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1. Keep An Open Mind (ability to learn and adapt to new ways)2. Take Notes (lots of notes, and refer back to them)3. Ask Questions (answers to your questions teach everyone)4. Refer to Employee Handbook often (tag with notes)5. Accept that there are no absolutes in Team Member or guest situation

management. Actions will depend on the specific facts of each situation and good managers use good judgment. Never hesitate to ask for direction first; getting other opinions is often improves decisions.

6. Remember that Managers are always “on stage” and held to higher standards of behavior than Team Members.

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Culture is our competitive advantage.Culture is our competitive advantage.

Great workplaces exist where employees:Trust the people they work for; Have pride in what they do; and Enjoy the people they work with.

3

Santikos theatre employees, facilities and products are always of highest quality, operating with high standards of cleanliness and friendliness.

Santikos Theatres provides the highest quality state-of-the-art projection, sound and comfortable movie entertainment experience in our markets.

Every Team Member’s primary job duty is to help create a great experience for every guest on every visit.

Guests are always treated with respect and dignity, even if their behaviors are disrespectful or inappropriate.

Every Team Member is challenged to turn each service recovery incident into a special experience for the guest.

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Guest Expectations have increased dramatically.

Guests are buying an expectation of performance and service.

Guests want to be “wowed.”

Exceeding their Expectations requires Attention to Details.

The Future of Guest Expectations is Faster, Better, Faster, Better, Cheaper, Friendlier Cheaper, Friendlier

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• Building blocks to organizational culture. • Defining, measuring, and improving core values can

enhance the organizational culture. • Provide a common language to address unacceptable

behaviors in a less threatening way. • Guide decisions and emphasize what is important to

the business as it continues to change and improve. • Influence business performance and results.

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““Your beliefs become your thoughts. Your beliefs become your thoughts. Your thoughts become your words. Your thoughts become your words. Your words become your actions. Your words become your actions. Your actions become your habits. Your actions become your habits. Your habits become your values. Your habits become your values. Your values become your destiny.” Your values become your destiny.”

Mahatma Ghandi Mahatma Ghandi Leader of Indian independence movement in British-ruled India. Leader of Indian independence movement in British-ruled India.

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““Core values are not something people “buy-in” to ….”. Core values are not something people “buy-in” to ….”. People must be predisposed to holding them. How do we get people to share our core values? You don’t.

--You can’t put in what was left out.----You can’t put in what was left out.--Instead, the task is to find people who are already predisposed to sharing your core values. You must attract and then retain these people and let those who aren’t predisposed to sharing your core values go elsewhere.”

Jim Collins, author of Built to Last

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Developing Core Values Exercise

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1. Live the values – Model the behaviors so others can learn.

2. Teach the values – Include in employee orientation and other training by telling the story behind each value and the expected behaviors of each value.

3. Recognize the values – Reinforce the behaviors of employees that demonstrate core values through timely recognition and reward.

4. Hire new people based on the values – Recruit people who already have values that are in alignment with the company’s core values.

5. Review people based on the values – Incorporate core values as part of your performance management process. Each core value comes with a set of behaviors that are measurable and specific that forms part of performance review.

6. Let people go based on values – It is very hard to train a person to behave consistently in alignment with core values if they don’t truly have those values themselves. No matter how good of a performer that employee is, at the end of the day, your organization needs to maintain its credibility and commitment to its core values.

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Manager/Leader Roles Develop SkillsDirect BehaviorsInfluence Perspectives

Leadership Requires1. Technical expertise plus

general operations knowledge

2. Integrity3. Ability to implement

organizational change4. Strong communication

skills5. Ability to motivate and

mentor

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Leadership is an influence process.

Risk-TakerChildlike

Iron fist/velvet gloveVisionaryMotivator

MBWA

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1. Select a Person based on their talent, not simply on experience, intelligence, determination or likeability.

