“…the climate—how people feel about working at a company—can account for 20-30% of business performance.  Roughly 50-70% of how employees perceive their organization’s climate can be traced to the actions of one person:  the leader. More than anyone else, the boss creates the conditions that directly determine people’s ability to work well.”   Primal Leadership; Goleman, Boyatzis & McKee

What is it that people need to be able to “work well?” Practically every team building and leadership text written in the last decade agrees that people’s needs include:

• Feeling that their contributions are valued
• Recognition for their accomplishments
• Training and development / growth opportunities
• Adequate resources
• Clear expectations and challenging goals
• Involvement in decision-making
• Positive and collaborative climate

I’ll add one thing more: full authenticity, especially from the leader.

Full Authenticity

Full authenticity has everything to do with WHO the leader IS as much as WHAT the leader DOES.  In her book, Fierce Leadership, author Susan Scott says it this way, “If you want to become a great leader you must gain the capacity to connect with your colleagues and customers at a deep level, or lower your aim. So, whether your goal is to improve workplace relations or gain market share, your most valuable currency is not IQ, it’s not the ability to build a really cool power point deck, or analyze a case study or write a white paper. Your most valuable currency is emotional capital. And this is far from a naive, feel good notion; it is really good business sense. In fact, I am proposing that human connectivity, as opposed to strategy and tactics, is the next frontier for exponential growth and the only sustainable competitive edge.”

Wow – that’s a pretty powerful statement: “human connectivity… is the next frontier for exponential growth and the only sustainable competitive edge.”

So let’s put these ideas together. The leader is important. Moreover, a fully authentic leader offers great potential for sustainable business results, including a thriving company culture. A thriving company culture represents a desirable working environment in which we often experience retention of top performers, high morale, employee commitment to the organization, fun, and positive, trusting relationships (aka human connectivity).  Human connectivity is something we all long for AND it holds tremendous power to positively and exponentially impact the success of your organization.  Let’s take a closer look.

Human Connectivity

Making healthy contact and connection in the world is a fundamental human need. The more healthy contact and connection we have, the more fulfilled we become. You’ve probably heard the old adage about the person on his deathbed asking to see his “stuff” one last time. “I just want to see my TV or my BMW one more time before I die.” Not. It is the people we are in relationship with that we want to see and spend our final moments with. Relationships and human connectivity MATTER. And if you are in a position of leadership, be it in a corporation, your church, or your family, your ability to build relationships and connection with others REALLY MATTERS.

Making healthy contact and fostering connection with others begins with the ability to make healthy contact and connection with ourselves. The relationship we have with ourself is the most important one we will ever have. As Socrates implored rather simply so long ago, “Know Thyself.” As a leader, self-knowledge is the foundation that must exist from which to expand your abilities to be truly effective and impactful with others and within your organization. How?

The kind of self-knowledge I am talking about goes beyond the basics of understanding your skills and strengths and how others’ perceive you. All important for sure; and yet just the tip of the iceberg. The kind of self-knowledge I help my clients develop takes them to a much deeper level of what is sometimes called consciousness. Consciousness is defined by Merriam Webster as “the quality or state of being aware especially of something within oneself; the upper level of mental life of which a person is aware.” And; I love this one; Samuel Johnson, in “Dictionary” (1755), defined consciousness as “endowed with the power of knowing one’s own thoughts and actions.”

Consciousness involves learning to observe the unconscious mind and bring previously unconscious thoughts, beliefs, and assumptions into one’s awareness. Once into awareness, you can then explore these in detail. How is this belief serving me now? How is it limiting me now? From where did this assumption originate? And begin to reframe and expand your options and choices by asking, “What other way of looking at this might serve me better?”

Consciousness is also learning to recognize and tame that all-too-present voice of our “inner critic” or “saboteur.” It’s bringing to the conscious mind an understanding of the compulsions that push us around. What is my internal conversation like? How do I support myself or tear myself down through my internal dialogue?

