, and favorite type of favorite food. Ed also shares some of his insights on what it takes to win and retain better business based on his over 40 years in strategic partnerships and growth in the services industry working with large multi-hundred-dollar client portfolios. In addition to sharing some of his tips and tricks, Ed references the TRUE NORTH Strategic Partnerships & Growth Academy due to be launched in early 2022. It's a great show, a great listen, and thanks for tuning in! To listen to the full podcast simply click HERE Tony Johnson is 4xi's, Chief Experience Officer. He is a thought leader and strategist on all aspects of Customer Experience from strategy to design to execution. Tony is an author and keynote speaker and also serves as CEO of Ignite Your Service. Ed Snowden is Consultant, Strategic Partnerships & Growth with 4xi, and helps clients navigate the labyrinth of winning and retaining better business. He is the co-author of the upcoming TRUE NORTH Strategic Partnership & Growth Academy due for launch early in 2022. 4xi: Inspiring the future, together. 4xi Global Consulting & Solutions is a team of talented leaders from both the client-side and service provider side creating an impact in the Human Experience (HX) for people at work, in education, rest, and at leisure. We believe in a people-first, experience-led philosophy, whether client, employee, or guest – their experience is the fundamental foundation of success. We work with corporations, service providers, and innovators: Strategic Advisory Amenities, Design & Operations Customer Experience (CX) Training & Development Strategic Partnership & Growth Innovation Solutions & Support Our Strength is in the Power of Our Collective. 4xi is proud to be Chair of WORKTECH Academy for North America and a member of its Leadership Advisory Board. 4xi is a Global Ambassador for WORKTECH Academy. San Francisco | New York | Orlando | North Carolina | Santiago | London | Tokyo

Never in the history of humankind has there been a more pressing need to drive change in behaviors that protect our environment and uphold our social commitments and responsibilities. 4xi's Innovation Partner, vranda is lifting the lid on ESG data and making it more visible, more accessible, and turning data into insights that can help organizations make a difference, drive change, and create impact. Christy Cook, President, and co-founder of vranda, and Simon Elliot, Managing Partner of 4xi Global Consulting share this second report in the Sustainability Simplified series. Sustainability Simplified 2.0 Embracing the United Nations Global Compact is a good place to start - its 10 Principles and 17 Sustainable Development Goals (SDG's) focused on driving better performance and behaviors around Environmental, Social, and Governance behaviors and reporting. The challenge of clarity, visibility, and reporting performance has long been an issue. That's where vranda comes in. Aggregating data from various sources within your organization, vranda becomes Your Company's ESG Operating System creating dynamic data visualization, accountability, and task management across departments. Sustainability Simplified 1.0 The first of the series addressed the Elephant in the Room and how we as leaders need to take ownership and lead our teams, our people, and our organizations into doing the right thing because it's the right thing to do. This is no longer a box-ticking exercise but a crisis that needs bold and courageous leadership in order for us to really make a difference and uphold our obligations to future generations to come. Owners and leaders of businesses across the world need to embrace these commitments, and through better visibility to and clarity of data, make better decisions on the critical commitments of how we protect our planet, our social commitments, and our people. Are you ready to accept the challenge and take the first step to understand your data to make decisions that improve your organizations' performance? Email us at hello@4xiconsulting.com or book a 30-minute introductory call HERE 4xi: Inspiring the future, together. 4xi Global Consulting & Solutions is a team of talented leaders from both the client-side and service provider side creating an impact in the Human Experience (HX) for people at work, in education, rest, and at leisure. We believe in a people-first, experience-led philosophy, whether client, employee, or guest – their experience is the fundamental foundation of success. We work with corporations, service providers, and innovators: Strategic Advisory Amenities, Design & Operations Customer Experience (CX) Training & Development Strategic Partnership & Growth Innovation Solutions & Support Our Strength is in the Power of Our Collective. 4xi is proud to be Chair of WORKTECH Academy for North America and a member of its Leadership Advisory Board. 4xi is a Global Ambassador for WORKTECH Academy. San Francisco | New York | Orlando | North Carolina | Seattle | Silicon Valley |Santiago London | Tokyo

