presented rjo tampa training... · millennials •work with, not for •tablet/ smart phone...

Presented For

RJO TampaFebruary 3, 2017

Professional Courtesy…

PERFORMANCE CONCEPTS HAS INVESTED A SIGNIFICANT AMOUNT OF TIME AND EFFORT INTO

THE DEVELOPMENT OF THE INFORMATION INCLUDED HEREIN. IT IS OUR BELIEF THAT OUR

IDEAS ARE CREATIVE AND UNIQUE IN THEIR CONTENT, AND AS SUCH REPRESENT AN

INTELLECTUAL PRODUCT THAT IS ESSENTIAL TO OUR BUSINESS SUCCESS. WE THEREFORE

CONSIDER THESE MATERIALS TO CONSTITUTE CONFIDENTIAL TRADE INFORMATION, ON LOAN

TO YOU FOR YOUR EXCLUSIVE, INTERNAL USE, WITH THE UNDERSTANDING AND ACCEPTANCE

OF THEIR PROPRIETARY NATURE. WE TRUST THAT THIS MATERIAL WILL BE HANDLED IN

ACCORDANCE WITH COPYRIGHT AND TRADEMARK LAWS AND APPROPRIATE PROFESSIONAL

PRACTICES.

NO PORTION OF THE MATERIAL CONTAINED HEREIN MAY BE RE‐USED OR DISTRIBUTED, IN

WHOLE OR IN PART, OUTSIDE OF THE BUSINESS TO WHOM THIS FILE WAS SENT WITHOUT

THE EXPRESSED WRITTEN CONSENT OF PERFORMANCE CONCEPTS, INC..

THANK YOU!

©2017 PERFORMANCE CONCEPTS, INC.

A great product and a great selling proposition with mediocre people…

…will still produce mediocre results

There’s no such thing as

“great people”

Unless YOU can be great for them!

© 2017 Performance Concepts, Inc. All Rights Reserved 1

TACTIC vs. STRATEGY

• STRATEGY

– Solving an immediateproblem with a longterm plan

• TACTIC

– The means through whichyou meet an immediate need

BUT BEFORE YOU MAP A STRATEGY…Consider that we are at a point never before faced in our business –Or in our society!


https://youtu.be/uqZiIO0YI7Y

What Does It All Mean?

• Diversity of people entering the workforce

– Intense competition for top talent

• 10‐14 jobs by age 38

– Revisit your view of a resume



• 2 Billion smartphone users (including ‘Silver Surfers’)

– Is your website mobile friendly?

– Are you offering online‐accessible and mobile friendly learning/training programs?

• E‐Reputation is critical

– Consumers rely on it

– Potential employees use it to evaluate you


– 3 billion internet users

– 100 billion google searches daily

– 1.55 billion Facebook users

– 1 of 6 couples married last year met online

– 225 million Candy Crush Saga players

• How do you reach consumers AND potential employees?



• MOST Significant: Up to 5 generations at once

– Communication

–Motivation

– Attitudes

– Cooperation

• Both employees AND customers

• Understanding is important –Action is critical!

Generations• Traditionalists (72+)

• Gen X (36‐52)

• Boomers (53‐71)

• Millennials (20‐35)

• iGen /Gen2020 (19 & under)


Converging Trends…

• Many converging trends have created today’s up‐to‐five‐generation workforce

– People are living longer, more active lives so they’re able to work longer

– Traditionalists and Baby Boomers are not in a financial position to retire comfortably

– Traditionalists and Baby Boomers want to work until an older age, as work has helped define them for decades

– Baby Boomers are financially supporting their “adult” Millennial children into their late 20s and even 30s

– Millennials and iGen’s are coming into the workforce in overwhelming numbers

Workplace Shifts


Traditionalists • Job for

Life

• Car

• Letter

•Simple &convenient

•Somewhatdisengaged

•Valuefocused

Boomers

• Companycareer

• TV

• Phone call

•Function –no gimmick

•Earlyadopter

•Idealistic ‐optimist

Gen

X • Loyal toprofession

• PersonalComputer

• Email/text

•Research –compare

•Digitalimmigrants

•Cynical ‐skeptic

Millen

nials •Work with,

not for

•Tablet/smart phone

•Social media

•Self‐expression

•Digitalnatives

•Informed ‐demanding

iGen • Seamless

movement

• VR/3DPrinter

• PingWearable

•Shop inpacks

•Technoholic

•Instantgratification

• Outlook toward work• Defining Innovation• Preferred mode of communication• Primary purchase driver• Digital/Technology posture• Consumer Style


FINDING COMMON GROUND

Success in dealing with various generations in the same environment comes from both a genuine understanding of the factors that shape and define each group and a successful effort to find the common ground that unites people across generational boundaries.