This self-exploration work is very enlightening and often very enlivening. Imagine realizing that a limitation you’ve been unconsciously placing on yourself is no longer needed or valid. You can choose to let it go and replace it with something more empowering. How freeing! Now imagine bringing this level of consciousness to your leadership, whether in your organization, your family, or your community group. With the realm of possibilties expanded, your internal chatter quieted down, and your awareness heightened to watch for limiting assumptions or beliefs that creep into your thinking, a lot of open space gets created. Open space for becoming more curious about the situation or the people you are leading and really listening to them at a deep level. This is how you create healthy connection in the world!

I am so passionate about working with leaders and individuals wanting to dive into this type of awareness work. I invite you to call or email me and find out how to get started. I promise you, the results can be life-changing!

What shifts would occur if you showed up with a deeper level of consciousness in your leadership? in your family and personal relationships? Ready to find out?  Contact me!

DeYarrison@SherpaHigherPerformance.com

610.287.2989

Dave writes a monthly e-newsletter, Business Mastery Ezine. I wanted to share the main article from his most recent newsletter with you.

“Five to Thrive” by Dave Miller

To be successful, you don’t have to excel at everything. But there are five areas that you must be clear about and must master if you want to reach those stellar goals you set. These five target areas for an individual to accomplish just about any goal are GOALS, STRATEGY, SKILLS, ENVIRONMENT and PSYCHOLOGY.

1.  GOALS

The first area is GOALS. For you to succeed, you have to be very clear on where you’re going. Define your destination by setting specific, measurable and inspiring goals.

Without goals it’s easy to lose focus and motivation. You end up floundering, jumping from one thing to the next, but not really getting anywhere.

In addition to getting clear on your goals, you want to identify why you want those goals. Everyone needs a compelling vision that will help them stay on task even when the going gets rough. So when I speak of this target area called “GOALS” , I’m also including how clear and strong your reasons are for wanting to do this.

2.  STRATEGY

The next target area is STRATEGY. Your goals define your destination, your strategy defines how you get there. What “vehicle” will you use to achieve these goals? Do you know what to do? What is the pathway of execution? Is it the best strategy for your personality, skill set and goals?

What are “strategies”? Well, let’s take the goal of generating leads. Some strategies are:

• Using the internet to generate leads,
• Networking and referrals,
• Speaking to various groups,
• Direct mail and newsletters, and
• Events like trade shows , exhibits, etc.

There are literally hundreds of strategies that can be employed. Most professionals only use one. I recommend developing a multiple strategic approach to your business. Just like you wouldn’t invest all your savings in one stock, you don’t want to limit your business to only one source of generating target prospects (or in pursuing any of your goals). So, along with having clear and powerful goals, have a set of strategies to get you to your goals the fastest and easiest way.

3.  SKILLS

The third area is to upgrade SKILLS. Skills have to do with competence. Competence is a function of knowledge and skills, which can be gained from education, training and/or experience. Where STRATEGY talks about “how”, SKILLS deal with “how well.” They speak to the level of execution and effectiveness. You may have great goals, a compelling vision and a solid set of strategies, but if you don’t have sufficient skill to be effective, you won’t get a great result.

For example, if you’re pursuing a networking marketing strategy, but are ineffective at establishing rapport, asking good questions and carrying a quality conversation, you will not be very successful, even though networking is an excellent marketing strategy. The problem is you can’t succeed with strategy alone. You also need skillful execution.

What SKILLS are important for you to succeed? I recommend you make a list of key skills and rate yourself on your current mastery.

Here are some examples of selling skills that you might include in your list:

• Prospecting (finding and attracting potential buyers)
• Establishing rapport (“to have a connection or understanding with someone)
• Assessing needs (finding out what your prospect’s pain is and what you may want from your product and service)
• Presenting (solutions, benefits – not features)
• Handling objections
• Closing the sale
• Getting re-sales (customer buys again), upsales (customer buys higher level package or additional items)
• Getting referrals

So along with GOALS and STRATEGY, you want to be aware of your own SKILL level.