2. Set Expectations by defining the right outcomes, not the right steps.

3. Motivate the Person by focusing on their strengths, not on their weaknesses.

4. Develop the Person by helping them find the right fitfind the right fit, not simply on getting them to the next rung on the ladder.

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Talent is more important to companies than capital, strategy or R&D!

► WHAT DRIVES THE ATTRACTION PROCESS FOR CANDIDATES TODAY(In U.S. companies according to Towers Perrin survey)

Top 5 Drivers

Competitive Base PayCompetitive Health-care BenefitsWork-life BalanceCareer Advancement OpportunitiesSalary Increases Linked to Individual Performance

Successful people attract other successful people!

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Employee-related activities that consume supervisor time1. Interviewing and selection of new employees2. Training, coaching and mentoring employees3. Problem solving of performance, behavior and attendance concerns

The quality of your selection process (#1) significantly impacts the time you spend on #2 and #3, as well as impacts costs throughout the org.

► Hiring well takes commitment of important time and effort to the recruiting, interviewing and selection process by every hiring manager. Acquiring new talent requires the same diligence as does making any investment.

► Organizations that are most likely to succeed are the ones that spend the most energy on attracting, selecting, developing and retaining talent. Tactically, every employee should become engaged in this process as a seeker of talent for the organization.

►You are the gatekeeper. Be thorough….follow the process….be responsive….be quick. Assume all good candidates have other options, because they do!

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The goal of the interview is to learn enough about the candidate to predict on-the-job performance and behavior; to discover whether the candidate’s recurring patterns of thought, feeling or behavior match the job.

Process works....Prepare for the interview…Follow the process Competency-based behavioral interviewing forms the framework of an

effective, high quality, consistent hiring process.>Know the job’s essential functions and experience/skills requirements. >Identify key job-related behavioral competencies and core attributes

the candidate needs in order to be successful in your unit. >Develop a profile of the successful candidate…Identify your “A” players

in each position and describe why you give them that grade….This becomes the profile against which you measure all candidates, and your test they must pass to be selected for hire.

>Past and present behavior is still the best predictor of future behavior< 16

► Thoroughly review every page of the completed employment application. Note questions to explore from application.

► Prepare with your interview questionnaire/guide. Structured Interview Guides help you focus questions on job-related

issues and ensure that you ask the same questions of every applicant, helping you avoid the appearance of discrimination.

An Objective Interview focuses on job related questions which are stated in a non-discriminatory manner.

A Subjective (unstructured) Interview is unfocused, with the interviewer asking different questions of different applicants, making objective comparison of candidates and the hiring decision less valid, making it easy target for discrimination claims.

A job-related, objective interview which is consistently administered can be better defended by the employer in the case of a discrimination challenge. Subjective interviews are difficult to defend.

► Be prepared to describe success in this position.► Know what questions and topics to avoid in the interview.► Have at least two interviewers interview each candidate.

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► Establish rapport with a handshake, smile, thank you for coming in today, etc. Make eye contact and note whether applicant makes and holds eye contact.

► Introduce yourself and explain your connection to the job opening, and how the position fits into the operation.

► Ensure you have a private place in which to interview; no interruptions.► Explain the interview and selection process and timing. ► Follow your interview questionnaire.

- Open-ended questions are broad, allowing the applicant considerable freedom to determine the amount and kind of information to give. Avoid questions that can be answered yes or no.

- Leading questions suggest a certain answer is expected or desired by the interviewer.

- Behavioral vs. Hypothetical Questions - Past behavior is still the best predictor of future behavior. Ask for specific examples.

- Objective vs. Subjective Interview – Focus on job related information, asking the same basic questions of every applicant for the same position.

