P e o p l e Your Greatest Asset

1. P e o p l eYour Greatest Asset Finding great people, leading them and partnering with them

2. What is your greatest asset? Military Leader College Coach Bank VP Medical Department Head Director of Special Events

3. What is your greatest asset? We have the most locations, the lowest rates, free checking and a 60-year history … Bank VP

4. What is your greatest asset? College Coach We have the newest facilities, an amazing alumni base and 14 national championships …

5. What is your greatest asset? The most technologically advanced equipment, a remodeled patient waiting area and a seamless billing system … Medical Department Head

6. What is your greatest asset? Military Leader We have the largest infantry on the planet, efficient systems and the newest weaponry …

7. What is your greatest asset? We have the largest, oldest and most prestigious event in the region! Director of Special Events

8. What is your greatest asset? Military Leader College Coach Bank VP Medical Department Head Director of Special Events THEY ARE ALL WRONG!

9. PEOPLE Your greatest asset! PeopleYour RelationshipsYour Partnerships

10. People Person • One person can make all the difference in the world, both positively and negatively • … One contact can do the same … • One partnership can either hold the organization hostage or catapult the company forward

11. Great People • Why do some people “get it” and others do not?

12. Finding Great People • Great does not mean perfect • They are hard to find, but there are more than you think … • They do not have to be special event professionals – The Lamar Factor • Great at what they do • Amazing attitudes • Passionate for the greater good • Likeability • High EQ (Emotional Intelligence)

13. Finding Great People • Inventory your assets … those good at producing events already come equipped with a “sixth” sense of problem solving … • Turn on this sense to find great people • Jillian • Vivian • Cole • We attend and participate in the sometimes painful meeting, job fair, networking hour, etc.

14. Great People • We also recognize that the team building process begins in the interview process. This is the time to soul search. • We look past resume and the demographics of the person with the hope to find the same core values we stand for and live by. • In fact, we have found that the more diverse the group the better. But each individual must come aboard with the same value system and the same determination to be the best individual they can be to make the team the best the team can be.

15. Finding Great People • Interviews: Write out and present what the following means to you: • Team • 110% • My actions speak so loudly that you cannot hear what I say • Personality tests, but not popularity contests • Podiums, group interviews, breakfasts, event trials

16. Characteristics We Look For • Those who succeed at Norfolk Festevents are those individuals who have great “balance”.

17. Great People • They take as much pride in their events as they do in their own weddings, yet they take nothing personally. They are humble people with great resolve. They are rigorous, not ruthless. They are hungry for knowledge and enjoy studying theory, but only get their fill through the actions of producing the event. When the organization does well, the team has won. When the organization falls short, they take the responsibility.

18. Characteristics We Look For • Our most successful employees have a high “IQ” and a high “EQ”. They are intellectually smart and emotionally smart. Having a high “EQ” allows a person to relate, understand and communicate more effectively than the person that is just “book smart”. Life (and work) is mostly dealing with people and situations that are out of your control. Having the ability to work with people, adapt to your environment and the understand what to do and say at the right time is the key to self-advancement in the workplace and the outside world.

19. EQ vs. IQ • Emotional Intelligence • Understanding that gain may require pain • Empathetic • Read people well • Feel energy, moods and emotions • Good communicators

20. EQ = Emotional Intelligence • Cultivate leadership throughout the organization and in every partnership … find those with high EQ • Self Awareness • Accurate Self Assessment • Self Confidence

21. EQ = Emotional Intelligence Self Awareness • Speak openly and honest about themselves … they share professional and personal visions • Honest with others • A lot of self-reflection and do not act impulsively • Good example to see in someone = turning down a job that is tempting for the money, but it competes with the person’s value system

22. EQ = Emotional Intelligence Accurate Self Assessment • Know their strengths and weaknesses • Exhibit a sense of humor about themselves • Know where they need to improve and welcome constructive criticism and feedback • Know when to ask for help

23. EQ = Emotional Intelligence Self Confidence • They play to their strengths • Welcome difficult assignments • Control their emotions

24. Personality It is more than what you say … We are influenced by the following … 7% is from the words we say 38% is from the tone / quality while saying it 55% is from our body language Albert Mehrabian, UCLA study - How To Wow, Frances Cole Jones

25. Disney Training Think in terms of forgiveness …1. Safety (Public Safety)2. Courtesy (Customer Service)3. The “Show” (Event programming)4. Efficiency (Fast moving lines)

26. Leadership • What is your organization’s corporate culture? Every relationship, family and business has one … • Can you create a corporate culture of team, greater good and positive attitudes?

27. Leadership • Rewards, raises, promotions are all part of the mix, but including people in the vision is amazingly powerful!

