Preparing for the future
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Preparing for the Future. Joint FMI-CGA-CMA Workshop February 13-15, 2007 Hotel Grand Pacific Victoria, BC. Michael Berman [email protected] 253-514-9421. The BCOM Staff FISH’n With Mike Berman. Welcome…. Why are we here? What we already know Chopping wood Diet and exercise

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Preparing for the future

Preparing for the Future

Joint FMI-CGA-CMA Workshop

February 13-15, 2007

Hotel Grand Pacific

Victoria, BC


Preparing for the future

Michael Berman

[email protected]

253-514-9421


The bcom staff fish n with mike berman

The BCOM StaffFISH’nWithMike Berman


Welcome

Welcome…

Why are we here?

What we already know

  • Chopping wood

  • Diet and exercise

    What is my role?


Teamwork

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?


Choose your attitude

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


More attitude

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?


Be there

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


Additional be there

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?


Make their day

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?


Preparing for the future

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


More play

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?


Play possibilities

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


Fish in action

FISH in Action

  • O Canada

  • The wrong shoes

  • The big yellow bus


Elements of a successful business

Elements of a Successful Business

  • A product of service that is valued

  • Core values

  • Employees to make it work

  • Others


Components of a company

Components of a Company

  • Sales/marketing

  • R&D

  • Management

  • Human Resources

  • Finance

  • Engineering


Physical equipment

PhysicalEquipment

  • Office equipment

  • Vehicles; truck, cars, airplanes, tractors, etc.

  • Buildings

  • Other


Equipment or people

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


Employees

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


The power of consumers

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?


Monopolies

Monopolies

  • In some cases we do not have choices available to us:

  • Police

  • Fire

  • Other governmental agencies

  • The only game in town….Wal-Mart


Relationships

Relationships

  • All relationships, business or personal, are based on the same factors:

  • Mutual trust and respect

  • Shared values

  • Shared goals

  • Open and timely communications


Preparing for the future

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


Preparing for the future

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


Key areas in building success

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


Where to find candidates

Where to find candidates

Current employees, promotions, postings, word of mouth

Competitors

Newspaper ads

Trade journals

Search firms

Walk-ins

New graduates

Others?


Interviewing candidates

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


Hiring guidelines

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


The dead zone

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


First day on the job

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


Orientation

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.


More orientation

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


Even more orientation

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


Employee needs

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


Employee needs cont d

Employee Needs Cont’d

  • Shared values

  • Trust

  • Shared (reciprocal) Values

  • Clear expectations

  • Challenge

  • Communication – Feedback, praise, supportive criticism


A thought to consider

A Thought to Consider

“They don’t care how much you know

until they know how much you care.”


Initial employment period

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)”


More initial employment period

More Initial Employment Period

  • Establish realistic goals

  • Is employee a good fit?

  • Work to resolve any emerging problems and if that doesn’t work –


Made a hiring mistake

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


Hiring mistake

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


The training process

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?


Management styles

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


Great lies of management the dilbert principle scott adams

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


More from dilbert

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


No 1 from dilbert

No. 1 From Dilbert

Employees are our most valuable asset


Preparing for the future

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

Peter Drucker


Management by exclusion

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


Management by inclusion

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


Consider

Consider….

“When two partners always agree, one of them is unnecessary”

“Hold your allies close and your enemies even closer”


Catch em doing things right

Catch ‘em Doing Things Right

  • Praise is a great motivator; employees tend to live up (or down) to our expectations

  • A new employee’s mind is like a blank tablet; we write encouragement or criticism that influences him/her

  • Thought precedes action; we do what we are thinking about

  • Riding a bicycle or kicking a field goal


Power v empowerment

Power v Empowerment

“Power corrupts and absolute power corrupts absolutely” Lord Acton

“Powerlessness corrupts. Absolute powerlessness corrupts absolutely” Rosabeth Moss Kanter


Empower employees

Empower Employees

  • Decisions should be made at the lowest level – that’s where the expertise is

    - it fosters agreement and cooperation

  • Employees not permitted to make decisions feel incapable of doing so

  • Their self-confidence erodes

  • They give bad service

  • Productivity declines


More employee empowerment

More Employee Empowerment

  • If you don’t trust your employees to make decisions, either you failed to train them properly or you have the wrong employees

  • Trust empowers employees to be creative

  • Minimum – Current – Peak Performance


Communication

Communication

  • Employees need to know more than just their jobs

  • They need to know the “big picture” and where they fit in

  • Employees need to be in the “pipeline”

  • Being “in the know” creates trust and commitment

  • Employees need to hear the good and bad news…directly when possible


Communication tips

Communication Tips…

  • Empathize, not criticize

  • View the issue from the other person’s perspective

  • Express your desire to reach a satisfactory result, not a victory


Preparing for the future

“A man convinced against his will, is of the same opinion still”


More communication tips

More Communication Tips…

  • Do not become defensive or angry

  • Do look for areas of agreement

  • Do not say, “You’re wrong,” but if you are wrong, say so

  • And/but


Male female communication

Male/Female Communication

  • Male

  • Female


Neuro linguistic programming

Neuro Linguistic Programming

  • Visual

  • Audio

  • Kinesthetic


Underperforming employees

Underperforming Employees

  • It is critical to identify underperforming employees as soon as possible

  • Reasons for underperforming:

  • They haven’t received proper training

  • They don’t have the right equipment

  • They don’t identify with the company or its goals – “we” vs “they”


More underperforming employees

More Underperforming Employees

  • They do not see themselves as important to the success of the company

  • They are experiencing personal or family problems

  • They have lost interest in their jobs

  • They lack ability

  • They don’t like or want their job


Disgruntled employees

Disgruntled Employees

  • Underperform

  • Use more sick time

  • Have more injuries

  • “Poison the well”

  • Others?

  • Disgruntled employees must be identified, “turned around” or terminated


Customer service

Customer Service

  • The employee providing customer service IS your company

  • Examples of excellent customer service – how did it effect you?

  • Example of poor customer service – how did it effect you?

  • How important is excellent customer service?


The challenge of leadership

The Challenge of Leadership

  • The success of your company is directly tied to the level of passion and commitment of your employees

  • Virtually no significant achievement in history has been accomplished without passion and commitment

  • The most important job of a manager, CEO or entrepreneur is the transference of passion and commitment to employees


Employees need to know

Employees Need to Know:

  • What is the mission of the organization?

  • What is my role?

  • How important is my role?


Preparing for the future

“Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard.”

Peter Drucker


And finally

And finally….


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