4.  ENVIRONMENT

The fourth target area is called ENVIRONMENT. You want to create an environment that will support you versus one that works against you. Can you succeed in spite of your environment? Well, yes, but it will take a lot longer and be a lot more painful.

What do I mean by “environment”? There are three general categories here:

Physical – this includes things like where you live, where you work, the condition of your office or desk, and your organization systems. For example, if your working out of your home from your kitchen table with the kids screaming, the house phone ringing, no privacy and paper all over the place – you’re not dealing with an ideal environment.

Technology – The second category of environment is technology. This has to do with how well you’re utilizing systems and tools in your business. PDA’s, cell phones, telephone headsets and contact management databases are other examples of technology that can really make the journey to success a lot faster and easier. Technology isn’t just about computers and electrical gadgets – it’s about systems and approaches. A prime example is having a system for managing time and priorities. So if you struggle in the area of time management, it may be an issue of the ENVIRONMENT (i.e., not having a system).

People – The third category of environment is people. Who are the people you surround yourself with? Is the company you keep supportive or are they a drag on their business? An ideal people environment serves as a structure of support for your business. Do you have that structure of support – someone that will make sure you get to their destination no matter what comes their way? Do you have a business partner, accountability partner or a coach? If you don’t have that structure of support, it is easy to get off-track and get discouraged.

If you optimize your environment, you can succeed BECAUSE of your environment rather than IN SPITE of it.

5.  PSYCHOLOGY

The fifth target area is MASTERING YOUR PSYCHOLOGY. I believe that PSYCHOLOGY is 80% of the battle in doing anything difficult; the other 20% is mechanics. A person may be doing well in all these other categories and still fall way short of achieving their desired outcome if the have an unresourceful psychology. I call it “getting in your own way.”

Our psychology is comprised of our thoughts and beliefs. It is the conversation that happens inside our heads. What I think or believe about a situation will impact how I feel about it, which will impact what I do about it. Beliefs like “I don’t have what it takes”, “What if I fail?” , “They’ll probably reject me”, {insert yours here!} disempower us and prevent us from taking the necessary actions to obtain our goals. These thoughts can start a downward spiral of performance.

However, a resourceful psychology will work in a positive way to fuel an upward spiral of behavior and success.

ARE YOU FOCUSING ON THE FIVE TO THRIVE?

So when you think about it, if you have:
Really clear GOALS to provide direction
An effective STRATEGY to provide the vehicle
Upgraded SKILLS to provide the effectiveness
A supportive ENVIRONMENT to provide leverage, and
A resourceful PSYCHOLOGY to provide the passion, persistence and determination,

there’s an excellent chance you will achieve your goal, whatever it is.

We’ve entered February, 2010; officially into the 2^nd month of a new year. What goals have you set for yourself this year? Are you progressing as you had hoped? What might be getting in your way? I’d love the opportunity to explore these questions and develop a coaching relationship with you to help you achieve your highest goals and dreams.

Send me an email or give me a call:

DeYarrison@SherpaHigherPerformance.com

610.287.2989

“Employee engagement will hit historic lows in the coming years and cost employers billions in lost productivity—and cost consumers in the form of a more frustrating I-don’t-really-care-about-you customer experience. Employee engagement is directly related to the experience customers desire.

This “Great Recession” will widen the gap between the few companies that deliver a consistently good experience and the great majority whose employees are more disengaged than ever and deliver poor service. A Quantum Market Research study revealed that between fall 2007 and fall 2008, nearly one-half of companies surveyed had a decrease in employee engagement scores, measured by an employee’s willingness to put in extra discretionary effort for the good of the business, speak positively about the business to others, and stay loyal to the job.

