Preparing for the Future

1. Preparing for the Future Joint FMI-CGA-CMA Workshop February 13-15, 2007 Hotel Grand Pacific Victoria, BC

2. Michael Berman bermanmj@comcast.net 253-514-9421

3. The BCOM StaffFISH’nWithMike Berman

4. Welcome… Why are we here? What we already know • Chopping wood • Diet and exercise What is my role?

5. Teamwork • What evidence do you see of teamwork at the fish market? • How important is teamwork at the fish market? • Southwest Airlines • Assembly line/Orchestra • Desk reference manual • How do you develop teamwork?

6. Choose Your Attitude • What does “attitude” mean? • How does attitude affect action? • How does your attitude affect other people? • What is an attitude “set point?” • A positive attitude is necessary to “Be There,” “Make Their Day” or have “Fun” • Choose your attitude; accept the consequences

7. More Attitude… • What are some words to describe working conditions at the fish market before the current FISH philosophy? • After the introduction of the FISH Philosophy are these conditions still present? • What changed?

8. Be There • Shawn said that “being there” is like being with your best friend • What does “not being there” say to others? • What are the costs of not being fully present? • Be there; After it becomes a habit, it takes no more time or energy; it connects you with others, offers support and allows you to learn and grow

9. Additional ‘Be There’ • If you choose to BE THERE with a difficult person how would that person know that you were, “being there?” • How does choosing your attitude help your being there? • Have you ever needed someone to be there for you and they weren’t?

10. Make Their Day • It can be a new house or car; it can also be a smile, a compliment or an interested question • It’s that next step beyond just being pleasant • It begins with focusing on the other person • It often costs nothing, takes little time and makes your day as well • “If you love your job, it’s going to show.” – Sammy How could that make someone’s day?

11. Play!!! • The most misunderstood of the four principles • The all business approach is uninspiring, boring and stifles creativity • Throwing a fish is productive play • No one can tell you how to play at work; you need to think about it and find ways • Play does not consist of put-downs or jokes • Play requires mutual trust, permission and perhaps, boundaries

12. More Play • People play in their own way, some quietly, some not at all • Play should not be intimidating • As J.P. said, “There are a million different ways of playing. It doesn’t have to be throwing a fish.” • What’s fun in your job now? How do you play? How do you feel when you play and have fun? • If you give people permission to play and you don’t play, will they?

13. Play Possibilities • Decorate your office with FISH décor and quotes from the video. • Ride a scooter through the office to deliver messages • Play five minutes of up-beat music before the office opens • Have an office potluck once a month • Give silly prizes for no reason • Let someone ring a gong when they successfully help a person

14. FISH in Action • O Canada • The wrong shoes • The big yellow bus

16. Elements of a Successful Business • A product of service that is valued • Core values • Employees to make it work • Others

17. Components of a Company • Sales/marketing • R&D • Management • Human Resources • Finance • Engineering

18. PhysicalEquipment • Office equipment • Vehicles; truck, cars, airplanes, tractors, etc. • Buildings • Other

19. Equipment or People • Most competing companies have the same types of equipment • Companies may draw from the same employee pool • Machines do not have personalities, egos and feeling • Machines do not have to be motivated • Machines perform at the same level

20. Employees • What % of total budget is for wages and benefits? • Turnover – How much does it cost to replace an employee? • What is the effect of poor employee performance? • “Poisoning the well” • Not being an employer of choice

21. The Power of Consumers • As consumers we usually have choices to make regarding where we spend our money. • What do we base these choices on?

22. Monopolies • In some cases we do not have choices available to us: • Police • Fire • Other governmental agencies • The only game in town….Wal-Mart

23. Relationships • All relationships, business or personal, are based on the same factors: • Mutual trust and respect • Shared values • Shared goals • Open and timely communications

24. What are some examples where a favorable or unfavorable impression of someone determined if you did business with a company?

25. What employers have succeeded largely because of the personal relationships established by their employees?West JetSouthwest AirlinesWalmartStarbucks

26. Key Areas in Building Success • The hiring process • The “dead zone” • Orientation • Initial employment period – probation • Management styles • Empowering employees • Communications • Customer service • Employee Performance Levels • Leadership

27. Where to find candidates Current employees, promotions, postings, word of mouth Competitors Newspaper ads Trade journals Search firms Walk-ins New graduates Others?

