Case Studies

Turtle Bay

Awakening Turtle Bay – 3 Key Lessons on Transforming Culture

Awakening Turtle Bay – 3 Key Lessons on Transforming Culture 1433 870 Catherine Bell

Turtle Bay Resort is located on Oahu’s fabled North Shore and is focused on creating experiences for people that are worth being created into stories. The Resort has never ending health and wellness activities from kayaking with sea turtles to surfing to canoe surfing, shorkeling in the bay, hiking on some awesome trails, mountain biking, tennis, horses, outrigger canoe, and golf. Their entire business is focused on active lifestyle guests.

Turtle BayThis is a grass roots story of the revitalization and transformation of Turtle Bay Resort that provides three lessons for organizations undergoing a cultural reset in order to survive and thrive. The power of this transformation rests in ensuring the overall health of the entire community. Resort manager, Replay, utterly transformed a resort that was disengaged from the community and its staff, and that financially and culturally underperformed. In five short years, it created a new experience for guests, staff, and the community, became more sustainable, and embraced the culture and the history of the North Shore. The valuation of the hotel increased almost two-fold or $130 million during that time.

The cultural practices of the team at Turtle Bay and the transformation of the resort have been key players in the financial success of the resort. In The Awakened Company, I show through both research and tangible case studies why today’s business model is broken and how there is a better way to do business that leads to better leaders, better teams, better organizations, better communities, and ultimately a better planet. Companies like Replay and their incredible results at Turtle Bay are proof the new Awakened Company business model works and that the old business model needs to be ditched.

Some History on Turtle Bay Resort

Opened in 1972 as Del Webb’s Kuilima Resort Hotel and Country Club, the resort was viewed as “closed” to the local community, an exclusive club for tourists with a gated main entrance to keep locals out. During the ’80s and ‘90s, the hotel deteriorated significantly through lack of upkeep and capital investment.

In 1998 it was purchased by Oaktrees Property, who did a major renovation, adding meeting rooms and a conference centre, along with developing condos.  In 2006, Oaktrees arranged a large debt facility with a loan syndicate led by Credit Suisse.

Throughout this entire time, the exclusive and closed vibe continued. Locals weren’t welcomed, employees weren’t allowed to show their traditional tattoos, local customs weren’t permitted on the property, and Turtle Bayother restrictions were placed on employees. The local community viewed the hotel as an outsider that didn’t care about the island, its people, or local customs and tradition. Overall health of the team and community were not considered. Staff were disengaged and the corporate culture was poor. Because there was no focus on values, culture, staff, or community, poor financial results followed.

In 2010, the Great Recession was well underway, and the combination of hotel expansion just prior to the financial crisis, poor financial performance, and an unsustainable level of debt led to Oaktree’s defaulting on the debt and the lenders taking control of the resort.

The lender group appointed Replay as the Manager of the resort in 2010. Replay undertook a major rebranding and transformation of the culture and values of the resort. The result of this transformation:

  • A $45 million investment in the resort – from major renovations and transformation of a hotel where you did “things” to a resort where you have experiences, to improved sustainable practices such as the installation of a solar electricity plant on the roof of the main hotel (resulting in 1/3 of the electricity usage coming from renewable resources and significant savings).
  • An opening up of the resort – physically through the removal of the entrance gates, as well as psychologically through the welcoming of locals to the resort, the embracing of the history and culture of the North Shore, and engaging staff and the community in the development of the resort’s values and culture.
  • Obtaining approval for a 725-room expansion to the resort by working with the community, vs. the previous owners who had created an “us vs. them” mentality.
  • A $130 million increase in the valuation of the resort in 5 years.