What if all employees in your company were engaged and willing to give the company 15 minutes of discretionary effort each week? The ROI would astound you and the improved customer experience just might make the difference between surviving the Great Recession and thriving in it.”

Important questions for your consideration:

• How has the recession impacted employee engagement at your organization?
• Would you or your leaders benefit from expansion of your current approaches to employee engagement?

So, who is an engaged employee? Here is a short checklist of characteristics.  An engaged employee:

• is loyal, productive, perhaps even passionate and applies discretionary effort to his/her work
• understands the organization’s priorities, goals and desired results
• knows how the work he/she performs contributes to the success of the organization
• feels that his/her personal values align with the values of the organization
• receives appropriate and timely rewards, recognition, and reinforcement
• is directly involved in discussions and decisions impacting his/her work
• feels positive about the leadership of the organization and has a good connection/relationship with his/her immediate supervisor

Think about the employees of your organization or members of your team.  How would you rate them compared with the checklist above? How might they rate themselves?  And again consider these questions:

• How has the recession impacted employee engagement at your organization?
• Would you or your leaders benefit from expansion of your current approaches to employee engagement?

Now IS the time to take action and ensure your organization’s future.

Now is the time. Let’s explore ideas for assessing and increasing engagement levels within your organization. Send me an email or give me a call:

DeYarrison@SherpaHigherPerformance.com

610.287.2989

Here’s what Shirley had to say in her email to me:

“I’m a fan because I neglected to capture these stories from my parents and grandparents and those stories are lost forever … my great-nieces and nephews … and even their parents will never know what it was like for their blood ancestors to come to America as an immigrant.  How precious are those stories of my grandparents and their heroic journeys.

I have lunch weekdays with a group of people who are anywhere from 5 to 20 years older than I am.  Nearly every day there are stories about their lives growing up on farms in this area.  It seems impossible that they and their families survived conditions I’ve only read about.  None of them had the advantages my parents were able to provide for me and my siblings by moving to the city.   They don’t feel like they missed anything, though.  There’s no anger or regret.  If anything, it’s a quiet pride.  Yes, I’m going to start recording them.  The only challenge is to keep everyone from talking at once. It’s a true privilege to know them.”

I often think about the legacy I am leaving to my children and how they will remember me and talk about me to others. Part of what I’d like to leave them with are stories about their ancestors, family members and close friends. It is important to me that my children and the generations to come will feel connected with their heritage and know the background from which they’ve come. Thanks to StoryCorps, this will be the year for me to start capturing these stories!

StoryCorps has lots of tools and information to help anyone plan for their keepsake conversation. I found their Great Questions list particularly helpful to design my interview guides. Here are a few of my favorite questions, meant to be asked to a parent or grandparent (other relatives may be relevant also):

• What was your childhood like?
• Who were your favorite relatives?
• Do you remember any of the stories they used to tell you?
• How did you meet mom/dad?
• What was my mom/dad like growing up?
• What are your dreams for me?
• Is there anything that you’ve always wanted to tell me but haven’t?
• What lessons has your work life taught you?
• If you could do anything now, what would you do? Why?

And, if you happen to be in one of the major cities hosting National Day of Listening events, there will be Mobile Storybooths where you can make a reservation and go with your loved one to record their stories.  The full details can be found on here.

Let me know if you participate in any way. I’d truly love to hear about your experience. I’ll share mine in a future blog. Peace to you and yours as you celebrate this Thanksgiving. I am grateful for my many blessings, of which I include you, my reader, colleague, client, friend.

- Source Unknown

Effectively leading an organization, as the quote above states, implies a level of success at both accomplishing objectives and fostering cohesion within the organization. This requires that a leadership team focus on both “tasks” and “relationships” in order to sustain positive results for the organization. I blogged a while back about the need for balance between a team’s task focus (goals, objectives, deliverables, results) and it’s relationship focus (how people relate to one another, the quality of the interactions, level of authenticity and openness, and generally how well people like each other).