In times when a regular strategy just won’t do, organizations need to connect with the core of who they are and what sets them apart. Can culture help reshape places of work and drive a competitive edge? DEFINITION: Company culture can be defined as a set of shared values, goals, attitudes, and practices that characterize an organization. Most business leaders will tell you that they lead strategy-driven organizations -the C-suite sets the objectives and the marching orders and then cascades the direction to the business, the accountability, responsibility, and rules of engagement for ultimately the people to fall in line and deliver. Strategy can of course be the hero; however, some of the best strategies can fall victim to the potent power of company culture. The two need each other to deliver a winning combination. “A company rewards itself when exponential leaders align culture with strategy. Culture must ripple through every act of policy and business strategy.” William Craig, founder, and President, WebFX Corporate Services and Workplace Experience specialist, Robert Teed formerly of Symantec, Polycom, DocuSign, ServiceNow, and now Chief Coaching Officer at Integri Group sums it up nicely: Culture exists in and moves through the people that make up the company, leaders and otherwise. And, it's what connects those people, regardless of where they physically are. It’s the purpose, values, character, and personality of your organization in action. Leaders who have or want a ‘great’ culture rarely leave it to happenstance. They are intentional about culture. They are clear what a 'great' culture means to them, they invest in it, they curate it, they amplify it, they live it. They feed it, and it feeds them. Employees who want to be part of and contribute to a 'great' culture do the same. Company culture transcends the physical workplace. Your company's office walls may exhibit and reflect your company's culture, but they are never its source. Its source is always the people. Having a hip office with cool amenities does not make for a great culture (Silicon Valley has had no shortage of toxic cultures existing in hip offices). There is never an absence of company culture. Some version of company culture always forms, love it or hate it, try or not. Visionaries, Early Adopters, Trailers & Resistors Most organizations will have a combination of: VISIONARIES - those blue-sky thinkers that invent, create, dream the future that is critical to any organization. However, they need the rest of the organization to follow to turn any of these dreams into reality. The Visionaries tend to be fearless as they understand that without risk there cannot be progress. They look to the EARLY ADOPTERS/CHANGE AGENTS in the organization – those who see the merits in the ideas and are willing to give it a try to see and explore the possibilities. The Early Adopters are explorers and sometimes willing to go through a certain number of challenges or risks to explore the future. Every organization has the TRAILERS, that 5% of businesses that neither lead nor get in the way, they simply follow. But by far the biggest challenge lies with the RESISTORS, of an organization. It’s this group that needs to be convinced of the new direction, maintaining, or changing your company culture – in fact, these resistors can be the success or failure of any cascaded strategy, no matter how great or visionary it is. The key here is not to convince them but gain their buy-in and support to help drive company culture forward. The recollection of the ‘Kodak Moment’ rings loud for many. A Visionary at the firm invented one of the first digital cameras as the future of the business. The idea was turned down in preference to sticking with traditional film, and the rest is history. Fear is a driving factor Instincts are at the very core of human behavior and one of the most powerful instincts is fear at either end of the spectrum - the Visionaries thrive in the fear zone but at the peak of the Resistors, fear is an inhibitor of progress – fear of change, doing things differently, perhaps new ways of working that will threaten their own individual ability to survive. Those Resistors thriving in the status quo can often outlive or overtake the few visionaries and early adopters. Time is of the essence to gain buy-in from non-adopters before they wear out the efforts of those intending to drive transformation and change. The Resistors become key to your company culture, and through understanding and managing this group lies an organization’s ability to succeed or fail. An important test of culture is how your people behave when no one is looking – do they embrace the new ways of working or do they revert to the old? Even worse, do they actively block progress in the fear of their own survival and protectionism? Why Investing in Culture is a Winning Strategy? “Culture will guide organizational design going forward. It’s no longer an afterthought, but a critical pilar of every strategic plan. Strategy and culture need to work hand-in hand.” Georgina Miranda, Culture & Strategy Officer, 4xi Global Consulting We’ve been on ZOOM for almost 2 years versus walking the halls and connecting with our fellow peers and leaders. The values and connection points that contributed to organizational culture have been tested in endless ways during the pandemic. This period was one of challenge and learning. Each of us has emerged with a new understanding of ourselves, our team, and our world at large. As organizations consider and design what returning to work looks like, the big question leaders need to ask themselves is ‘what do we want it to feel like?’ Leaders have the prime opportunity to design and innovate a culture that reinspires their people back to the workplace. We live in times where people are consciously choosing to leave roles in droves, that no longer suit them. Culture can be an excellent competitive advantage to attract and retain top talent. Culture can be the glue to help people reconnect again in a meaningful and unified way. We can’t expect people to just snap back in like a puzzle piece. There needs to be space for reconnection and culture is a critical element. Developing a strong organizational culture takes time, investment, and buy-in. It starts with awareness around your current culture or lack thereof. You might look at what needs healing, what needs attention, what needs development and support, and what needs a total redesign. This work shapes the DNA of the organization so to speak. It also helps create clear boundaries of what a company IS and IS NOT. People choose their places of work equally to belong to something bigger than has a purpose. Here lies the opportunity to align around a common value system, purpose, and organizational approach to doing business. To even understand your starting point in the realms of company culture, you need to listen to your people and ask questions to know where to begin and invest. When a culture has been adopted and valued, you feel it at every level of the organization—top-down and bottom-up. Everyone walks the talk from the inside out. This means your customers and external sources feel the thing you do too. Think of aspirational organizations like Virgin, Patagonia, and Apple. Their culture lives far beyond their products and offerings and leaves a meaningful and lasting impression. Actions often speak louder than words, as you see behaviors aligned with overall cultural norms and values at every interaction. Culture driving impact and changing behaviors? The Walt Disney Company is often lauded for their fantastic customer service – and this is even as they continue to test the price elasticity of a daily ticket in their theme parks. There’s a story about a young child who tossed her Belle doll over the wall of a construction area at one of the parks and by the time park security retrieved it, the doll's dress was ruined by mud and water. Since there wasn’t a replacement available, the textiles team made a new dress for the doll and returned it good as new to the family at their hotel along with photographs of the doll’s day around the property. We have heard similar stories from Ritz Carlton as well, involving a wayward teddy bear. “Now nowhere in the Disney handbook does it spell out that team members should make new doll clothes; however, they are inspired to Create Memories That Will Last a Lifetime.” Tony Johnson, Chief Customer Experience Officer, 4xi Global Consulting This is how selecting team members with a heart for service, steeping them in culture, and empowering them to be amazing can lead to magical experiences. Being intentional in having everyone understand your purpose and WHY is critical in developing culture throughout. And it goes beyond just theme park theatrics. This comes to life in healthcare organizations as they build teams of empathetic caregivers or in restaurants with inspired culinarians. Customer Experience is inextricably linked to culture and is about understanding that sales growth is primarily enabled by creating experiences that motivate customers to spend not just once, but over and over again. Happy customers spend more, are more likely to return, and will recommend you to others in their circles. That is a sustainable business roadmap – and one, unlike economic pressures, supply chain, or market forces, that is entirely within your control. One key to ensuring your team is prepared to serve is through empowerment. This goes beyond the usual corporate speak of “empowerment” where the word is thrown around in an attempt to sound like a leader worth following. Empowerment is scary and anyone who tells you otherwise is selling something you don’t want. You must show your team the way through your actions as a leader, emphasize your culture at every turn, and train your team in the skills they need. Then once you have shared your expectations and given them the latitude to make decisions in the moment, you must do the hard part. You have to trust them. They will make mistakes and you will need to coach them a bit – and then let them try again. But as time goes on, they will become more comfortable making decisions, thus making it much quicker for them to resolve issues and take care of guests in the moment. This is essential for any good storefront, or contact center, to remove friction points for their customers. “As an example, some organizations have systemically failed in instilling a values-based culture. Every time I go into a DMV or a USPO office, I can see the very worst of Culture as a Strategy. Each time I have the good fortune of flying with Virgin, staying at a Ritz Carlton Hotel, or go to an Apple Store I see the contrast quite clearly.” Simon Elliot, Managing Partner, 4xi Global Consulting The thing is, no matter what you say, or tell, building your culture is a delicate process and full of nuances, a long-term journey, rather than simply a statement in the annual report - it’s an organization-wide, long-term commitment to change and transformation. Vranda, an Environmental, Sustainability and Governance (ESG) reporting platform is helping enterprises comply with coming SEC requirements. Focused on driving not just data but culture - increased visibility, education across the organization, driving real impact and behavior change with folks on the front line - doing the right thing, because it’s the right thing to do. Allowing for culture to impact work experience design As we think about how work experience design goes hand in hand with culture, there are many opportunities. Lobbies and Culture For those few that have activated their lobby’s, that sets a certain tone. For those who choose a ‘Men in Black’ security presence at the front desk versus ‘Welcome Ambassadors’ achieve a different tone. Every touchpoint in a lobby experience can tie back to the organizational culture. Kitchens and Connection Food and food experiences have been at the heart of community since the beginning of humankind. We all have our most important moments over the family dinner table, around the kitchen of the home, cooking together, working together, socializing, catching up, solving problems together. What better place to build a workplace culture than from the kitchen - connectivity, collaboration, casual