Thirteen reasons why doing what we have always done, is not an option:

1. Employer health care costs are rising at an alarming rate with stress being the number one cause. Mental illness is the number one cause of disability today. Depression has more impact on employer's health care costs and workplace productivity than many chronic medical conditions.
2. Disengaged workers: 25% actively engaged; 60% disengaged and another 15% actively disengaged. 3/4 workers disengaged and busy expressing their discontent through disruptive or deceptive behaviors: stealing, complaining.
3. High turnover in top management positions shows a 113% increase year to year. At the same time, companies are being called upon to step into a leadership role to recognize the impact of larger global issues, the impact of natural disasters, and pandemic diseases on business viability and sustainability.
4. Aggression and manipulative behavior reveals pressure expressed in another way with some 2 million people. This behavior is supported by media and some corporate cultures using Survivor as a role model for team and interpersonal skills. Shifting to a higher level of achievement can not happen when you are focused on surviving.
5. Public and policy maker complacency toward climate change ignores the delay between when the input goes in and when the impact is felt. By the time we see, it is too late. The current estimated cost of not acting is 5-20% of GDP. The current estimated cost of acting is $18 trillion. Old measures don't work in new times. The environmental context for business has totally changed. The thinking is moving much slower.
6. HIV/Aids infection rate has grown from 1.5 million in 1985 to 36.3 million in 2005. The global workforce has lost 28 million to HIV and left alone it is forecasted to reach 74 million by 2015.
7. Alongside that sobering statistic is an impeding shortage of labor. By the end of 2006, two workers will exit the domestic workforce for every one entering. (Bureau of Labor)
8. Ethical breaches are the symptom not the cause. As employees feel increasingly dissatisfied with their work they compensate themselves on other ways. Pressures to reach performance targets in companies which have not adjusted to a different business context create temptation.
9. "People want to contribute more. But they say their leaders and supervisors put obstacles in their paths" comments Donald Lowman, Towers Perrin HR on a recent survey done on employee engagement (Management Issue News - November, 2005 ).
10. Underperformers are judged yet research shows it is not due to lack of talent; they are set up to fail. (Ivey Business Journal - March/April 2003)
11. 6/10 British workers change their personality and identity when they walk into the office to fit into the organizational culture.
12. Despite substantial amounts of money spent on developing leadership competencies, weaknesses prevail. A Ken Blanchard study showed that 'the most critical skill a leader could possess was communicating and listening followed by effective management skills, emotional intelligence and empathy, values and integrity, vision and empowerment.' Yet failing to listen or involve others in the process was cited by 81 per cent;; 41% felt leaders inappropriately used communication or listening; 6/10 complained leaders failed to train and develop their people; raised the failure of leaders to use a leadership style appropriate to the person, task or situation.
13. Two thirds of British businesses fail to back up organizational change with proper training and development support for their workers, vastly increasing the likelihood of long-term failure, new research has suggested. Overall executives are dissatisfied with existing training results.

So what do we do about it?

First, it helps to understand what makes learning stick. To do that we need to turn to science to understand what drives behavior and how to change the underlying drivers to be more in synchronization with conscious intention. This goes beyond knowing our personal learning preferences most associated with the well known Visual-Auditory-Kinesthetic learning styles.

Second, it is important to know that beneath all of the limitations we have stored subconsciously is an unlimited source of innovation and creativity. Cognitively oriented learning programs can raise awareness and that in itself is helpful. But in these rapid times it is not enough. Out of the box learning styles are a key component. Improvisation or theatre exercises put you in touch with being present in the moment, equine-facilitated leadership development help achieve alignment, surfing, sailing and skiing when linked to body intelligence help reconnect you to your energetic sensitivity, a critical element of intuition. Stretching the zone of comfort in the learning process to explore outside the range of your mental control illuminates repetitive patterns; cultivates the compassionate witness so you can see, sense and gain the insight required to 'know' and make the best decision in the moment.

The mystics have always said that the answers lie within. Keeping pace with the speed of thought requires the capacity to see the whole dynamic from a range and variety of mindsets, world views and from local to global. It requires mastery of your own unique talent and gift, which for many people lies buried beneath crusty beliefs that can limit what is achievable and believable. Unless the curiousity to learn and expand replaces fear of the unfamiliar, individual ability and collective capacity to surf the waves of evolution will be seriously compromised.

2008 From InSight to Action Publications - Dawna H. Jones - Evolutionary Provocateur. To access other information at no charge visit http://FromINsightToAction.com - Dawna H. Jones has spent 25 years helping companies and their employees expand insight and foresight to achieve higher levels of performance. Committed to doing whatever it takes to spark profound, lasting change in teams, organizations - or within oneself - she constantly pushes the edge to merge science, metaphysics, human and physical dynamics to optimal advantage. She can be reached at 1.866.605.0880.

Business copiers are capable of scanning, printing, faxing, etc., which are the basic tasks of a firm. Even though a business copier is a vital and basic necessity for business processes small and medium enterprises may not be able to afford it, since there may be many other needs for which their capital needs to be utilized.

In such a situation business copier leasing is more economical. If a company purchases a business copier it's stuck with it for a long period of time since purchasing new or more advanced equipment requires more green to be shed by the company. But in the case of leasing you can get the most advanced machine for use, as it's a unique form of rental ownership where you pay for purchasing and using the equipment in monthly installments for a period fixed by the lessor (lease provider). Towards the end of the period the lessee can pay all the remaining installments and purchase the product he's been using. But this is not demanded by the leasing agencies. Lease plans covering service and maintenance are the best way to upgrade your business infrastructure.

By leasing a business copier you can save any kind of down payment. That makes lease schemes more advantageous than loans. To lease a business copier at economical rates you need to get information about the leasing rate of different vendors. From business copier providers you can also get color and B/W Photostat machines of famous companies such as Canon, Xerox, IBM InfoPrint, Konica Minolta and more. The business copier can be leased for a period of 2-5 years.

Don't compromise on the efficiency of your business. With lease plans you can upgrade your company machinery without feeling a hole in your finances. It's by far the best financing scheme, designed exclusively for businesses.

Colleen Barrett is working as a consultant at GSG. Graphic Savings Group is the first number to call whether you need a printer lease or a copier lease. We'll design a generic office copier lease or one that is product specific, like a Xerox copier lease.