There are many useful models, books and assessments available to guide a leadership team’s analysis of their performance as it relates to this duality. The model I am writing about here is one I use frequently in my team building and organizational development work: The Five Dysfunctions of Team by Patrick Lencioni.

In this engaging fable and well explained management book, Lencioni writes a very readable fictional story of how a newly appointed chief executive sets about improving the performance of the top leadership team in a failing company. Lencioni has a way of developing the characters and unfolding the story so that the reader relates and connects with the scenario. I’ve been amazed by the fact that every team I’ve introduced to this book, from scientists at a biotech firm to managers in an IKEA warehouse, has the same response: “That’s us!” or “I felt like he was describing our team!”

The story begins with the new CEO taking time to get to know the team before leading them through a series of steps and exercises. The steps and exercises will raise team members’ awareness to the patterns of behavior getting in their way and what new behaviors are necessary to create the results they all desire. So, first a focus on “relationship” and then on “task.”

Let’s look briefly at the five components of the model and how it might apply or be useful within your own team. If you know me personally or read my blog regularly, you probably know that I am a proponent of Appreciative Inquiry and the language of positivity. I prefer to look at Lencioni’s 5-part model from the perspective of “fundamentals” to be mastered, and not “dysfunctions” to be overcome. Thus, the language shift:

1. The first fundamental is Trust. This is not just a reliability-based trust, as in “I trust her to get that done on time,” but also a vulnerability-based trust. This is the kind of trust that allows team members to be real, to be genuinely open with each other about their mistakes and weaknesses, to offer or ask for help unashamedly, and to bring all of who they are to the team (the good, the bad, and the ugly).
2. With a high level of trust, openness, and “real-ness,” team members are ready to master the next fundamental: passionate debate, robust dialogue, or simply put: ‘conflict’. Trusting teams are capable of fully and honestly debating issues, disagreeing with and challenging one another, hearing all opinions and viewpoints, and putting the important, and oftentimes, difficult issues on the table for discussion.
3. The ability to openly discuss issues leads to team member Commitment, the third fundamental. When team members are able to fully air their views, to feel that their opinions and knowledge are valued, and to understand the perspectives of other teammates, they are very likely to support and be fully committed to the decisions of the group.
4. Only when team members are fully bought into the decisions of the group, can there be true Accountability (fundamental #4). How can someone stand up and be counted on issues they were not completely committed to in the first place? In fact, on a team operating at the level described thus far (high level of vulnerability-based trust, willingness and ability to talk through the real issues, unambiguous decisions fully supported by all team members) individuals often possess a strong sense of ownership and identify themselves with the success and achievements of the team. These team members tend to hold themselves more accountable and take great pride in their membership on the team.
5. Accountability creates an environment that leads to the fifth fundamental, Results. Desired results are achieved and team performance is meeting (and maybe exceeding) expectations. In the case of a leadership team, team members’ focus in on organizational results and the collective needs of the team; not on their specific department or even their individual needs (such as ego, career, recognition or reward).

Are you finding this information interesting or resonant? Maybe you’re wondering where your team’s greatest opportunities lie for mastering each fundamental. Let’s find out! You can start by completing my complimentary teamwork assessment to see which behaviors you personally feel most comfortable or skilled with and which behaviors you are less comfortable using.

You can also learn more about the Five Dysfunctions of a Team model by reading the two articles below, both written by Patrick Lencioni:

Conquer Team Dysfunction

The Trouble with Teamwork

Here is the link again for your complimentary teamwork assessment. Once you complete it, I’ll email you to arrange a time we can review and interpret your responses together.