Turtle BayHow was this transformation possible at such a moment in history? Many leaders of organizations that are currently struggling, performing poorly and unsustainably, tell me it’s too hard to change their organizations in tough financial times. When times are better, they say, they’ll look to become more sustainable, more engaging with their staff, more…

The story of Turtle Bay Resort and its complete transformation by Replay and the team at the resort says to these leaders that it’s when your company is struggling, performing poorly and unsustainably, that it’s most ripe for transformation. Turtle Bay

Three Key Lessons for Organizations Undergoing Cultural Transformation

I met recently with Danna Holck, Vice President and General Manager, and Noel Davis, Director of HR, to find out how Turtle Bay and Replay accomplished this incredible feat during tough financial times. Here are three key lessons for organizations undergoing a needed cultural transformation:

  1. Listen to your team and your community. Be concerned about their health.

Turtle Bay involved the local community and employees in their transformation. Leaders and managers wanted to hear people’s opinions on how to transform the total scene into one where people have unique onsite experiences every day. Listening creates trust, shows caring, generates support, and builds buy-in for the transformation.  Leaders listened, then acted where it made sense. The organizational structure of Turtle Bay is now relatively flat, so that anyone can make suggestions for improvement. This also allows for better and quicker decision making. Values were created by the employees as well as by the local community, including elders in the community. These are Turtle Bay’s values:

Turtle Bay

MANAWA Time, season, period of time.
ALOHA Affection, compassion, kindness, love, friendship, greeting.
KAMA’AINA Being authentically local, native born, a host, acquainted with, familiar.
HANAI Taking care of our families, treating guests and coworkers as family.
PONO Goodness, proper, moral, righteous.
MALAMA To care for.

I was fortunate enough to have the opportunity to surf with Rocky, Bobby, and Rocky’s dog Hina. What an amazing experience. I could feel the embodiment of these values in my interactions with them, and also the
respect and responsibility embedded in Rocky. Rocky was initially against Turtle Bay and is now their Experiential Manager really, head of JOYFUL experiences!

Turtle Bay

The results of these values are seen in happier and more-engaged staff, a community that works with the resort instead of against it, happier guests because the joy of the staff is infectious, resulting in better guest experiences, and better financial performance. The health of the community is considered and this has a direct impact on guests.

  1. Commit

Turtle Bay is committed to training and seeing things through. It has low turnover and is a “best workplacTurtle Baye“. Along with its sustainable energy program, with over a third of its power needs coming from its roof-top solar plant, it has lowered cooling costs with a green-living roof.

I met with Manny Crawford, the Facilities Manager to tour the roof-top solar plant and green roof. Boy, does he love his job! Why? He feels valued, listened to, and knows management is committed to doing the right thing.

It also took the Ownership’s money, trust,  and unwavering commitment with significant risk to make the changes happen.

  1. Be Consistent

Turtle Bay believes one must be consistent in one’s actions when undergoing a major cultural transformation such as theirs. One example of this consistency is the reinforcement and sustaining (a key concept in The Awakened Company) of their values. When management notices a team member living Turtle Bay’s values, they are immediatelyTurtle Bay recognized, thanked, and given a pog (small token). Team members can redeem their pogs for rewards such as lunches and swag. This consistent positive reinforcement of values shows the team that they are valued—that they make a difference, and people are grateful for their efforts.

Who wouldn’t want to work for an organization where you are valued, you matter, and that creates joy? It’s no wonder a culture like this outperformed organizations with disengaged staff who aren’t valued. Where would you prefer to work?

Considering their focus is on lifestyle and active experiences on the North Shore, they are keeping their team in mind.

The team at Turtle Bay still have some “work ons,” which they are aware of, challenging themselves to improve every day. One example of how they work on themselves concerns complaints they received regarding the quality and consistency of their restaurant food. Their problem was that they didn’t have sufficient staff to handle times of high demand. Facing up to this issue, they made a recommendation to Replay, who listened to them and immediately agreed to hire more food managers so the resort could perform better for its guests. The result is happier staff who aren’t  overwhelmed, since they now have the capacity to handle busy times. Providing better food has resulted in guests whose overall satisfaction has increased.

