In Jim Collins book, Good to Great, He points out “How you build the future? If I'm not smart enough to see the changes that are coming; They; he’s referring to the current staff assembled once trained in AEP, will. And, they’ll be flexible (NOW) enough to deal with it” pg.42 Because their training in AEP.

Middle-Skills Workers — those with less than a four-year college education but more than a high school diploma — make up more than 60% of U.S. workers over the age of 25. These workers are the life force that keeps America’s economic engine humming.

Daniel Goleman, the psychologist and journalist who popularized the concept of “Emotional Intelligence” and a published feature in Harvard’s Book Review (HBR) on leadership. Co-chairs at Rutgers University; which is the #1 University for Supply-Chain Management, and quoted on pg. 3 of “The Coaching Habit,” stated...

“Many leaders told us they don’t have the time in this high-pressure economy for the slow and tedious work of teaching people and helping them grow.”

Funny, They all missed the mark. It’s not to teach them to help themselves. It’s to teach them accountability tools and techniques and empower them by allowing them to use these tools so they can perform their jobs, to help you.

You must never confuse faith that you will prevail in the end. With “Discipline” confront the most brutal facts of your current reality, whatever they might be … deal with it.

Admiral Jim Stockdale, The Stockdale Paradox, Stanford, Jim Collins Good to Great

Today, we’re in a defining Industrial Revolution, Industry 4.0 Operations Excellence with Corporate Social Responsibility.
This also is a curriculum which Accountability & Empowerment Paradigm (AEP) is the key determinant foundation of success, longevity and durability; to your Organization.

Ameliorative Bottom Line ABL first developed the idea of AEP Corporate Leadership Training, envisioning this as a solution back in 1994-95 When the Columbus, Ohio Chapter convened meetings at ABB. It was the work that ABB was focused on “Re-evaluating Business process chains VSM, or today Kaizen Continual Improvement, that the thought that Small and Medium Firms can not afford to employ such rigorous activity's that that’s when the ABL AEP concept emerged. The Big four Firms were: at the time, more fascinated in the company name “Ameliorative” not the Accountability and Empowerment Paradigm AEP.

AEP had been handed down as a criteria module for; or was to play as the, Monitoring, Administration and Training focus efforts for all employees in a enterprise. AEP was part of every Change Management foundation, principal and methodology since the 1930’s, but in actuality the 1890’s, but rarely adopted or imported to an Corporate Change Management/ Leadership Training agenda, particularly at small and medium sized companies. That was until World War 2 the US Military constructed “Train-Within-Industry.” Which was the brain-child methodology and principals which is the Toyota Production System TPS. With-in Train-Within-Industry the focus is on“FOR” the workers. It’s principal is called “Train-in-Work” which influenced TPS Shojinka. Shojinkas various meanings and purpose can be summed as worker productivity loss, and it’s view is the same as machine down-time.

David Brown/ ABL AEP Solution; not a training module but a solution, tackled the social context behavior, with longevity ABL won out. By, 1998 4 companies emerged nation-wide in the US with the name Ameliorative Bottom Line, there all gone.

ABL Influencing change management programs with AEP. In Industry 4.0, focuses efforts to “Democratize the Proliferation of Technology” for small and medium enterprises; and influence, to continuously train underutilized people (operators & technicians) to understand the enterprise industry Supply-Chain Management principles; such as: Agile/ LEAN, from the shop floor to front office… which is our current and future economy.

Digital Transformation. Today, “NOW AEP” a priority Industrial demand.

Surely, AEP will now become a essential world economic Industry practice for coaching Leadership Operations Behavior.