GIVE YOUR BUSINESS A PRODUCTIVITY STIMULUS PACKAGE
Transformational Leadership
Dr. Edwards Deming said, “The aim of leadership is not merely to find and record failures of men, but to remove the causes of failures . . . to help people to do a better job with less effort.”
I received an interesting phone call from a concerned individual who works at a large IT company here in the U.S. She started describing her current work environment. She said, “The economy has changed everything here. Management has started outsourcing to India. We are all under the gun to cut costs and improve productivity. If we don’t, they said we could be the next to go. Just a month or two ago, we had a tight work team. We worked well together. Now all that has changed. Everyone is afraid to work with each other for fear they may look weak. Everyone is angry and frustrated and no one wants to help each other. What should I do?”
The change in the economy has put businesses under pressure to improve productivity. Unfortunately, many have gone about it in the wrong way. Management by fear and threats does not improve productivity. It has the opposite effect. It angers, alienates, and disenfranchises the workforce. Fear and uncertainty revert people to the lowest level on Maslow’s Hierarchy of Needs—safety, security and self-protection. Once at this level, it takes a transformational process to restore trust, develop innovation, and get people/departments to work efficiently with each other.
I am old enough to remember many downturns, recessions and economic changes. Despite what some may say, I don’t believe this is the “worst recession since the depression.” This too will pass. Maintain a long term outlook. Never take your eye off retention, even in these times. How you treat your staff now could create a mass exodus when the economy does turnaround. Don’t jeopardize increasing your turnover rate and losing your top talent to the competition.
Productivity Stimulus Package
In an upcoming free teleconference I am going to provide a transformation leadership strategy, including several specific techniques to enhance productivity, cut costs, and position your business or organization for increased efficiency. This strategy will touch upon how to eliminate what Dr. Rosabeth Moss Kanter calls, “organizational pathologies” along with reducing bureaucracy, improving teamwork and innovative ways to capture ideas from your workforce.
I believe now more than ever we need transformational leaders, not transactional managers.
To gauge your interest level, and provide you additional information as it becomes available, please take 10 seconds to complete this form.
https://www.chartcourse.com/teleconference-Transformational_Leadership.html
SPECIAL SAVINGS
For the first time ever, we are placing Greg’s Supervisor’s Passport to Success on sale. Everymanager and supervisor should have one. The Supervisor’s Passport to Success has been designed for busy individuals who need quick and practical solutions to managing people. This book contains streamlined information such as checklists, fact sheets, and easy to use outlines giving you accurate advice at your fingertips. The book is on sale for $10.00 plus shipping. Buy 10 or more and we will ship them free. (For ten or more, please call us at 770-860-9464 to place your order.) Free shipping applies to U.S. orders only.
Here is your chance to get a “MBA” Degree in talent management, retention and leadership. Greg’s complete Audio/Video Library offers a collection of DVD’s and CD’s to help you become a better manager. If priced individually, these products would be valued over $450. There is a limited quantity which will not last long. $199 plus shipping.
https://www.chartcourse.com/captainsvideos.htm
RETENTION TIPS
Welcome Letters from the President
At Del Norte Credit Union the president sends a welcome letter to all new hires and a congratulations letter for each significant anniversary with the company (5, 10, 15, 20 years). He personally signs each one and sometimes adds handwritten notes. He also calls employees on their anniversary. There are over 1,000 employees at Del Norte. Finally, the president draws four or five employees’ names each month and takes them to lunch.
Source: TNT: Dynamic Ideas to Reward, Energize and Motivate Your Teams
https://www.chartcourse.com/employee-recognition-tnt.html
BECOME A TRAINED DISC EXPERT
DISC is a model of human behavior that helps people understand “why they do what they do.” The dimensions of Dominance, Influence, Steadiness, and Compliance make up the model and interact with other factors to describe human behavior. This training process shows HR professionals, business owners, trainers, and consultants how to:
>Learn to interpret the DISC assessment and the Workplace Motivators report
>Deliver DISC workshops to your employees/clients
>Utilize the model and tools to meet personal and organizational objectives
>Use DISC to improve communication and individual performance
>Know which job the individual is best suited
>Use assessments to hire the best person for the right job
Upon successful completion of the training, you may teach the DISC model in your organization or use it in other applications outside of your business. I personally teach the training over the phone and on-site. The training course is $695 and can vary depending on the number of people and location of the training. As part of the program, you will receive all materials, assessments, and your own Internet account giving you access to our suite of assessments and reports.
https://www.chartcourse.com/disc_certification_training.html
NEW TRAINING PROGRAM AVAILABLE
Managing the Multigenerational Workforce
Today’s workforce consists of four distinct generations. Each brings its own set of behaviors, demands, expectations and values. Additionally, each generation brings its own set of stereotypes and myths. In today’s age-diverse workplace, one management style does not work for all. Attracting and retaining talented people of all ages requires a new skill set in order to stay competitive in the global marketplace. Our program provides a roadmap to help managers understand the differences, increase respect among the generations, build teams, and successfully communicate to today’s multigenerational workplace.
Call 770-860-9464 or fill out our online form:
https://www.chartcourse.com/contactus.htm
THE FACTORS THAT ENGAGE THE WORKFORCE
Creating a good place to work involves three different sets of factors:
>Attractors (What attracts people to your workplace)
>Retainers (What keeps them there)
>Engagers (What makes them happy and productive)
Towers-Perrin has provided detailed research on what “engages” people at work. We have provided those factors in the order of influence for both non-healthcare and healthcare organizations. A major difference exists in the two lists. Individuals in healthcare organizations ranked “Senior management sincerely interested in employee well being” as the most important factor while non-healthcare organizations ranked it as #10.
Top Ten Global Drivers of Engagement (Non-healthcare)
1. Opportunities to learn and develop my skills
2. Improved my skills and capabilities over last year
3. Reputation of organization as a good employer
4. Input into decision making
5. Focus on customer satisfaction
6. Pay determination fair and consistent
7. Collaboration with team members
8. Appropriate amount of decision-making authority
9. Senior management acting to ensure company’s long-term success
10. Senior management interest in employee well-being
Top Ten Global Drivers of Engagement (Healthcare)
1) Senior management sincerely interested in employee well being
2) Seek opportunities to develop new knowledge/skills
3) Organization quickly resolves customer concerns
4) Organization’s reputation in community
5) Organization’s reputation for social responsibility
6) Appropriate amount of decision-making authority
7) Improved my skills and capabilities over last year
8) Can impact quality of work/product/service
9) Satisfaction with the organization’s business decisions
10) Unit has skills to succeed
Source: Towers Perrin 2005 Workforce Study and Towers Perrin Perspectives June 2008