Turtle Bay practices what is real and acknowledges people as human beings. “Aloha ” is one of their values. What I came to see during my stay at Turtle Bay is that Aloha is really a way of life, breath to breath, involving discovering the wonder of earth and recognizing that all is sacred and powerful.
Are you listening, committed, and consistent to your organization’s transformation? If your business is based on health and wellness, are you treating your people and community in a holistic and consistent way. Replay and Turtle Bay demonstrate that there is no time like the present to transform your organization if it’s struggling, performing poorly and unsustainable. Turtle Bay is an Awakened Company.


Catherine Bell is a Founder of BluEra and The Awakened Company, an award-winning executive search and team transformation company, a fastest growing company, and author of award-winning and best-selling book, The Awakened Company.  She has worked with Fortune 500 companies and entrepreneurs. She holds an MBA from Smith School of Business and a BA from the University of Western Ontario.

The Awakened Company is a movement.  You can find The Awakened Company on  FacebookTwitter, LinkedIn, and the blog  More information on Catherine Bell can be found here. Praise for The Awakened Company can be found here.


Are You a Bosshole? Start Cultivating Awakened Relationships

Are You a Bosshole? Start Cultivating Awakened Relationships 650 360 Catherine Bell


Are you a bosshole?

Most people rate time with their bosses as the worst time of their day. Consider what that means: interacting with their manager is less enjoyable than waking up to an early alarm, dealing with a rush-hour commute, or taking out the trash.

Depending on your own personal experience, you may find that surprising—or sadly obvious. Either way, this widespread dissatisfaction should not be ignored. Why? Employee productivity is directly related to an individual’s relationship with his or her supervisor.

A Harvard Business Review study that looked at nearly 3,000 leaders in a financial services company found that people assigned to the least effective of the group (managers rated in the bottom 10%) had satisfaction, engagement, and commitment levels that were lower than 96% of their colleagues. At the opposite end of the spectrum, the top 10% of leaders oversaw employees that were happier, more engaged, and more committed than 92% of the company’s employees. The correlation was clear, and theirs was not the only investigation to come to this conclusion.

Furthermore, studies have shown there’s not much you can offer in the way of perks to balance out the effects of a bad boss, and there’s a seemingly endless amount of rewards—from employee satisfaction to increased revenue—that can be derived from having a great one. While writing The Awakened Company, I interviewed many top CEOs who had come to the same conclusion. As a senior executive or business owner, finding and cultivating great leaders needs to be a priority. (And if you have employees reporting into you, ask yourself, “Am I a bosshole?”)

So how do we make great leaders? Instead of self-preservation, separation, and isolation, we need to cultivate one-on-one relationships in organizations. That means doing more than relying on group meetings to interact with your team. You may be getting face time, but you aren’t getting the kind of quality time that leads to happy, engaged employees. Only by fostering these deeper connections can we create “Awakened relationships” that enable higher employee satisfaction, greater productivity, and broad company success (which cannot only be measured by shareholder value).

Try taking each member of your team out for lunch. If that’s not feasible with your schedule, try taking them out for tea. Making time to connect should be a priority, not a bonus. This can be achieved on a daily basis by recognizing your employees for what makes them unique and valued—comment on what is their awesome. With an open heart and effort, you have the power to be the best part of their day.

Ready to awaken your own business? Get your copy of The Awakened Company, enlist The Awakened Company’s services and learn how companies are achieving a new standard of success. A best-seller within a week, one of Eight of the Best Business Books of 2015, and a Nautilus Silver Medal Winner for Best Business Book for 2015, it explores a new way of doing business: incorporating mindfulness and wisdom traditions to ultimately benefit companies, those involved in them, and the planet itself. It has earned praise from business leaders and industry experts, and is the blueprint for the successful executive search and team transformation company, BluEra.

Catherine Bell is the founder of BluEra, an executive search and team transformation company, and the best-selling and award-winning author of The Awakened Company, a thought-provoking read that explores how treating businesses as communities can transform them for the better. Catherine speaks around the globe, and offers The Awakened Company’s services to help other teams awaken to a new concept of success.