As we sat together in a circle on the floor, the students and I engaged in one of those conversations that leaves you very content yet very contemplative. I’d like to share a few of the nuggets of wisdom that emerged from our time together:

• Being the leader does not mean you are expected to have all the right answers and to know everything. People are too smart for that and are looking for leaders who can be REAL and AUTHENTIC with the courage to admit when they are unsure and to unabashedly ask for help when they need it.
• It is our nature to make ASSUMPTIONS. Assumptions are useful and help us to not “reinvent-the-wheel” every time we are faced with a decision or situation. However, assumptions are also dangerous if not validated by stakeholders on a periodic basis. Airing and validating assumptions within a team is a critical leadership task.
• CURIOSITY is a critical leadership skill. When we are curious, we ask more questions, seeking to understand a person or a situation. When we are curious, we are open. We are not making assumptions, as assumptions and curiosity cannot co-exist.
• Spending time on what is often viewed as the “fluff” of building a team, is never wasted time. By that I mean, spending time getting to know team members outside of the work environment, to learn about what makes them tick, their interests, family background, etc. and having some fun together. It is so true that laughter is a strong glue, capable of holding teams together. As Aristotle once said, “You learn more about someone in an hour of play then in a year of work.”
• Oh, how important it is (and a great time saver too) to ensure we have CLARITY and COMMITMENT on a team before closing a meeting or discussion. Assuming silence equals agreement is a big mistake. Another critical leadership skill then, is the willingness to risk that sense of harmony, albeit artificial, by double checking with each team member for agreement and understanding around decisions made.

I believe that in all we do, we are planting seeds, some to be sown at a future time and place that we may never know about. As business leaders, we probably will never realize the extent of the impact we have on the employees entrusted to us, and on the people who they lead, including their families. What a tremendous responsibility! It is my hope that we will all make our choices wisely, being mindful of the far-reaching ripples we cast out with our words and actions.
I know the students felt the retreat was a good use of their time and they all left with some new learnings. I sure did too.

A couple of weeks ago, I wrote about a new USDA initiative called “Know Your Farmer, Know Your Food” that is focused on connecting local consumers with local food producers in an effort to revitalize communities. I wanted to add to my previous comments about the importance of this initiative and of buying locally grown food.

Environmentally speaking, food purchased in the same local region where it was produced does not require the massive amounts of fuel and energy as most of the food you find in the average supermarket. Most of the fresh foods sold in the US today are grown in California, Florida, or Washington, and are then shipped to your local store. It is estimated that food travels an average of 1,300 miles from farm to table! That’s a whole lot of carbon dioxide emissions and packing materials.

Economically speaking, buying locally, and especially direct from the farmer, ensures that the farmers receive a larger share of the profit for their food and helps to make farming more profitable (and selling farmland for development less attractive).  Local farmers spend their money with local merchants. The money stays in town where it benefits everyone and builds a stronger local economy. Independent, family-owned farms supply more local jobs and contribute to the local economy at higher rates than do large, corporate-owned farms.

And from a health standpoint, purchasing food direct from the farmers who grew/raised it allows for a few things to happen:

• Most local farm operations are smaller and more open than large factory farms. You can go and visit and explore firsthand how the animals and the people working the farm are cared for and to learn about the processes involved in growing and producing your food.
• Knowing where your food comes from and how it is grown or raised enables you to choose safe food from farmers who avoid or reduce their use of chemicals, pesticides, hormones, antibiotics, or genetically modified seed in their operations.
• Most local farmers also live on the farms they work. They have a relationship with the land there and a vested interest in taking proper measures to keep their land and environment healthy so it will continue to produce healthy food.
• Local produce is frequently picked within a day or two of the consumer’s purchase. The longer the fruit/vegetable is allowed to ripen and mature in the earth, the more nutrients (and flavor) it will contain. In many cases, you can go right to the farm or orchard and pick your produce yourself.