Traditionalists (72+) Traditionalists are often considered among the most loyal workers. They are highly dedicated and the most risk averse. Their values were shaped by the Great Depression, World War II, and the postwar boom years. Traditionalists possess a strong commitment to teamwork and collaboration and have high regard for developing interpersonal communications skills. They make up the most affluent elderly population in U.S. history due to their willingness to conserve and save after recovering from the financial impact of the postwar era.

Baby Boomers (53‐71) Boomers are the first generation to actively declare a higher priority for work over personal life. They generally distrust authority and large systems. Their values were shaped primarily by a rise in civil rights activism, Viet Nam, and inflation. They are more optimistic and open to change than the prior generation, but they are also responsible for the “Me Generation,” with its pursuit of personal gratification.

A recent survey of people born in this era revealed that 63% plan to work at least part‐time in retirement, while 5% said that they never plan to retire, some because they like working, others because they need the money to replace lost retirement savings.

Generation X (36‐52) Generation X is often considered the “slacker” generation. Gen Xers question authority figures and are responsible for creating the work/life balance concept. Born in a time of declining population growth, this generation of workers possesses strong technical skills and is more independent than the prior generations.

Because Gen Xers place a lower priority on work, many company leaders from the Baby Boomer generation assume these workers are not as dedicated; however, Gen Xers are willing to develop their skill sets and take on challenges and are perceived as very

adaptive to job instability in the post‐downsizing environment.

Millennials (20‐35) This group is the first global‐centric generation, having come of age during the rapid growth of the Internet and an increase in global terrorism. They are among the most resilient in navigating change while deepening their appreciation for diversity and inclusion.

With significant gains in technology and an increase in educational programming during the 1990s, the Millennials are also the most educated generation of workers today. Additionally, they represent the most team‐centric generation since the Traditionalists, as they have grown up at a time where Boomer parents programmed much of their lives with sports, music, and recreational activities

to keep them occupied while their parents focused on work.

A major influence from Boomer parents is their willingness to work hard and set goals to achieve the lifestyle they want. They also share many of the common values of patriotism and family from the Traditionalist era. This combination of information and influences makes them far more demanding – both as consumers and employees ‐ than previous generations.

iGen/Gen Z/ Gen 2020 (19 and younger) Members if the ‘iGen’ group are predominantly the children of Gen X. Both the September 11 terrorist attacks and the Great Recession have greatly influenced the attitudes of this generation. The oldest members of this group were young children when the 9/11 attacks occurred. The Great Recession taught them to be independent, and has led to a higher level of entrepreneurial desire, after seeing their parents and older siblings struggle in the workforce. Although the Millennials experienced the recession during their coming of age, iGen lived through it as part of their childhood, affecting their realism and world‐view. It is likely that both events have resulted in a feeling of unsettlement and insecurity within this population.

iGen individuals typically self‐identify as being loyal, compassionate, thoughtful, open‐minded, responsible, and determined. Interestingly, they tend to see their peers quite differently ‐ as competitive, spontaneous, adventuresome, and curious ‐ all characteristics most do not identify readily in themselves.

As consumers, iGen people tend to stay loyal to the brands they shop, and will likely stick with them until they are disappointed by them in some way. In the long term, this is a jackpot for businesses who can uphold their brand promise.


The ability to understand, communicate with, recruit, hire, motivate, train, retain – and sell to up to five different generations at the same time

MISSION CRITICAL SKILL FOR OWNERS:

Consider…• Does your store brand appeal not only externally (to your

customers), but internally to each of the generations in youremployees?

• Are you sourcing the next generation of talent where they live? Doyou have a social networking strategy for recruiting using Facebook,LinkedIn, Twitter, etc.?

• Are you using innovative methods such as e learning, reversementoring, e‐coaching and peer‐to‐peer learning to acceleratetraining and enhance retention?

• Are you preparing your leaders (and yourself) for the nextgeneration of employees?


THE STRATEGY

1. Hire Right

2. Employee Development ‐ Train to Win

3. Build a Powerful Team

4. Be An Effective, Resonant Leader

1. HIRERight!


Hire Right...

• Know what you’re looking for

• Know how to find it

• Know where to find it

A “Hard Wired” Retailer?