Article originally appeared in Women of Influence by Catherine Bell


unlimited vacation

Should Your Company Have An Unlimited Vacation Policy?

Should Your Company Have An Unlimited Vacation Policy? 2000 1351 Catherine Bell

Unlimited Vacation

Unlimited Vacation

Article originally appeared in Women of Influence by Catherine Bell

Catherine Bell is the founder of BluEra, an executive search and team transformation company—that has successfully implemented its own unlimited vacation policy. She’s also the best-selling and award-winning author of The Awakened Company, a thought-provoking read that explores how treating businesses as communities can transform them for the better, and how trusting your employees sets them up for ultimate success. Catherine speaks around the globe and The Awakened Company’s services help your team awaken!

By Catherine Bell

Take a moment to contemplate the idea: unlimited vacation. What words does it conjure up in your mind?

If you’re unfamiliar with the concept, it’s certain to garner mixed feelings. On the one hand you’re probably thinking, wouldn’t that be nice? So nice, in fact, it may sound too good to be true. How could a company function if its employees were allowed to take off whenever they pleased? Wouldn’t it be a logistical nightmare?

If your thoughts on unlimited vacation quickly moved from blissful to disastrous, keep reading—I’m about to tell you how, why, and when it can work.

Unlimited VacationIt may sound farfetched, but unlimited vacation is actually a proven concept. It’s a policy that has been offered successfully by large corporations, including General Electric, LinkedIn, and Netflix, as well as small and medium businesses, like the company I co-Founded, BluEra.

We have been offering unlimited vacation to our employees since 2013. Our decision to institute the policy came after we realized there are better ways of working together. We had great people working with us—sixteen passionate, motivated, high-performers—but we recognized that burnout could become a serious problem, and trust is one of our core values. From a broader picture standpoint, we didn’t want our company to have a sweat-shop mentality. We value our employees as stakeholders in our business.  In addition, we can easily measure success in our business.

The announcement was made to our team at our annual strategic session. SInce then, we’ve managed the policy using an online spreadsheet. All employees have access, and they are free to block off any days they plan to use for vacation. We don’t ask for advance notice.

I was initially worried people wouldn’t take enough time off.  Our experience since then has been the same as what many other companies with the same policy report: nobody abuses the system, they take about as much vacation as we would have “officially” allotted them, and they are respectful of deadlines and busy periods. In fact, it has brought about more accountability and collaboration. Our team members support each other so that everyone is able to take time off.

And the greatest benefit of unlimited vacation? It may not be what you think. Yes, it’s a great perk for attracting and retaining highly skilled workers, but the concept goes much deeper than that. It’s a sign of trust. Empowering our employees to be in charge of their time off shows that we believe in their ability to manage their responsibilities, workload, and results.   We also believe in the power of the pause and this gives people the time to regenerate themselves.
Many policies were created with the worst employees in mind, as a means to keep them in check.  We want to work with rockstars. Do rockstars want unnecessary boundaries put on them?  This approach of giving freedom to employees and expecting the best of employees encourages them to be just that – the best.

Will it work in your organization? I’ll answer that question with a few more: what kind of culture do you have, and what kind of culture do you want? Do you want your employees to be leaders, or followers? Do you want them to feel accountable to their results, or just punching a clock?

With the right team in place, unlimited time off can help your employees focus on the work they are doing and the results they are achieving, and feel empowered by the trust you have shown you have in them. So evaluate the idea based on the message you want to convey, rather than how much vacation you think you can afford to have your employees take. You may find you need to encourage them to take their allotted time off (yes, companies with unlimited vacation policies have reported this phenomenon), and if you have an employee that immediately books a month-long getaway, they probably aren’t a great asset to your business anyhow.
At BluEra, we have found that our unlimited vacation policy has been a positive and important element of our company culture. It is a way we live our values. And a happier rested person is a more productive and engaged person. Of course, this won’t work at all companies, but it’s certainly worth taking into consideration.