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► Allow the candidate ample time to fully answer your questions. Candidate should talk more than you talk in the interview. Watch for failure to take responsibility/blaming others…Ask how did

your actions affect the end result?Confront evasiveness directly, or you lose control of the interview…Ask

again and don’t move on until you receive a response.Ensure you find the answer to the central question – What is the level of

the candidate’s ability to do the job?► Confirm the pay range that candidate will accept.► Take notes only about the job related answers the candidate gives you.► Sell Santikos to candidates, no matter whether you intend to hire them

or not. You are a public relations representative for the organization every time you interview job applicants.

► Spend at least 45 – 75 focused minutes with each candidate. ► Wrap up by asking the candidate if they have questions for you.

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INTERVIEWER:► Does more talking than the interviewee► Jumps around in questioning, not following a logical sequence► Concentrates on breadth, rather than depth, of interview. Tries to cover

a great many areas rather than probing a few areas in greater detail► Jumps to conclusions; relies too heavily on first impressions; often results

in failure to probe or pursue points mentioned by applicant► Conveys negative judgment either non-verbally or by types of questions

asked► Telegraphs “right” answers by the way he/she structures questions► Puts applicant on the defensive or under stress► Fails to translate information or impressions to on-the-job behavior► Makes hiring decision based on something not related to the job

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► Consider cultural fit and specific interpersonal style fit► Look for the presence and absence of repeated patterns of

behavior► Complete your Candidate Interview Evaluation document► Rank order multiple candidates if applicable► Discuss candidate evaluations, positive hiring indicators and red

flags with all interviewers for multiple viewpoints► Check references

► Extend offer, arrange start date, instruct candidate on what documents they need to bring, schedule orientation, issue uniform

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- Key message to new employees at orientation- We recognize the importance of finding and retaining excellent staff.

We’re glad you’re here!

Our corporate culture greatly values employees who: Exhibit a positive, service approach to each work day Consistently treat guests and co-workers with respect and courtesy Strive to maintain high standards of performance Model our mission-based philosophy of exceptional guest

experiences

Santikos is a dynamic organization. Leadership is constantly seeking new ways in which we can improve and add to the guest experience. Employees who are open to new learning opportunities and jump in

where they are most needed will be the most successful here.22

Properly “On-board” each New Employee to the team.

Use an Orientation Checklist to ensure they have: __Been introduced to their co-workers and managers __Been given employee ID # and set up in biometric time clock __Been issued uniform and uniform guidelines__Instruction on phone and computer use__Been instructed who to see for all facets of their work performance__The knowledge and equipment needed to do their job__Information about where and how to get job duties, policy and

procedure updates, information, training, uniform items, supplies __Appropriate access cards, codes and keys to systems and buildings__Name tag and business cards (if applicable)

How Do You Rate?

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1. Age Discrimination in Employment Act of 1967

2. Americans with Disabilities Act of 19903. ADAAA – ADA Amendments Act - 20084. Civil Rights Acts of 1866, 1871 & 19915. Consolidated Omnibus Benefits

Reconciliation Act (COBRA) of 19866. Consumer Credit Protection Act of

19687. Economic Growth and Tax Relief Act of

20018. Employee Polygraph Protection Act of

19889. Employee Retirement Income Security

Act (ERISA) of 197410. Equal Pay Act of 196311. Executive Order 11246 of 196512. Fair Credit Reporting Act of 196913. Fair Labor Standards Act of 193814. Family and Medical Leave Act of 199315. Health Insurance Portability and

Accountability Act (HIPAA) of 199616. Immigration Reform and Control Act of

1986

17. Mental Health Parity Act of 199618. National Labor Relations Act of 194719. Newborns’ and Mothers’ Health

Protection Act of 199620. Occupational Safety and Health Act of 197021. Older Worker’s Benefit Protection Act 199022. Patient Protection and Affordable

Care Act 2010 (Health Care Reform)

23. Sarbanes-Oxley Act of 200224. Service Contract Act of 196525. Social Security Act of 193526. Title VII of the Civil Rights Act of

196427. Uniform Guidelines on Employee

Selection Procedures of 197828. Uniformed Services Employment and Reemployment Rights Act of 199429. Vocational Rehab Act of 196330. Worker Adjustment and Retraining Notification Act of 1988

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Santikos Mission, Vision, Values are reflected in our people treatment.

