| "Formula = How to Get Customers and Employees | | | | It is really very simple but requires a deep |
| to Love Your Business" | | | | understanding of the SIMPLE, STEP-BY-STEP |
| | | | EXPERIENTIAL PROCESSES involved in achieving |
| Why are so many businesses and organizations | | | | organizational success, no matter what |
| struggling? Why are many employees more | | | | business or industry; it's all about |
| disloyal today than ever before? How can | | | | relationships and people. It's about hiring |
| managers and leaders continue to produce | | | | the right people, trusting them, and managing |
| more, with fewer resources, with more | | | | them like owners. |
| organizational changes, and with an | | | | |
| encroaching global market? How can managers | | | | Values, Faith Based Management |
| maintain high performance while | | | | |
| organizational chaos and dysfunction abounds? | | | | Perhaps because of the media attention to the |
| | | | Enron's, Arthur Anderson's, and other |
| E-Mail Amusement or Management Reality Check? | | | | corporate scandals, we see an emergence of |
| | | | more discussions in management circles on |
| Recently I received one of those chain | | | | values, ethics, and even faith-at-work |
| e-mails captioned "idiot sightings" that | | | | programs. We also see CEO's and Managers |
| would appear humorous if it weren't so true. | | | | who wish to impose their "goodness" on their |
| It read like this: | | | | employees; for example, CEO of Prince |
| | | | Industries, Mark Miller says he believes in |
| At a good-bye luncheon for an old and dear | | | | "helping his employees even when they may |
| coworker who was leaving the company due to | | | | not be open to his help." |
| "downsizing," our manager commented | | | | |
| cheerfully, " this is fun. We should do this | | | | Intent vs. Impact. As we look at the |
| more often." Not a word was spoken. We all | | | | performance formula, would the impact of such |
| just looked at each other with that deer in | | | | good intentions have the same potential |
| the headlights stare. (Fortune 500 Company) | | | | negative impact as the idiot quotation? |
| | | | |
| Given my 30+ years' experience in | | | | Companies that Get It! Understanding & |
| corporations, I suspect that at another | | | | Managing the Performance Formula |
| luncheon the leadership team of the same | | | | |
| company was addressing lack of employee | | | | I consistently have a delightful experience |
| commitment, employee morale, missed goals, | | | | when I visit my local Starbucks because every |
| employee absenteeism, and employee turnover! | | | | clerk shows me that they LOVE their jobs; in |
| | | | fact, I even asked one of them about that the |
| If you think this manager is an isolated | | | | other day and he forthrightly said he LOVED |
| incident, here are more examples from my past | | | | his customers and his job. At another |
| while working my way to the top of several | | | | visit to the same Starbucks, I asked the |
| organization(s); namely, health care, | | | | Manager how he hired people; his response, "I |
| automotive manufacturing, education, | | | | hire for the right attitude; I know that I |
| robotics, paper packaging and financial | | | | can train them on the skills to perform the |
| services: -A CFO berating his entire staff, | | | | job." Notice how many companies are branding |
| on average once per week ...... "I can get | | | | themselves around customers feeling the love |
| anyone off the streets to do a better job | | | | of their products and services? |
| than anyone I currently have on staff!" -A VP | | | | |
| Marketing asking his Assistant to falsify | | | | Here are a few more examples of corporate |
| receipts for him in order to gain company | | | | champions of performance success - |
| expense reimbursement. -A CEO shouting, "I | | | | bottom-line profitability: |
| don't have to be a good manager, I am the | | | | |
| leader of this organization." | | | | • Southwest Airlines....Connie Barrett |
| | | | "Queen of Hearts".....hiring the right people |
| How do you think employees in these | | | | and creating ownership and accountability. |
| organizations deal with outside customers? | | | | • Synovus Financial.....Jimmy Blanchard |
| Unbelievably, these same companies support | | | | offbeat style called servant leadership |
| "programs of the year" and programs of the | | | | • GSD&M (third largest advertising |
| month" to address customer service issues and | | | | agency in the US)....Roy Spence • Quad |
| employee retention programs! | | | | Graphics.....Harry V. Quadracci (believed in |
| | | | management of trusting his people) • |
| How and Why People Perform? What's the | | | | SAS Institute...Jim Goodnight...."Software |
| Formula? | | | | companies the size of SAS have to replace |
| | | | more than 1,000 people a year; SAS loses |
| Those involved in mastering the heart and | | | | fewer than 100, a difference that saves the |
| soul of human performance have learned from | | | | company between $60-80M annually." Jeffrey |
| great research and authors such as Allison | | | | Pfeffer, Stanford University |
| Rossette and Dana Gaines Robinson, | | | | |
| performance experts, that the formula for | | | | Organizations are no different than |
| human performance is really simple: | | | | family............ |
| | | | |
| Skills + Knowledge + FEELINGS = Performance | | | | ...........They mirror the behaviors of |
| (Good or Bad) | | | | functional and dysfunctional family |
| | | | interaction. We must focus on the |
| Wow! Now, take a look at the examples above | | | | interactions and behaviors emanating from |
| and ones from your own experience. What's | | | | leadership and how those interactions and |
| the missing link? The obvious answer: | | | | behaviors manifest themselves throughout the |
| FEELINGS, yet many organizations spend | | | | organization. |
| millions of dollars training skills and | | | | |
| knowledge; in fact, hire employees based upon | | | | It's not about motivation; it's not about all |
| skills and knowledge. Success Magazine says | | | | singing the company song; it's not about |
| most people fail in business not because of | | | | cooperation vs. achievement. It's about |
| capability but because of a lack of people | | | | people coming together around a common cause, |
| skills! | | | | understanding clearly the direction for |
| | | | achievement, have clear delineation of roles |
| What impact does CHANGE within an | | | | and responsibility, everyone understanding, |
| organization have on an individual's | | | | honoring and respecting their uniqueness and |
| performance, department performance, company | | | | strengths and the diversity of others, |
| performance? From the idiot example above, | | | | aligning their values with those of the |
| how long would it take that manager's | | | | organization and holding people accountable. |
| department to re-establish peak performance, | | | | |
| if ever? | | | | This can be SIMPLE but definitely a well |
| | | | defined set of processes! |