Ready to awaken your own business? Get your copy of The Awakened Company, hire The Awakened Company, and learn how companies are achieving a new standard of success. A best-seller within a week, one of Eight of the Best Business Books of 2015, and a Nautilus Silver Medal Winner for Best Business Book for 2015, it explores a new way of doing business: incorporating mindfulness and wisdom traditions to ultimately benefit companies, those involved in them, and the planet itself. It has earned praise from business leaders and industry experts, and is the blueprint for the successful executive search and team transformation company, BluEra.


Why You Shouldn’t Focus on Maximizing Shareholder Value

Why You Shouldn’t Focus on Maximizing Shareholder Value 2400 2112 Catherine Bell

Focus – where to put it as a leader.

Broken? Fix it!

Article originally appeared in Women of Influence by Catherine Bell

Catherine Bell is the founder of BluEra, an executive search and team transformation company. She’s also the best-selling and award-winning author of The Awakened Company, a thought-provoking read that explores how treating businesses as communities can transform them for the better. 

Whether you are working for a private or publicly-traded company, you are likely familiar with the concept of maximizing shareholder value. It’s a business model that was born in the eighties, and three decades later, it’s still widely regarded as the ultimate measure of success. Unfortunately, most CEOs I meet with solely focus on financial metrics, simply because this is the mantra they have grown up with.

The model is indicative of a pervasive mindset across the business world: “business is business.” The purpose of a company is to make money, and whatever it takes to do so is okay—as long as it’s legal, at least quasi-legal, or can be gotten away with. While few would admit this publicly, the impact it has had on our economy is impossible to deny. And few would argue that “business as usual” is working well.

The evidence is clear: maximizing shareholder value is a failing concept. 

It brought about the global financial crisis of 2007 through 2009. Fed by a drive for “more,” for decades a select class of investors increasingly used its clout to defang regulations and aggressively engage in high-risk activity, bringing the world’s most powerful economies to the brink of a narrowly-averted global depression.

It has led to corporate scandals—from Enron to Goldman Sachs—that have been met with far fewer repercussions for the perpetrators than for the people they negatively impacted, giving little incentive for corporations to change.

Most importantly, it has ruthlessly sacrificed the broader workforce, by creating a stressful, unfulfilling work environment that prioritizes profit over their welfare. Workplace dissatisfaction is on the rise, while the middle class is steadily shrinking.

Why do we assume that to increase shareholder value is of utmost importance to businesses, when the reality is that increasing shareholder value benefits the few, not the majority?

There’s another option: maximizing stakeholder value. That includes end-users, employees, management, and shareholders. It includes our suppliers, competitors, the communities and countries we operate in, and the planet earth.  We need to put value and emphasis on the quality of our experiences and the joy we are cultivating moment to moment.

focusThis new mindset requires that businesses focus on innovation, improving the wellbeing of their community, and making decisions for the longevity of the company and its team. It enables employees to come into their own, in a fulfilling and creative life. And for all those of you who are still wondering about profit: for the companies that have already shifted into this mode of operation—from Patagonia to Zappos—the financial rewards for the leadership, the team, and the shareholders have been substantial.

I call this being an “awakening company”—an organization that has moved from “me” to “we” in its thinking and practices, and that sees their employees, the communities they serve, and the planet itself as more than mere resources. I’ve seen the benefits in my own business, and I’ve interviewed experts and business leaders who have achieved the same results. So if you’re still focusing on maximizing shareholder value, it’s time reevaluate where that’s taking your business.


Ready to awaken your own business? Get your copy of The Awakened Company, and learn how companies are achieving a new standard of success. A best-seller within a week, one of Eight of the Best Business Books of 2015, and a Nautilus Silver Medal Winner for Best Business Book for 2015, it explores a new way of doing business: incorporating mindfulness and wisdom traditions to ultimately benefit companies, those involved in them, and the planet itself. It has earned praise from business leaders and industry experts, and is the blueprint for the successful executive search and team transformation company, BluEra.