• Criteria:

–Matched to a clearly definedset of skills and characteristics

– Situational behavior consistentwith identified top performers

– Demographics (age, gender,experience, race, etc.) is irrelevant

• But understanding how specific generationalissues manifest and knowing how towork with them is not


A “Hard Wired” Retailer?

• ‘Cut Out’ for the job

– Flexibility vs. ‘regiment’

– ‘Spherical’ thinking, ratherthan linear or even circular

– ‘Big Picture’ processing

– Creative Problem Solving

• Generational outlooks may alter the way itlooks, but the underlying patternsare the same

THE FORMULA

Recruiting

Selection

Orientation

Training for Retention


RECRUITING

RECRUITING

• Find the Right People!–Who do you know?

• Personal contacts–Who makes it easy for YOU to spend money?

• Current employees are consumers too!

– Everybody talks about purchases. Ask questions!

• Personal networking is essential if you wantto attract younger people


RECRUITING

• Find the Right People!

– The AD

• If you want ordinary people,run ordinary ads!

• Give your ad the personality of the person you want to hire

• Media should match your regular advertising media –starting with your website!

RECRUITING

Digital Outreach is Essential

• Online Placement Services– Monster.com

– Indeed.com

– ZipRecruiter.com

• Message Boards– Local colleges, universities,

trade schools

• Social Media & Networking Sites– Facebook

– Twitter

– Linked In

• Online Classifieds– Local media

– Trade media


RECRUITING

• Find the Right People!– The LIVE SEARCH STILL WORKS!

• Know exactly what you wantand where to find it

• Know exactly what to say and dowhen you find it! Be Prepared!

A Note About That e‐Reputation…

• Reviews are as important to potentialemployees today as they are to consumers

–Make no mistake – they WILL check you out!

• Reviews that recognize the efforts of specificassociates are especially helpful

– Use a positive e‐reputation as a recruiting tool

• A pattern of negative reviews will verylikely drive the best talent away


SELECTION

SELECTION

• The Application

– Keep it LEGAL!!

– Layout and questions to allow for evaluation of thought process

• Order of work history

• Narratives

– Best to fill it out in the store

• Online Considerations


Selection

• Reframe ‘old school’ criteria & measurements

– Appearance

– Employment history

– Attitudes toward previous jobs

– Conditions that framed previous successes

SELECTION

• Reference checking

– 360o Feedback

• Manager

• Subordinate

• Peer

• Mentor

• Customer

– Ask the right questions to get the right information!


SELECTION

• Integrity Measures

– Traditional Instruments

– Credit Checks

– Alternatives

• Background checking

• Graphology

SELECTION

• The Interview

– Ask the right questions in the right environment

– Look for significant thought and situational response patterns

– Non‐verbal/behavioral cues are as important as actual answers to the questions


SELECTION

• The Interview and the Superstar Salesperson

– Remember the context and the position

• Don’t be sold!

– Listen carefully and ask follow up questions

• Make sure the story makes sense!

SELECTION• Communication/Behavior Style Instruments

– Not a ‘magic pill’

• Effective when used in combination with a well executed plan

– Best uses:

• Differentiating between ‘finalists’

• Determining key characteristic fit for position

• Identifying best training and motivation options

– PDP/ProScan

• Best available for identifying ‘HardWired’ retailers


ORIENTATION

The First Day...

• Bring your new hire in after opening

• Be prepared! Have all paperwork and orientation materials ready

• Start the process with introductions ‐preferably before the first day!

• Begin orientation and training immediately


ORIENTATION

• Set standards and Expectations

– Clearly define company goals and values

• History

• Job requirements

• Service Philosophy

• Code of Ethics

– Probationary Period –Environmental Exposure

• ‘Fit Test’ for company, associate and customers

ORIENTATION

• Assume NOTHING!

– Use a well organized, easily accessible orientation & training program

• Ensure that nothing is missed

• Assign mentors – involve everyone

– Insist on standard protocols for ALL new hires

• Do not assume that experience equates to knowledge or skill appropriate for your environment

• Genuine, quality experience will show

• Even a superstar will benefit from review


2. EMPLOYEE DEVELOPMENTTrain To Win!

AND HE LEAVES?”

“What if I invest all this time, effort and money in him…


AND HE STAYS?

“What if you DON’T…

The Value of Employee Development

• Training helps your business run better.

– Trained employees are better equipped to handle customers, make a sale or use computer systems

• Effective training frees you up to work ON your business rather than IN it

– Allow clients and tasks to be handled by qualified associates with the knowledge, skill and authority to make quality decisions



• Training is a recruiting tool.

