Tom Ferguson
Tom Ferguson noticed, during his twenty-plus year career as an engineer, project manager and energy executive, how the success of any organization was directly related to the emotional status of the employees. And his conclusion was, and is, that the organization’s leadership establishes the set-point for the spirit of the enterprise.
What matters to Tom now is helping senior leadership inspire future performance by thoughtfully celebrating past achievements.
Tom says, “all people have innate human desires and most can be coalesced into a universal need to work for an important result and to receive credit for our contributions. When I was 11 years old I had a morning paper route before school and I loved that job. Why?
Because I served my adult clients by bringing the news of the world to their doorstep each day … then I received encouragement and praise each Saturday when I went door to door to collect. That was 1955. People’s hearts and desires have not changed since then.”
Tom Ferguson noticed, during his twenty-plus year career as an engineer, project manager and energy executive, how the success of any organization was directly related to the emotional status of the employees. And his conclusion was, and is, that the organization’s leadership establishes the set-point for the spirit of the enterprise.
What matters to Tom now is helping senior leadership inspire future performance by thoughtfully celebrating past achievements.
Tom says, “all people have innate human desires and most can be coalesced into a universal need to work for an important result and to receive credit for our contributions. When I was 11 years old I had a morning paper route before school and I loved that job. Why? Because I served my adult clients by bringing the news of the world to their doorstep each day … then I received encouragement and praise each Saturday when I went door to door to collect. That was 1955. People’s hearts and desires have not changed since then.”