Top 3 Tips to Stay Inspired as an Entrepreneur

Top 3 Tips to Stay Inspired as an Entrepreneur 2560 1707 Catherine Bell


Staying inspired running a business can be hard. Entrepreneurship can be just as rewarding as it is challenging.

So, how do I stay inspired? I stay inspired by having a meaningful vision, working with awesome people, leaning on core values, and learning continuously.

Learning keeps me alive. What am I open to? How am I pushing my own developmental envelope? Learning drives business innovation, which ignites my passion and fuels me.

Here are my top three tips to stay inspired on your quest as an entrepreneur:

#1 Challenge the Status Quo

I continually ask myself the question “Why?” and “What is needed most?”. For example, most job descriptions are terrible. They are boring descriptions of companies, success factors, experiences needed, personal characteristics, blah, blah, blah – BORING!

Why does it have to be this way? It doesn’t! At BluEra, an executive search, team transformation and coaching firm I co-founded, we create videos of our clients articulating their corporate cultures and the importance of the role we are hiring for. While we hire a professional videographer, you can do this cheaply and easily with your smart phone. Now, our clients have exciting and unique position descriptions – something that sets them apart. It’s also a heck of a lot more fun to do!

I invite you to iterate on what exists now to solve a business problem.  I work at radiating and modelling a new way of business daily by challenging my own assumptions.

#2 Get outside of your comfort zone

Recently, I took an aerial yoga class at Miraval. I’m a trained yoga instructor, but had never done an aerial yoga class. It was pretty uncomfortable swinging through the air intertwined in a silk rope. And though the class had nothing to do with business, it taught me the importance of being confident, knowing my own boundaries, and trying new things—all skills I can directly apply to my company. Doing new things gives me soul fuel.

If you don’t have a business background and are new to the world of entrepreneurship, for example, consider taking courses that’ll challenge you to think differently, develop new skills, and explore the aspects of business you haven’t yet touched on. While completing my MBA, I leaned into my tax class since it was something I knew I didn’t have enough first-hand experience with. Not only did that course provide me with a business building block, but I now know what questions to ask tax lawyers and accountants.

#3 Create a positive memory for someone in your organization

I try to do this every day. Most people leave organizations because of their bosses, and many rate doing household chores as more enjoyable than spending time with their managers, according to researchers Tom Rath and Jim Harter in Well Being: The Five Essential Elements.

I’ll randomly leave notes on my colleagues’ desks to give them a little inspiration, and applaud them when I catch them doing good work.  Often they respond with a comment of how that note inspired them just a little bit more or was in alignment with what they are working on today. Doing little acts of kindness for suppliers, partners, clients, and team members—like sending flowers, cookies, balloons, jelly beans, or thanking employees for their hard work—shows them your appreciation and makes you happier in return.

These small acts make a big difference – increasing staff engagement and morale, which studies show improve financial results. I call this creating heart wind.

Challenge the status quo, get outside your comfort zone and create positive memories for your team will keep you inspired. For me, these fuel my soul, create heart wind and keep me lightly radiant – all part of my recipe for inspiration as an entrepreneur.

Learn more about becoming a remarkable leader and building remarkable teams, business and communities in my best-selling book, The Awakened Company.

Sign up to our newsletter for free insights into building an Awakened Company.

Lessons on Awakening for Business

Lessons on Awakening for Business 2560 1686 Catherine Bell


Many lessons on awakening were discussed at our emergent, presence-based pop-up book signing event at Indigo in downtown Calgary. The Awakened Company is a model for creating a positive ripple in the world. It represents a new model of business that serves people.  Thanks again to Matrix Solutions CEO, Rob Pockar and BluEarth Renewables Founder, Kent Brown for truly creating an engaging event.