– Today's young workers want more than a pay check. They are geared toward seeking employment that allows them to learn new skills

– You are more likely to attract and keep good employees if you can offer growthopportunities


• Training promotes job satisfaction.

– Nurturing employees to develop more rounded skill sets helps them contribute to the company

– The more engaged and involved they are in working for your success, the better your rewards

• Training instills loyalty and commitment

– Staff looking for the next challenge will be more likely to stay if you offer ways for them to learn and grow.



• Training adds flexibility and efficiency

– Cross‐trained employees are capable in more thanone aspect of the business

– Variety keeps them interested and will beenormously helpful when setting schedules orfilling in for absences.

– Cross‐training fosters team spirit, asemployees appreciate the challengesfaced by co‐workers.


• Training is essential for knowledge transfer.

– If only one person has special skills, recoupingtheir knowledge if they suddenly leave thecompany is difficult

• Part time workers perform better

– Offer them a chance to learn new skills and yourbusiness will benefit from their experience


EMPLOYEE DEVELOPMENTTraining ‐ Coaching ‐Mentoring

Training…

Providing instruction with the intent of building skill for a specific task


TRAINING

• Structure to accommodate the thoughtpatterns of career retailers

– Adaptable to generational needs

–Modular and flexible

– Sensitive to various learning styles

– Associate driven ‐Management monitored

– Skills immediately transferrable to productivity

Wiring and Training

• Capitalize on HardWired traits in training:

– Provide ways to classify skills and behaviors

– Lists ‐particularly checklists ‐ areeffective and memorable.

– Use models that are non‐linearand define cause and effect

– Train to balance instinct(emotion) with reason


Knowledge vs. Skill

• Knowledge is the delivery and retention ofinformation and concepts– The “KNOW”

• Skill is practical application designedand intended to get results– The “USE” or “DO”

• But Remember…

All the knowledge in the World

Will Never Make Your

Register Ring!


For Training To Be Effective

• Associates must care about learning

• Program must be structured and run well

• New skills must be immediately applicable

• Context must be ‘real world’

To truly hone the skills of your employees, offer them opportunities to step out of their comfort zones and learn to perform under pressure.


Options

• In‐store, ‘instructor‐led’ training

• Self‐study

– Traditional

– On‐line

TRAINING

In‐Store/Instructor‐Led


Effective Training Sessions

• Company driven or vendor driven

• In person or via ‘live’ Web delivery

• Offers something for everyone

– Involvement increases potential for success

– Varied methods of delivery insure retention

• Minimizes salesperson boredom

– Sessions are active and interesting

– Ensure participation by sharing leadership

Effective Training Sessions

• Keep it Active

– Discussion over lecture

– Emphasize ‘see’ and ‘do’ along with ‘hear’

• Don’t confuse the issues

– Focus on key points

– Stay on track and avoid distractions

• Clear and meaningful exercises

– Designed to get the ‘A‐Ha!’


It’s the Way We Learn!The Experiential Learning Cycle

Experience

(Activity/Doing)

Publishing

(Sharing reactions & observations)

Processing

(Discussion of patterns and Dynamics)

Applying

(New, more effective behaviors)

Generalizing

(Making ‘real world’ connections)

CONSISTENCY

• Take away the surprise. Trainees should know what to expect.

• Frequency and schedule

– A mandatory weekly regiment works best

– Start and end on time

• Format

– Let them know what will happen and what part they will play

– Provide agendas in advance to allow for preparation


TRAINING

Self‐Study

Effectiveness

• Remember the difference between training and education

– Self‐study, if not carefully managed, becomes barely‐effective education

• Minimal information transfer

• Even less skill development

• Associate commitment to learning is even more critical


Traditional Self Study

• Company or Vendor driven

• Traditional means

– Study manuals (paper or on‐screen)

– Pre‐recorded video/DVD

• Must be accompanied by carefully plannedcoaching/mentoring

– Demonstration to measure information retention

– Practice to measure skills development

Traditional Self Study

• Traditional self‐study must be accompanied bycarefully planned coaching/mentoring

– Demonstration to measure information retention

– Practice to measure skills development

• Agreed upon learning goals are essential

– Timelines and measurable skills development

• Use planned assessment tomonitor progress


On‐Line Learning

• Company or Vendor driven

• Online delivery

– Interactive courses using speciallydesigned platforms

• Assessment exercises and retention quizzesbuilt in

–Monitoring easier, not eliminated

– Still need to measure ‘fit’ with yourculture and needs

On‐Line Learning

• Check delivery methods carefully

– Providers often represent traditional read andstudy as online learning

• Think Kindle or iBook vs. paperback

• Agreed upon learning goals are essential

– Timelines and measurable skills development

• Have a plan for follow up

– Set your objectives and expectations

– Set up your own assessment


COACHING

• The best people are the most demanding!