28. Interviewing Candidates • One interviewer • Panel interviews • Multiple interviews • It’s all about them • Don’t talk too much • Use silence • Ask open ended questions • Learn about them

29. Hiring Guidelines • Hire for attitude; train for skills • You don’t have to hire a grouch • Find a good fit for the company culture • Don’t hire by a three to two vote; it’s not fair to anyone

30. The Dead Zone • The time between offer and acceptance and the first day on the job is a critical time. • Buyer’s remorse • Keep in touch; send a letter, newsletter, annual report, etc • Keep excitement up

31. First Day on the Job • Be prepared for the new employee • Greet the new employ with enthusiasm • Be sure his/her office or work space is ready • Have business cards ready • Introduce new hire to co-workers • Have someone take new hire to lunch

32. Orientation The purpose of orientation is to help the new employee develop a sense of commitment to the company, his/her particular job and a feeling of belonging and being needed.

33. More Orientation • Orient the new employee to the entire company • Where does the new employee fit in and why his/her job is important • Tell the company history, with pride and passion. Let him/her know that he/she is following in the footsteps of some fine people who set high standards

34. Even More Orientation • Reinforce the notion that they were the best of the candidates and you are happy to have them there • If possible ask senior level management to say, “Hello” • Give new employees a tour with introductions • Set the bar high so he/she has something to strive for

35. Employee Needs Financial needs (extrinsic) • salary and benefits “Money isn’t a satisfier, but lack of money is a dissatisfier” Hertzberg Sustaining needs (intrinsic) • Meaningful work – A purpose/importance

36. Employee Needs Cont’d • Shared values • Trust • Shared (reciprocal) Values • Clear expectations • Challenge • Communication – Feedback, praise, supportive criticism

37. A Thought to Consider “They don’t care how much you know until they know how much you care.”

38. Initial Employment Period • Provide continuous feedback • Use “buddy” system • Be aware of signs of problems or difficulties • Be alert to new employees motivation • Let employee know that he/she is vital to the company; “I’m just the receptionist (secretary)”

39. More Initial Employment Period • Establish realistic goals • Is employee a good fit? • Work to resolve any emerging problems and if that doesn’t work –

40. Made a Hiring Mistake? If you have followed all of the above and the employee demonstrates a poor attitude and/or job performance: 1. Meet with employee to assess attitude and provide training when needed 2. Document employee problems and help offered

41. Hiring Mistake? 3. Release employee if problems cannot be resolved 4. Obtain legal advice if termination is indicated 5. Review situation to determine what went wrong and how to correct it

42. The Training Process Determine what they need to know, to be successful on the job, and…. TRAIN THEM!!! Train for current job, promotional opportunities and entry into management When opportunities open up, look first to your employees Are your employees in the “right” job?

43. Management Styles • A successful management style is appropriate to the person and situation • Leadership versus Management • People prefer and respond to strong leaders • Strength is flexibility – Oak tree versus the palm tree

44. Great Lies of ManagementThe Dilbert Principle, Scott Adams • Your input is important to us • Our people are the best • We’ll review your performance in six months • I haven’t heard any rumors • Training is a high priority • We don’t shoot the messenger • Performance will be rewarded

45. More From Dilbert… • We reward risk takers • The future is bright • We’re reorganizing to better serve our customers • You could earn more money under the new plan • I have an open door policy…..and number 1….is

46. No. 1 From Dilbert Employees are our most valuable asset

47. “So much of what we call management consists of making it difficult for people to work.” Peter Drucker

48. Management by Exclusion • Managers push away those who disagree with them • Dissidents band together depriving manager of input • Gridlock develops • Manager is isolated • Dissidents become strong preventing manager from accomplishing goals • Manager fails

49. Management by Inclusion Manager includes people in process; even those who disagree Employee resistance dissolves; it’s difficult to disagree when you are a part of the process Teamwork develops Progress is made Manager succeeds Everyone succeeds

50. Consider…. “When two partners always agree, one of them is unnecessary” “Hold your allies close and your enemies even closer”