During bad times is a great time to create the ripples necessary for awakening. Organizational culture can be changed (e.g. Telus), although it’s easier to start building a great culture with a new company. We, as a business community, need to shift focus from the results to the corporate culture – the “why you exist”. Rob Pockar emphasized that it doesn’t matter if the company is privately or publically held – you still need to demonstrate great value as a robust and strategic organization and you rely on skilled people. It doesn’t matter who your shareholders are, your mindset should be the same.

Co-creation with community is possible when you identify opportunities that are great for the community as well as great for your company. You develop a shared value proposition with the community (watch this short video). Focus on the reciprocal nature of communityship and the several dimensions of community for businesses.


Here were some great tips from Rob and Kent:

  • Be aware as a leader.  BluEra’s Blog supports notion.
  • Start with your values (watch this short video) – what are your values?
  • Develop the systems in your business to help develop awakenedness (e.g. performance reviews, interviews, coaching)
  • Be systematic and deliberate.
  • Tap into the awakenedness of your employees and talk to new employees about your values, culture and strategy and where they fit.
  • Give employees ownership over their own work and flexibility and freedom. There are guardrails and guidelines, but within an atmosphere of trust reinforced by your values.

People say all of this is hard to do, but what is the alternative? As Julian Barling states, what is the smallest thing you can do? What does your heart tell you? Your head? And what is it that you want to do?

Thanks again to Indigo, Rob Pockar, Melissa Pockar and Kent Brown, for rocking this experiment.

As the holiday season is in full swing, please take a moment to consider what it really means to you.

Lessons on Awakening from Entrepreneurs

Lessons on Awakening from Entrepreneurs 800 800 Catherine Bell






Lessons on awakening were abound at The Awakened Company‘s recent pop-up book signing and interactive discussion at Calgary’s downtown Indigo bookstore.

BluEarth Founder, Kent Brown and Matrix CEO, Rob Pockar led a discussion of their first-hand, entrepreneurial experience in building and leading awakening companies.

Kent started off with lessons learned from BluEarth. He described his business as awakening vs. awakened – a process and continuous approach that results in a better company compared to “business as usual”. BluEarth grew from nothing to over $1 billion in value in less than five years.

Using a Triple Bottom Line approach to business, Kent’s focus has been to create a great environment and hold an aspiration that’s greater than profitability. Focus on values, culture and people, and the result will be a more profitable company.

BluEarth uses many of the practices described and advocated by author Catherine Bell in The Awakened Company. In this short video, Kent describes why BluEarth has been successful. The proof these practices work? In less than five years, BluEarth accomplished the following:

  1. Profit – not in spite of trying to be more awakened, it is because of this.  BluEarth met or exceeded all of its financial targets.
  2. People – engaged, happy, results driven, caring, no unintended turnover.
  3. Planet – being a renewables focused company is not enough – BluEarth’s team is driven to look for ways to have less impact on the planet.

Rob added to this with his experiences from Matrix, which from 1993 to today grew from 4 people to a team of 600 throughout Canada. Matrix’s underlying reason for being has always been to create a great environment for its people. To have an aspiration that is greater than simply a sole focus on profitability. The result of this aspiration? Happier and more engaged people, more meaningful work and, yes, a more successful organization. This short video discusses how.

With these first-hand, in-the-trenches accounts of Awakened Company practices in action, Rob and Kent were able to demonstrate that awakening companies make better companies.

Catherine espouses in her book and in her life how doing the smallest thing can make the biggest difference. What can you do to start?

You can start your journey of awakening today by reading our book, The Awakened Company.



Engaging the Human Spirit

Engaging the Human Spirit 2500 1668 Catherine Bell

We Are Disengaged at Work

How can we be better at engaging the human spirit in organizations?

Thirteen percent of employees worldwide are engaged at work, according to Gallup’s new 142-country study on the State of the Global Workplace.


We are losing valuable moments of time.  As leaders, do we not have a moral obligation to improve this?  What context creates an engaged person?   Is that context the same for everyone?

What if we stopped seeing people as employees, and rather colleagues?

What do you think and feel  we can do to improve this data?

Let’s awaken something different in organizations.