28. Leadership • Make your corporate culture (your cause) greater than any one individual … make it the greater good! • I love our “world-class” productions … they are greater than any one company, partner, person or programming element

29. Leadership • Create an environment of serving others – Servant Leadership! • Have your own memories, language and unwritten codes … • Who do you work for? Not for your boss or board of directors?!?! zip-tie-snot Pigtail in R 2

30. This Is Who You Work For

31. This Is Who You Work For

32. This Is Who You Work For

33. This Is Who You Work For

34. Leadership • If you hire great people / work with great people – they will do a lot of the work for you and the organization. They will become your leadership arm! • Let your seniors be your “Kangaroo Court” • The Staff Handbook vs. the Unwritten Code

35. Leadership • “Kangaroo Court” • Internal justice system • “Players” only • Drink the company Kool Aid • Fun punishments • Fine jar • No bad words .. No gossiping • Humorous projects

36. The Unwritten Code Good to GreatJust as it is important to get the wrong people “off the bus”, it is important to identify what NOT to do and what is NOT acceptable within the team code. • We Live By The Golden Rule We always treat others as we would want to be treated. Even with small details such as equipment … why would we leave something dirty, broken or out of place knowing another team member may need those same supplies on short notice and in working order. We communicate to people as we want to be communicated to …

37. The Unwritten Code • It Is NOT About Me It is not your personal money, so do not be upset when a financial decision is made contrary to your liking. It is not your company – treat the organization as if it was a family business, but do not take decisions personally. Support your co-workers in all aspects of the job, when your duties are complete, pitch in to help the team. It is not about who parks closer, who makes more money or who the boss likes more. It is not about who takes long lunch breaks or who has the best gear. It is not about what is fair, but what can you do to make the organization great.

38. The Unwritten Code • It Is About Me My actions speak so loudly that no one can hear what I say. Most people view the world through a window … we are constantly looking in the mirror to see what we the individuals can do to better ourselves and in turn better the organization. We do not bring personal problems to work and we leave our emotions outside of the office. Great people show greatness in their strength and discipline to control their emotions.

39. The Unwritten Code • Communication Is Key We listen more than we speak. We are always conscious of our tone and style of communication. We do not say, “no”, “can’t” or “won’t”. We do not use “I” and “my”, but “we” and “our”. We phrase things in a positive fashion. We offer solutions, not challenges. How you say something is as important as what you say.

40. The Unwritten Code • Attitude Is Everything • We always focus on the solution, not the challenge. We do not gossip, pout or wine. A little venting about an issue can be healthy, but we never complain. Whether we are making a $1 million dollar presentation or painting trash cans, always be the best you can be! We do not let emotions, fatigue or stress effect how we treat each other or the public!

41. The Unwritten Code • Have A Personal Toolbox It is Friday, it is 102-degrees, you have not slept since Wednesday, not eaten since Thursday AM and you are emotionally and physically broken down. You are tired, upset and over-whelmed. Yet, you are expected to live by the code … what is in your personal toolbox to act energetic, positive, kind and clear-minded.

42. The Unwritten Code • Don’t Ever Take Advantage of the Friendships Created at Work Your boss and co-workers will become your friends, don’t take advantage of it!

43. Make the Connection • All is takes is one phone call or one visit … • Junkanoo

44. One phone call, Two People …

45. Make the Connection • Become a problem solver / partnership builder and look to connect with other partnership builders • Copier salesman • Our own sponsorships

46. Partnership Builder • Professional Visitor • Only has a single point of contact in the account. Knows the customer’s kids, but not the customer’s boss. • When the customer contact turns over, so does the account. • Does not make serious calls. • Rarely has a well thought through call objective. • Believes people buy from their friends … the problem is, nobody could have that many friends. • Knowledge of the customer’s business needs is minimal. Sells with a shoeshine and a smile. • Afraid to close, will take an order if it is there. • Low Price Provider • They turn their product into a commodity. • “I can get it for you cheaper and its just as good.” • Very transaction oriented. Success based on high call activity. • Customer loyalty is generally short term. • Spoils the market with “share grabbing” prices. • Product is a price list. • Easily loses business to competitors who have a product that costs less.

47. Partnership Builder • Technical Teller • Sprays and prays, tells versus sells. • Believes their job is customer education. Wants the customer to respect their technical experience. • Shotgun approach, one-way non-interactive call. • Assumes that if they inform the customer of everything they offer, something’s got to stick. • Their rambling approach to selling actually creates more objections. • Too busy telling to make time to close. • Product Consultant • Knows how the customer buys and adjusts their style to the customer’s style. • Always has a primary and a secondary call objective. • First real level of professional selling that goes beyond just features, price and friendship. • Asks questions that uncover needs that can be satisfied by the features of their products. • Probes for problems that are related to innate characteristics of their product. • Lacks the bigger picture of needs beyond product. Has a hard time selling value. Therefore, gets cost objections.

48. Partnership Builder • Partnership Builder • Establishes high levels of respect and trust with customer. • Is invited to the planning table because they are perceived to add value that goes beyond the products they sell. • Has long-term business strategy in mind. • Has in depth understanding of the customer’s business and how they make money. • Asks questions well beyond product features and benefits. • Employs a questioning strategy to uncover the customer’s larger business concerns. • Has financial knowledge that allows them to present proposals based on return on investment, money saved or revenues increased. • Knows the customer’s customer as well. • The focus is more on value than cost.

49. Make the Connection • Growing together • Harrington Graphics • Professional Printing • Gamerbus • ATM partnership

50. What Works • Leadership training … Alleer – Steve McClatchy • Changing the corporate culture of interruptions “You got a minute” • Attending training and sharing information with your partners