Tom Wurtz Consulting

Tom Wurtz

Tom Wurtz

Tom Wurtz Consulting develops leaders and employees in the noble pursuit of profits.

America has a leadership crisis. Leaders are not taught how to think like bold decision-makers, inspire people, offer novel ideas, bring those ideas to life, be memorable, streamline processes, attack sacred cows, and pursue the noble art of profit creation. I teach those skills. I’m a leadership & profit consultant.

Companies hire accounting consultants, legal consultants, sales consultants, technology consultants, wedding consultants and even golf consultants. Why not consider hiring a leadership and profit consultant?

Why? There are two ways to gather business ideas. You can go to meetings, seminars, read books, listen to CDs, surf the Internet or join CEO roundtables. Or, you can have ideas come to you.

That’s where I come in. As a former president and chief operating officer of a $70 million company, my expertise is evaluating businesses, recommending profit ideas and developing leaders and employees.

Here’s one profit idea that generated hundreds of millions in profits for my former employer - developing leaders and employees’ business skills and mindsets will accelerate profits? I learned this lesson the hard way.

On an airplane headed to Phoenix, I discovered I wasted $75 million over the last 10 years.           

I started to feel ill. All of a sudden everything on the inside of my body wanted to be on the outside. I unfastened my seatbelt and headed to the restroom. Was I really going to toss my cookies at 39,000 feet? Yes, it happened. Mount St. Tom exploded like Mount St. Helens.

I was visibly shaken when I went back to my seat. The stewardess noticed my sickly condition. She asked if she could get me anything. I said yes. I asked if she had $75 million. She said she might be able to round up $7.50. I told her she was no help.

Here’s what led me to that awful event. Earlier in the week, I asked my leaders to rank all their employees on a scale of 1 to 10 with 10 being an Eagle and 1 being a Duck. The categories ranged from product knowledge, customer service, production, quality, innovation/ideas, speed, technology mastery, etc.

After reviewing 500 evaluations, the average ranking was 7. That didn’t sound too bad until I pulled out my calculator. I concluded that if I had 500 employees and each one was a 10, I would have 500 “productive” workers.

Here’s where my cookies started to turn. However, if I had 500 employees and the average ranking was 7 that meant I only had 350 “productive” workers (500 times 70%).

If that’s true, I had the equivalent of 150 employees on the payroll producing nothing. I determined the average salary plus benefits was $50,000. When I multiplied 150 employees times $50,000, my total yearly “unproductive” employee cost totaled $7.5 million or $75 million over 10 years.

I thought about my recent discussions where leaders asked me to hire more people. Hire more people? I had 150 employees on the payroll making $7.5 million per year and leaders wanted me to hire more. We had all the employees we needed and then some. I was upset. You know the rest of the story.

I thought I was a decent leader. I was not. With that financial record, I should have been working for the government instead of the private-sector.

So now what? I decided to create an Eagle Leadership Academy to help leaders and employees develop their God-given talents. If I could improve our employees’ productivity and skill level from a ranking of 7 to 7.5, I could increase our profits by $1.25 million. It was a good start.

I discovered that 350 Eagles could increase our profits by $7.5 million per year.

Are you wasting thousands or millions of dollars per year because your leaders and employees are not Eagles?

If you would like to meet and discuss how Tom Wurtz Consulting’s leadership and profit workshops and consulting services will benefit your top and bottom-line, please contact me at 513.236.5001 or

Tom Wurtz Consulting offers: Continue reading

Do You Use Tripwires to Protect Your Company & Career?

alertLet’s say you’re driving on the expressway in the middle of nowhere. For four hours, you’ve listened to every Beatle CD from their early years and you had to turn off talk radio before your head explodes. You’re now sitting in silence thinking about life and work when you hear a beep and the low-fuel warning light comes on.

This alert breaks your unconscious state, grabs your attention and snaps you back into reality. You brain screams, “We need gas! I’m not walking!”              

This is called a tripwire. A tripwire is a planned event that wakes us up and let’s us know we need to make a decision. Think of it as a fire alarm going off. Eagle leaders set up tripwires to remind them that it’s time to make a decision.

Here’s a fun story from Chip and Dan Heath’s book Decisive. It’s a tripwire story that rocker David Lee Roth of Van Halen used. Rock and Roll concerts back in the 1970s and 1980s had become complicated stage productions and can be quite dangerous if not property erected. So Roth would set up a tripwire to help him evaluate the local crews’ attention to details. Continue reading

9 Steps on How to Lead During a Crisis

pearlOn December 7, 1941, Japan attacked Pearl Harbor. They killed over 3,000 soldiers and civilians and destroyed 20 ships and 328 aircrafts. America’s military was in crisis mode.

So what does a nation, military, business, community, family or individual do when confronted with a crisis? They turn to an Eagle leader to solve their problem. That’s exactly what the U.S. military did by selecting Admiral Chester Nimitz to be the new Commander of the Pacific Fleet.

He arrived at Pearl Harbor on Christmas Eve 1941 and witnessed the “3Ds” that every leader hates – despair, dejection and defeatism.

After he toured the devastation, he looked for signs of hope. Nimitz boldly stated, “The Japanese made three of the biggest mistakes an attack force could ever make or God was taking care of America.”

He gave the following three reasons: Continue reading

"We cannot solve our problems with the same thinking we used when we created them." – Albert Einstein