Mark Scharenbroich's "Nice Bike" principle is all about acknowledging, honoring, and making connections that move people. According to the Gallup Management Q12 research, just 28% of employees are fully engaged in their organization, which a whopping 71% of the workforce is underperforming or actively undermining their work. However, organizations that focus on employee engagement improve productivity, develop higher levels of customer engagement, increase retention of their best employees, and improve profitability.
Using the "Nice Bike" concept (which involves half-a-million Harley-Davidson bikers, lots of black leather jackets, one beige rental car, and the sincere recognition of what's really important), Scharenbroich helps his audiences instill greater passion in their work and feel a profound connection to what they do. This presentation is a guaranteed catalyst for a stronger, more unified team.

Nice Bike is a collection of stories based on making meaningful connections with others in both your work and in your life. It's about being a part of a community, knowing that contributions matter and experiencing a greater affiliation with others. The premise begins at the 2003 Harley-Davidson Motorcycle company's 100 year anniversary celebration. Thousands and thousands of bikers throughout the world attended the event. As a Harley owner stood proudly by his bike at that event, what two words from a passerby would have made their weekend? "Nice Bike." "Nice Bike" is more than a casual compliment. It's the engine that is fueled with the three actions of acknowledging, honoring and connecting with others. Nice Bike can help you with your daily interactions, create more meaningful relationships and add more joy in your journey on the road of life. When you have a better understanding of how to make meaningful connections, you can live a life filled with a greater sense of self worth and accomplishment in your work and in your life. Acknowledge, honor, and connect and you will change the world, one person at a time.
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