HANDBOOK PAGE

__ Equal Employment Opportunity__ Ethics and Conduct__ Anti-Discrimination & Harassment Policy__ Drug-Free Workplace Policy__ Electronic Communications Policy__ Workplace Violence Policy__ Non-Solicitation__ Problem Resolution Policy

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Verbal, nonverbal or physical conduct the belittles or Verbal, nonverbal or physical conduct the belittles or shows hostility, distaste or hate toward and individual shows hostility, distaste or hate toward and individual

based on race, color, sex, religion, national origin, based on race, color, sex, religion, national origin, disability and/or age.disability and/or age.

Conduct is unlawful when it creates a work Conduct is unlawful when it creates a work environment that is intimidating, hostile or offensive environment that is intimidating, hostile or offensive

to reasonable people.to reasonable people.

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Form of discrimination that involves unwelcome sexual advances, request for sexual favors and other verbal or

physical conduct of a sexual nature.

Types1.Quid pro quo “This for That”2.Hostile environment harassment

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An employer may not:FireDemoteHarassOtherwise “retaliate” against an individual for filing a charge of discrimination, participating in a discrimination proceeding or for opposing discrimination.

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Disability DiscriminationProtects a qualified employee or applicant with a disability who, with or without reasonable accommodation, can perform the essential functions of the job.

Age DiscriminationProtects individuals, applicants and employees who are 40+ years old from discrimination based on their age

Equal Pay, National Origin, Pregnancy, Race, Religion, Sex-based

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You are responsible for ensuring that Employees under your supervision are…

__Appropriately selected and matched to their job requirements__Oriented to the overall operation and their job duties__Provided with specific job expectations and goals__Trained to satisfactorily perform their job requirements__Guided in their day-to-day work activities__Provided with regular, specific verbal and written feedback about

how they are performing against your expectations__Publicly and privately recognized and rewarded for their

accomplishments__Comfortable communicating with you in an open and honest

mannerHow Do You Rate?

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Full time status:Full time status:Works 30+ hours per week on consistent basis.Eligible for all company benefits.

Part time status:Part time status:Works 28 hours per week or less on consistent basis. Eligible for employee movie and food discount benefits only.

Seasonal status:Seasonal status:May be employed in this status up to 150 days in a consecutive period.Must have a minimum 90 day break in employment between termination date and next hire date. May work unlimited number of hours per week.Eligible for employee movie and food discount benefits during periods of active employment.Accrues no other benefits for any period of time they work in seasonal status.

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Job Descriptions/Job Grade Matrix Job Description establishes essential functions for

√ Pay benchmarking, internal and external consistency in pay treatment

Regular or Seasonal andFull Time or Part Time andNon-Exempt or Exempt** andSalaried or Hourly Paid

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**FLSA (Fair Labor Standards Act) determines exempt/non-exempt status of job based on the job’s “essential functions.”

Job DescriptionsJob Descriptions- Essential functions- Required experience, skills, education, licensure- Physical requirements- FLSA status

Job Grades & Salary RangesJob Grades & Salary Ranges- Salary Ranges- Minimum – Midpoint – Maximum - Market Survey Data

Position and Pay ChangesPosition and Pay Changes- Salary and Status Change Form- Approvals

Benefits and PTO EligibilityBenefits and PTO Eligibility- Minimum 30 hours on average per week

Annual Performance EvaluationAnnual Performance Evaluation-Pay for Performance

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PTO Paid Holidays

Incentive Compensation Contests Specific Bonus Plans

Income Tax Savings Programs Pre-tax premiums Flex Spending Accounts

HealthcareDependent

Employee Assistance (EAP) Wellness Health Insurance Life Insurance

Disability Income Protection PTO » Short Term Disability »