There are so many reasons to seek out local sources of food. And finding sources close to you is pretty easy these days. Here is a link to one of many websites where you can search for local farmers’ markets, farms, CSAs, and more.   http://www.localharvest.org

I’ll talk about CSAs and some of the local food opportunities in my community in my next post. In the meantime, let me know if you want to explore your personal food choices and nutrition in detail. I’d love to help you get started.

www.SherpaDeCoaching.com/personal

Download the full conference brochure here:  http://sunconsult.net/files/CICBrochure.pdf

I’ll be there to kickoff the morning with a little networking activity, followed by a plenary session. Over lunch, James has a diverse group assembled, promising a lively and informative panel discussion.

Whether you can join us next Tuesday or not, here are a couple of questions for consideration:

1. What talents, gifts, and passion do you have to offer your community?
2. What impact might you make (or are already making) on your community?
3. What three wishes do you have for your community?

My answers are:

1. Passion for and skilled at bringing people together to engage in important conversations. Passion for the planet, our health, and how the two are interconnected.
2. My greatest impact currently seems to be in opening lines of communication and getting projects started. A need will present itself and I’ll get a phone call to come in, help get the spark ignited, teach skills to fan the flames (i.e.: bring the people together for a conversation or two, help them develop ideas and action plans, create the structure for the plans to be implemented and evaluated), and then I’m moving on to the next place/group.
3. 1) more emerging leaders; 2) more people choosing to support local businesses and local farmers; 3) greater health through better choices, especially for our children

Please post your responses and comments below.

Need some inspiration? I recently stumbled upon a cool new “movement” called Better Because. Founded by Ginny Hutchinson and Cathy Haffner, Better Because is about making a positive difference and bettering the lives of people throughout the world. One way they do this is through educational grants. Another way is by providing weekly inspiration and stories via their “Better Because e-Message”. Check it all out at their website: http://www.betterbecause.com/

I love receiving their weekly messages among my “daily grind” emails (except the ones from you, of course!). I can always use a reminder that joy and happiness are found wherever I choose to look for them; in the little things and the everyday moments. Better Because’s ideas are right in alignment with the philosophy of Appreciative Inquiry (Ai), which is the paradigm behind much of my coaching and organizational development consulting. Ai focuses on possibilities, on what’s working or what’s good about a situation, and on what those involved want to create together to move them towards their desired future.

I wrote about Ai in two previous blog posts, which you can read here:

Appreciative Inquiry, part 1

Appreciative Inquiry, part 2

So what and who make your life better? Tell them today. And tell me too; you can post a comment here on my blog.

Do you know where your food comes from? And I don’t mean the grocery store. Looking lower down on the food chain, where were the ‘raw materials’ making up your food grown? In what manner were they cared for and produced? How did they get from their place of origin to your grocery store? If you’ve been following the sustainable food conversation happening for some time now, you probably already know the importance of seeking out and purchasing food through local sources.  This is important on many fronts, including economic, environment, and health, to name a few.

Economically speaking, and stated simply by USDA Deputy Agriculture Secretary Kathleen Merrigan,  “by connecting local consumers with their local food producers, local wealth stays in local economies, and rural communities get revitalized.” This is also the intention behind the USDA’s recently announced initiative, “Know Your Farmer, Know Your Food.” Among other aspects, the initiative will provide funding and assistance for schools to partner with local farms in providing healthy, fresh food for school lunches. Read a news article and view a short video about the initiative here: http://www.kticam.com/news/agricultural/50733a14-cdc5-4b96-a6eb-81e9c80c67b5

For a sustainable food fanatic like myself, this announcement is exciting, yet frankly sounds a little “too good to be true” and is raising a lot of questions for me. I’ll continue to explore these and report back here. I’d love to hear your questions and comments as well. Stay tuned as I’ll write about the environmental and health impacts of local food economies in my next blog posts.

Until then, a question to consider: what resources do you have in your community to help you find and purchase locally grown and produced meats, grains, eggs, produce, dairy products, etc.?

Not sure? Let me know. I’d love to help you get started. www.SherpaDeCoaching.com/personal