collisions, community. Company Campuses Look at organizations like Nike where visiting their global campuses is like a place of worship to what the business stands for. At Airbnb, how every space, every room, reflects a very personal insight into their global business. At Salesforce, where it feels more like a homage to fun and exploration than a corporate office. Capital One and their investment in workplace convenience and services, and how that builds a friendly, collaborative but highly focused culture that extends to the local community. Mergers and acquisitions In recent years we have seen endless large organizations acquiring smaller, nimble, innovative companies to grow their market share and offerings while surpassing the competition. As the two merge, what culture will prevail? While the acquiring company might be more risk-averse, how can they continue to nurture and develop the innovative spirit of the company they just acquired and create space to not lose this competitive edge? No matter where you are today on your Culture journey, understanding your current landscape is critical, from which you can build your actionable plan and strategy to transition from your current state to your desired culture state of tomorrow. It’s not an easy journey, that likely will include some form of trial and error. Yet when you can start to feel the subtle shifts in your organization of not just your visionaries walking the talk, but even those who might have protested every step of change along the way—you will know it was worth it. It will take conscious leaders to commit to developing culture and become agents of change. Conscious leadership asks us to be mindful, compassionate, and selfless in all we say and do. Becoming a conscious leader begins with having the self-awareness to drive meaningful change in the organizations we run and keep well. We have an opportunity to consciously look at our current situation in the workplace and engineer the design in a way that best supports the future growth of not only the organization but the people making the magic happen. We can’t ignore the data that speaks to the heightened levels of stress, anxiety, and depression that are impacting places of work around the world or the disparities that still exist in terms of providing equitable structures and offerings. Conscious leaders will help shift the global collective out of outdated systems, behaviors, and structures that are no longer relative to our world today and that do not have the best interest of their people rooted in their core. They will be able to do so with awareness and total consciousness, first within themselves, then within their places of work. It’s a new era to thrive not only in profitability but with impact and total well-being. Let culture be your competitive advantage and what unites your people, customers, and everyone you touch. Are you ready to challenge your status quo and nurture the right conditions for culture to be a forethought rather than an afterthought? Making Culture Your Winning Strategy is imperative today. You can view the full article here and download it too. Let us know if you would like to explore how 4xi can help you design the right strategy and help with the transformation from where you are today to where you want to be in the future. 4xi: Inspiring the future, together. THE AUTHORS: Simon Elliot is Co-founder and Managing Partner of 4xi Global Consulting & Solutions, a boutique advisory firm focused on the human experience for people at work, in education in care, at rest, and at leisure. Simon is a Fellow of the Institute of Directors (London), a Member of the Chartered Institute of Personnel & Development, and the Institute of Leadership & Management. He is also the Chair of the WORKTECH Academy for North America. Georgina Miranda is a global leader in change, transformation, mindfulness, conscious leadership development, and the advancement of women. She serves as the Chief Culture and Strategy officer at 4xi and is the CEO of She Ventures. Her clients include Fortune 500 companies, entrepreneurs, conscious leaders, and those called to shift mountains within themselves and the world around them. She is a global explorer and mountaineer athlete, on her way to becoming one of less than 15 women worldwide to complete the Explorer's Grand Slam--reaching the highest peak on each continent and the last degree of the North and South Pole. Tony Johnson is 4xi’s Chief Experience Officer in Residence, CEO of Ignite Your Service, and one of the world’s leading customer experience strategists, trainers, keynote speakers. He is an author, a presenter, a podcast, and webcast host, and one of the best-recognized personalities in the world of customer experience. Learn more at www.4xiconsulting.com or email us at hello@4xiconsulting.com 4xi: Inspiring the future, together. 4xi Global Consulting & Solutions is a team of talented leaders from both the client-side and service provider side creating an impact in the Human Experience (HX) for people at work, in education, rest, and at leisure. We believe in a people-first, experience-led philosophy, whether client, employee, or guest – their experience is the fundamental foundation of success. We work with corporations, service providers, and innovators: Strategic Advisory Amenities, Design & Operations Customer Experience (CX) Training & Development Strategic Partnership & Growth Innovation Solutions & Support Our Strength is in the Power of Our Collective. 4xi is proud to be Chair of WORKTECH Academy for North America and a member of its Leadership Advisory Board. 4xi is a Global Ambassador for WORKTECH Academy. San Francisco | New York | Orlando | North Carolina | Seattle | Silicon Valley |Santiago London | Tokyo