Long Term Disability

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Handbook Page

__ Paid Holidays __ PTO (Paid Time Off) __ Leaves of Absence – LEAVE REQUEST FORM & PROCESS __ Absences of 2 or more consecutive days for medical reasons__ FMLA__ Military Leave__ Jury Duty__ Bereavement Leave

__ Timekeeping and Payroll ProcessingExempt Time Charging ProceduresPayroll Processing Deadlines

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To ensure coverage under our worker’s compensation insurance, when an accident or injury occurs, Supervisor is to:

1. Determine severity of injury or medical condition and respond accordingly. >Serious or life threatening injury or medical emergency – Call 911

>Injury or medical condition requiring more than basic first aid treatment – Escort injured employee to nearest urgent care clinic or emergency room>Injury or medical condition requiring only basic first aid or no treatment – Administer first aid as neededDrug test at the time of treatment is required.

2. Report injury/incident to supervisor 3. Complete Employer’s First Report of Injury or Illness (DWCC Form-1) and

Incident Report Form and submit to Incident@Santikos.comIt is the responsibility of the injured employee and their supervisor to ensure every accident, injury and occupational illness is immediately reported with First Report of Injury form, through the Incident Report process.

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When is a formal Leave of Absence Request Required?When absent for more than 2 consecutive days for:

1. Personal medical condition**

2. Family member medical condition3. Military service obligation4. Bereavement leave

When absent for more than 2 weeks for:Personal reasons (non-medical) (school, training, sabbatical etc.)

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**Employee must present a medical **Employee must present a medical release to HR before returning to work**release to HR before returning to work**

Handling Employee PHI Supervisor HRMake every effort to avoid engaging in a discussion about medical conditions

with employee making a medical leave request . Refer employee to HR for specific questions about employment status and

FMLA eligibility.LEAVE OF ABSENCE PROCEDURES1. Employee completes Leave Request Form and presents to supervisor. 2. If leave request is for personal medical, family medical, military or

bereavement, manager contacts HR to discuss options prior to approving leave. HR will advise on approval process from there.

3. If leave request is for personal/vacation in excess of 2 consecutive weeks, supervisor is free to approve or disapprove, then send approved leave request form to HR.

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Initial New Hire Training Theatre Operations Orientation

Performance Documentation Supervisors should maintain confidential journal Employees should track and document their own performance and

accomplishments

Employee Development Develop Bench Strength through Succession Planning Internal posting procedure / promotional opportunities

Management Development Leadership & Supervisory Skills Training Manager In Training

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A Players – lead by example and do things without expectation of reward, enticement or punishment

B Players – are “status quo” oriented, rarely push out of their comfort zone and require others around them to inspire them

C Players - have excuses or reasons why they are not promoted or move up in an organization and typically have an entitlement mentality. They bring others around them down and cause stress.

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It is the supervisor’s job to:1. Be clear about performance expectations2. Provide regular feedback3. Hold employees consistently and equitably accountable

Event-Interpretation-Feedback-Meaning Model of giving feedback

1st Describe the event you are concerned about in behavioral, inquisitive terms.

2nd Relate your interpretation of this behavior in a non-threatening, inquisitive manner.

3rd Allow for feedback since you obviously are not a mind reader, might not have all the facts, and may want to clarify your perception.

4th Empathetically reflect meaning with this adjusted insight.

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Supervisor’s Responsibilities1. Provide your subordinates with description of their duties

and performance expectations.2. Regularly communicate with them to let them know how

they are performing against those expectations.3. Make a dedicated effort to appreciate good work.4. If performance or behavior deficiencies are identified,

take appropriate corrective action immediately.5. Work with Human Resources before any written

corrective action document is presented.6. Role play employee coaching in advance if necessary.