• Ongoing performance management

• Consistency

– Goal setting

– Praise

– Reprimand/Re‐direction

Goal Setting…

• Effective goals are SMART:

– Specific

–Measurable

– Achievable, yet challenging

– Relevant

– Time‐sensitive


Goal Setting…

• For best results

– Ensure that goals are spelled out in detail

– Put it in writing

– Review, update and adjust regularly

Praise…

• Effective Praise Is…– Immediate

• Praise progress‐ don’t waitfor perfection

– Specific• The details are important

– Public• To the comfort of the associate

– Designed to foster continued progress


Reprimand…

• Effective Reprimand Is…– Immediate

• Don’t collect a list before acting– Specific

• About both details and behaviors– Private– Appropriate for developmental level

• Don’t reprimand a learner. Rather, re‐direct.

– Accompanied by a plan for growth and change

Mentoring

Imparting knowledge and skill through modeling behavior in a trust‐based relationship


Mentoring

• The good version of ‘they see youand want to be you’

– Respect for you as a person, as a business ownerand and as a leader

–Willingness to learn from you in an effort to mimicyour success

• With clients

• With co‐workers

Successful Mentors...

• Know themselves

• Clearly recognize their strengthsand opportunities

• Observe and analyze theirsituation and environment

• Are flexible and adjust to the needs of thepeople who rely on them


Know Yourself

• Know your own style

– How do you deliver a message?

– How do you best hear and understand?

Know Yourself

• Recognize your strengths and Opportunities–With whom do you normally do well?

–Who is a source of frustration?

–Why?


The Importance of Flexibility

• Observe and analyze your situation andenvironment– Recognize the demands

– Define your role and responsibility

The Importance of Flexibility

• Develop the ability to adjust

– The importance of‘Listener‐specific communication’

– Build new strategies to meet the needs


EMPLOYEE DEVELOPMENTIn YOUR business today

Today’s Real World

• Challenging new topics

– Policy issues

• Electronic communication, dress code, harassment, etc.

• Economic realities

–Who pays?

• Employees, vendors, you?

• Investment protection

– Employment commitments/contracts?


3. BUILDA Winning Team

“A Small Team of A+ Players can run circles around a giant team

of B and C players”Steve Jobs


The Productive Approach:

• Choose wisely!

• Put the right pegs in the right spaces!

• Manage strengths and manage AROUND weaknesses!

The Productive Approach:

• Set standards and clarify roles

• Understand the workings of a TEAM

• Demonstrate effective, creative leadership communication and behaviors


Objective: SYNERGY...

The whole performs better than each of its individual parts…

NO wasted resources!

Consider Your Current Team

There’s something to be said for “potential”…


Consider Your Current Team

There’s something to be said for “potential”…

• But you can’t polish a brick!

Key Insights…

• Our focus becomes our reality

• Change is difficult – not impossible

• The best solutions come when a team functions ‘outside the box’


IN or OUT?

IN THE BOX

• Focusing on problems

• Resources are scarce

• “Yes,… but”

• Attitude is critical and negative

• Thoughts are formed by patterns

• Communication is careless

• Why it can’t be done

OUT OF THE BOX

• Focusing on opportunities

• Creating new resources

• “Yes – and…”

• Attitude is appreciative and optimistic

• Thoughts are flexible and free‐flowing

• Communication is clear and direct

• How it can be done

What it takes to get out of the box…

IS YOUR DECISION TO GET OUT OF THE BOX!


Stepping Outside the Box

• The most confident way to move to the future (Outside the Box) is to carry forward the best parts of the past (What’s Inside The Box.)

• You can do more of what works as you invent new ways to meet the changing environment.

