Stan Sewitch

Stan Sewitch has over 35 years in business as an entrepreneur, consultant and executive. His adventures include founding HRG Inc., Emlyn Systems, Chromagen and KI Investment Holdings. Stan serves as a director on several boards as well. Stan holds an M.S. in Organizational Psychology from California State University at Long Beach, and a B.A. in Physiological Psychology from San Diego State University. He serves as the Vice President of Global Organization Development for WD-40 Company. Stan can be reached at

Notes From The Corporate Underground

Frank and I were walking to Kensington Café on a recent Sunday morning, talking about the housing market and our own views of what it means to “own” a home. That meaning has changed for me over the decades, and it was no different for Frank.

How often do we ask this question when we open our mouth to say something? What is our intention? Most of the time, we just start talking.

I walked into Rachelle’s office for a couple of topics, after having been gone for two days at a conference with my favorite Aussie and boss, Garry Ridge. Rachelle happens to be from Perth, Western Australia. I’m beginning to suspect that the Land Down Under is engineering a jovial takeover of the company.

A friend of mine sent me a Web article on the subject of identifying which U.S. states most exhibit a “socialist” approach to governance. The metric used was the ratio of state gross domestic product (GDP) that government spending represented. It then listed the top 10 “socialist” states and the bottom 10 by this percentage metric, and described the state government as controlled by either Democrats or Republicans, drawing a narrative conclusion correlating “socialism” with Democrats.

Everyone I know — myself included — has been more affected by the apparent suicide of comedian and actor Robin Williams than almost any other tragedy in the headlines in recent years.

I used to drive a 2002 Jeep Wrangler with a straight six and a manual transmission. It got lousy mileage, maybe 15 miles per gallon on the highway. No electric door locks or windows. You had to move your own side mirrors by hand. “Say honey, could you push that mirror out a bit? Nope, too much, bring it back a touch. Too far. OK, now up a fraction. Perfect!”

Many years ago, as I was beginning to learn about the theories of why people do what they do, a thought occurred to me: People do exactly what they want to do.

“The rich get richer and the poor get poorer,” says the porch philosopher. “It takes money to make money.”

“That would be a career-limiting event,” Gerald said, taking another sip of his coffee.

Leaders who need to hire staff often compose a job profile with qualifying criteria that they themselves would have trouble meeting. The manager sings the time-worn objective: “I need somebody who can hit the ground running!”

Whoever is advising about marketing communications has just suggested that the group rename itself the “Islamic State,” indicating a more grandiose objective. Before today’s re-branding, the entity had some difficulty with market perceptions.

Over the past several years, I’ve had the opportunity to travel and work in Asia. This week a colleague and I conducted leadership workshops in Kuala Lumpur for our business partners in the region, and for our local office Tribe. About 20 managers represented the Philippines, Thailand, South Korea, Japan and Okinawa, Bangladesh, Malaysia, Taiwan, Singapore and China.

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