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JOURNALJOURNAL

• Excessive procrastination on key (necessary) items• Milking “fun” assignments so that they last• Dodging “big” opportunities• Not jumping in to help• Overly customizing routine responsibilities • Clock watching - Days go s.l..o…w…..l………y………..• Daydreaming about “wish I was…”• Attitudes: negativity, defeatist, obstructionist, overly

controlling, micro-managing, etc.• Lack of positive stress, lack of high 5

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Eliminate “disciplinary action” from your vocabulary. Key objective of any corrective action is to correct the problem, prevent recurrence and prepare the employee for satisfactory future service.

The Supervisor is responsible for ensuring fair treatment of all employees by making certain that corrective actions are prompt, uniform and impartial.

In Performance Coaching effective supervisors:1. Maintain and enhance employee self esteem2. Listen and respond with empathy3. Ask for the employee’s help in solving the problem

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PERFORMANCE, ATTENDANCE, BEHAVIOR ISSUES GENERALLY DO NOT IMPROVE WITHOUT INTERVENTION. IN FACT, THEY WORSEN IF NOT ADDRESSED.

GENERAL PROGRESSIVE CORRECTIVE ACTION PROCESS IS »1st» Verbal »2nd» Written/Final

Corrective Action document and conversation should include:1.Specific reason for the warning2.Explanation of what employee must do to correct the problem3.Reference to previous problems, discussions, corrective actions, expectations 4.Reasonable time limit for improvement5.Consequences of not correcting and sustaining

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After you make your expectations clear, COACH!After you make your expectations clear, COACH!

Individual team members need to know their roles, how to Individual team members need to know their roles, how to perform them and how to work together.perform them and how to work together.

Observe and listen….Observe and listen….Provide feedback – good and not good Provide feedback – good and not good

Remember….no matter what we Remember….no matter what we saysay we expect, over time, we expect, over time, what we what we toleratetolerate becomes the accepted standard. becomes the accepted standard.

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Annual Appraisal of all full time employees in Feb./Mar./Apr.Non-Manager and Manager Appraisal Electronic Formats

1. Employee Self Appraisal based on criteria → forwarded to Supervisor

2. Supervisor Appraisal of employee based on criteria Supervisor gives overall performance rating & signs3. Supervisor and Employee meet to discuss appraisalEmployee signs appraisal 4. Supervisor submits completed appraisal to HR for personnel file

====================================================================================

PERFORMANCE RATING SCALE1 Superior – Performance is always significantly beyond expectations. Few employees achieve

this rating. 2 Outstanding – Performance mostly exceeds many of the expectations; successfully achieving

all others.3 Fully Acceptable – Performance fully and consistently meets expectations; occasionally

exceeds. 4 Unacceptable – Performance does not consistently meet expectations; often falls short. Corrective action should be taken to address needed improvement.

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They are often neglected.They set the pace you want

others to follow.

Thank them. Thank them. Thank them.Solicit their ideas and recommendations.Ask them how you can help them achieve their goals

and be more effective at work.

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A A PlayersPlayers

Do not start on positive note; don’t give mixed messages.Don’t pretend like the issue is “no big deal” No Oreo Cookie - Compliment, slip in the real message, then end with compliment. No Machine Gun Nelly – Splat the criticism Tell the Truth fast and get it over with! Briefly state your positive purpose.State the facts, events – what and when.Explain the why and consequences

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Safety is of primary importance. Call security 1st if necessary.Before taking any employment action, consult with HR on

appropriate options.Severity of incident may warrant immediate suspension

(paid or unpaid) in order to protect consumers and co-workers.

Investigation should be conducted quickly but thoroughly and in an unbiased manner. Involve multiple managers.