The Seven Pillars of Teams

• Shared Goals

• Defined Roles and Methods

• Commitment & enthusiasm

• Supportive Relationships

• Learning Culture & Values

• Creative Problem Solving

• Emotionally & Socially Intelligent Communication


Emotional Intelligence

• Intrapersonal intelligence –understand and direct yourself

• Competencies

– Self‐Awareness – recognize moods & emotions

– Self‐Management – self‐control and redirection

– Social Awareness – behavior in situational context

– Relationship Management – relative to others

Social Intelligence

• Interpersonal intelligence – get along with others and earn cooperation

• Competencies

– Situational Awareness ‐ context

– Presence – ‘bearing’

– Authenticity –motives and congruence

– Clarity – communicate clearly and with impact

– Empathy – building connections


4. BE AN EFFECTIVE, RESONANT

Leader

LEADERSHIPBASICS


Practical Leadership …

• Keeping the good people you have

• Helping them achieve to their full potential

• Getting them to do what you need them to do ‐ consistently

Leadership vs. Management

• Managers influence by authority of position and title

– Appointed

– Responsibility based on position & task

• Leaders influence because people choose to follow them

– Earned vs. appointed

– Responsibility based on position and relationship


Leadership vs. Management

• Leadership is not a set of traits or skills… it is the relationship between those who choose to lead and those who choose to follow

• If you don't have voluntaryfollowers, you’re not a leader

AUTHORITY

Is a poor substitute for LEADERSHIP


Who Were/Are Your Leaders?

• Think about the important leaders in your life

–What leadership characteristics did they demonstrate?

–What made them a ‘leader’?

–Why did you follow them?

–What did they DO to inspire you to follow them?

Leadership Characteristics

• Is there such a thing as a ‘Born Leader?

– It is possible to LEARN the skills necessary to be an effective leader?

– Constantly learning and integrating what you learn is key to building your leadership skills


Your Beliefs and Values

• Your beliefs define the essence of your leadership perspective and style.

• Your beliefs evolve from:

– The people who influenced you

– Your purpose in life and work, in particular

– Your values in life and work.

Alignment is CRITICAL


Walking the Talk

• Your leadership behavior should be a reflection of the values and behaviors you are encouraging in others.

• People learn from your behavior, not your words.

• Leaders must walk their talk!

The ‘Today’ Dilemma

• The best and brightest today come from an entirely different place

– The ‘Trophy Kids’

– Expectations are defined by experience• Entitlement

• Self‐focus

• Need to contribute and be involved

• Add in the multi‐generational conundrum

– Attitudes and needs in the rest of the workforce are shaped by the largest group


IN TODAY’S ENVIRONMENTEffective leadership is more about INSPIRATION than DIRECTION

Be A Resonant Leader

• Use Emotional and Social Intelligence skills

– Renew themselves

– Create positive relationships

– Foster a healthy, vibrant environment

– Engage others toward a common goal


Resonant Leaders

• Consistently demonstrate and cultivate three key internal characteristics

–Mindfulness

– Hope

– Compassion

Mindfulness

CompassionHope

Mindfulness

• Awareness of what’s really happening with your body, mind and spirit while paying equal attention to what’s going on around you

• No one specific path to Mindfulness

– Personal and Individual ‐ yet essential

• Exercise

• Meditation

• Music Mindfulness


Hope

• Charting a course of action for yourself and those around you

– Clearly articulated goals

– A sincere belief that goals can be met

– Reaching goals with a sense of well being

• Hope is the ‘primer’ for other positive emotions and thoughts in ourselves and others

Hope

Compassion

• Empathy and caring, translated into action

• Help others to discover and realize their dreams

–Minimize prejudice and pre‐judgment

– Find out what makes people tick

• To be truly ‘resonant’ with others, you must genuinely care about them

Compassion


Top Organizations ‐ Best Practices

• Innovation: Set Your Strategy

• Environment: Support with a Strong Culture

• Organization: Connect Your Innovators

Top Organizations ‐ Best Practices

• Resources: Capitalize on Enabling Technology

• Process: Enable Easy Knowledge Management

• Integrate: Leverage the Value of your Assets


If They:

• Believe what you believe

• Want what you want

• Share your passion and vision

• Take great pride in what they do and in their own role within your organization

If Your Actions Inspire Others To

• DREAM more

• LEARN more

• DO more

• BECOME more

You’re earned the right to call yourself a

RESONANT LEADER


THE STRATEGY

• Hire Right

• Train to Win

• Build a Powerful Team

• Be An Effective, Resonant Leader

For More Information…

DIRECT9628 Whetstone DriveMontgomery Village, MD 20886(240) 683‐0224 Office(240) 731‐1471 [email protected]

BUSINESS OFFICE5242 Aster AveCanton, OH 44705(330) 492‐1100 Office(330) 492‐1101 [email protected]


presented rjo tampa training... · millennials •work with, not for •tablet/ smart phone...

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