Documentation Incident Report – Employee Statement Witness Statements – Manager’s documentation

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SUPERVISOR RESPONSIBILITIES – OVER-PREPARE – PRE-DISMISSAL CHECKLIST1. Work with Human Resources on problem resolution leading up to request to

dismiss.2. All dismissals must be formally approved in advance by Chief People and

Operations Officer.3. Plan who will pick up the individual’s work and how it will be transferred.4. Plan/script precise dismissal meeting – Role Play as necessary

Time and location of dismissal meeting; develop contingency plan Two managers/supervisors in the dismissal meeting with Employee. Coordinate disabling of systems access, packing of personal belongings,

obtaining company property and escorting from building. Script and coordinate communication about employee’s departure to

remaining staff with need to know.Carry out dismissal per plan and follow up with HR on any outstanding issues or

concerns.

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Supervisor ResponsibilitiesWhen your Employee gives you notice of their resignation:1. If this is an employee we want to retain, discuss their reasons for

leaving with them and how we might retain them. 2. Obtain completed and signed Resignation Form from employee.3. Notify your manager.4. Complete Termination Form with correct reason for leaving, attach

resignation letter, submit to Payroll for exit scheduling.5. If the position must be replaced and no internal candidate is

available, contact HR for posting and recruiting.6. Coordinate transfer of job responsibilities in the interim.

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The cost of losing and replacing critical talent is far greater than the cost of retaining it .

Nationwide estimated total turnover costs range from 30% to 100% of employee’s annual salary .

A 2% reduction in turnover loosely equates to a 1% increase in profit margin.

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►What is Employee Engagement? “…the extent to which employees commit to something or

someone in their organization and how hard they work and how long they stay as a result of that commitment.”

Leaders committing to principles about how people should be managed

►Why is it Important? Employee engagement is a critical factor in an organization’s overall

success; creating a great workplace is a strategic advantage The higher the percentage of engaged employees, the more likely that

our guests will receive the exceptional experience we want.►Managers/Supervisors directly affect how long an

employee stays and how productive they are.

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Building blocks of a highly engaged workplace culture► Caring, Competent and Engaging Senior Leaders► Effective Managers Who Keep Employees Aligned

and Engaged► Effective Teamwork at all Levels► Job Enrichment and Professional Growth► Valuing Employee Contributions► Concern for Employee Well-Being

How do we rate? ____How do we rate? ____55

Opposite of Universal Engagement Drivers► Loss of trust and confidence in senior leaders► Mismatch between the job and the person► Too little coaching and feedback► Too few growth and advancement opportunities► Feeling devalued and unrecognized► Stress from overwork and work-life imbalance► Job or workplace not as expected

How do we rate? ____How do we rate? ____

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Doing GREAT work is making a difference people love.Doing GREAT work is making a difference people love.There are two finish linesThere are two finish lines

1.1. Good WorkGood Work2.2. GREAT WorkGREAT Work

What is the most important thing my manager or company can do to What is the most important thing my manager or company can do to cause me to do GREAT Work?cause me to do GREAT Work?1.1.Recognize me. Appreciate GREAT Work.Recognize me. Appreciate GREAT Work.2.2.Inspire me.Inspire me.3.3.Give me autonomy.Give me autonomy.

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“What gets measured gets managed.” Peter Drucker

“Action is the real measure of intelligence.” Napoleon Hill

“In the last analysis, what we are communicates far more eloquently than anything we say or do.” “Seek win-win solutions” Stephen Covey

“Only by attracting the best people will you accomplish great deeds.” Colin Powell

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1. Take the Initiative to establish positive work relationships with those around you.

2. Know your organization’s goals and purposes, to help achieve them.

3. Build a network of constructive, successful people in your workplace and communicate with them frequently.

4. Build your relationship with your boss on genuine mutual interests, abilities and goals.

5. Establish a reputation for reliability by completing assignments well and on time.

6. Record and communicate your contributions and achievements. They are the building blocks of your career.

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7. Recognize the contributions of others.8. Never present a problem without suggesting a constructive

solution.9. Your greatest strengths are your passport to your career

fulfillment. Know them. Build them. Plan your career around them.

10. Continue to build and maintain your career contact network.11. Continue your personal and professional growth. Never be

without a goal.12. Remember: There is always a next step!

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