You don’t have to be trapped by success. Success is a good thing but part of being successful is creating balance in your life. There are steps you can take to create the kind of balance that will not only improve your personal life expectations but they will enhance your business platform for success.
The Very First Thing
Sit down with your family and have an open honest discussion. Ask for their input, their observations and their opinions. Don’t get defensive and don’t act like a martyr. Listen, listen and listen some more. Refocus some of that entrepreneurial energy on creating family success.
Start setting personal goals. Start small, a family outing, a trip to Disney World, and a commitment to a reduction in travel or anything else that came up during your family meeting.
The Power of Goal Setting
There is power in setting goals and this applies not only to business goals but to personal goals as well. Consider the following key principles to improve the balance in your life:
Establish a goal that provides direction or a roadmap for your life on where you want to go.
Created a goal that establishes your personal authority over your life
Create a goal that is exciting and motivating for the whole family
Create a goal that helps reduce stress and provides personal relaxation
Create goals that give you and individual family members a sense of pride
While it may be macho to live without direction in the short-term, in the long-term we all need a purpose and direction. Goals give us a sense of direction and purpose to life.
It may be easier to allow our work, our boss, our friends and even our
enemies set our direction in life. However, the reality of the situation is that if we don’t set personal goals then we will find it much too easy to allow others to dictate the path we take. This is true even if you are the President or the CEO of your company. Simply put, it doesn’t matter, without personal goals you won’t have any chance of control over your destiny. Balance and happiness in our personal lives comes from the fulfillment of our personal goals and the excitement of following our own path and not someone else’s.
Personal goals not only provide us a direction but they provide motivation, encouragement and a sense of urgency for accomplishment. By setting goals not only do the goals define our destination but they help create a journey for us that becomes a foundation for our happiness. Our goals must be congruent with our unique perspective on life.
Stress Relievers
Goals save time, provide balance but they also reduce stress
because using your goals to focus your life and choices makes it easier to make those choices. Goals give you a sense of personal accomplishment that can be measured, not by numbers and graphs like you are used to, but measurements of smiles, chuckles, hugs, laughter and contentment. There is nothing more powerful than a smile from your little girl, a hug from your son or a thankful kiss from your soul mate.
Now go out there and put a priority on setting your personal goals. You will thank me for bringing it to your attention and your family will love you even more than they do now for doing it.
Check out CEO Strategists Learning to Lead So Others Will Follow Planning Workbook and CD set. http://www.ceostrategist.com/resources-store/real-world-leadership.html
Saturday, August 30, 2008
Thursday, August 28, 2008
Strategic Planning - Six Strategic Success Drivers
Hey
Just returned from a Strategic Planning session in Cleveland (The Mistake by the Lake). The weather was actually pretty good. The session reminded me of the key drivers to successful planning and i thought i would share them with you.
The Six Strategic Success Drivers
How much value can you place on having all six drivers of success operating in an automatic mode? What is it worth to have your team and your company operate at a high energy level even when you are not there?
For that to happen, you need these success drivers:
The full buy-in of your Leadership Team toward a mutually-agreed vision. Make sure your company vision (End Game) is clear enough to inspire a great strategy, otherwise you wont create ownership
Their committed passion to execute a laser-focused strategic planning process
Crystal clear, time-bound goals with assigned ownership and specific deadlines for completion of critical action steps, with desired results identified.
An ownership supported system of accountability – including team-created and team-enforced key performance indicators – that ensures plan implementation.
A roll out process that generates excitement and buy-in throughout the entire organization. Don’t keep your strategy a secret from your employees. They need to have confidence there is a plan and know what their role is.
Make your strategy the driver of all company training so employees can make better decisions, feel more in charge, and know exactly what success looks like.
“Excitement breeds excitement – Success breeds success”
Get your employees excited about the strategic end game vision.
How much would you invest to have all that working for you...all day, every day?
Strategic planning is a management tool. It is used to help an organization clarify its future direction – to focus its energy, and to help members of the organization work toward the same goals. The planning process adjusts the organization’s direction in response to a changing environment. Strategic planning is a disciplined effort to support fundamental decisions and actions that shape and guide what an organization is, what it does and why it does it, with a focus on where it wants to go and how it is going to get there.
CEO Strategists Proprietary Strategic Planning Process Helps Strategic Thinking Companies Join the Upper Quartile Of High Achievers! E-mail rick@ceostrategist.com if you would like to discuss your planning needs.
www.ceostrategist.com – Sign up to receive “The Howl” a free monthly newsletter that addresses real world industry issues. – Straight talk about today’s issues. Rick Johnson, expert speaker, wholesale distribution’s “Leadership Strategist”, founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Need a speaker for your next event, E-mail rick@ceostrategist.com. Don’t forget to check out the Lead Wolf Series that can help you put more profit into your business.
Just returned from a Strategic Planning session in Cleveland (The Mistake by the Lake). The weather was actually pretty good. The session reminded me of the key drivers to successful planning and i thought i would share them with you.
The Six Strategic Success Drivers
How much value can you place on having all six drivers of success operating in an automatic mode? What is it worth to have your team and your company operate at a high energy level even when you are not there?
For that to happen, you need these success drivers:
The full buy-in of your Leadership Team toward a mutually-agreed vision. Make sure your company vision (End Game) is clear enough to inspire a great strategy, otherwise you wont create ownership
Their committed passion to execute a laser-focused strategic planning process
Crystal clear, time-bound goals with assigned ownership and specific deadlines for completion of critical action steps, with desired results identified.
An ownership supported system of accountability – including team-created and team-enforced key performance indicators – that ensures plan implementation.
A roll out process that generates excitement and buy-in throughout the entire organization. Don’t keep your strategy a secret from your employees. They need to have confidence there is a plan and know what their role is.
Make your strategy the driver of all company training so employees can make better decisions, feel more in charge, and know exactly what success looks like.
“Excitement breeds excitement – Success breeds success”
Get your employees excited about the strategic end game vision.
How much would you invest to have all that working for you...all day, every day?
Strategic planning is a management tool. It is used to help an organization clarify its future direction – to focus its energy, and to help members of the organization work toward the same goals. The planning process adjusts the organization’s direction in response to a changing environment. Strategic planning is a disciplined effort to support fundamental decisions and actions that shape and guide what an organization is, what it does and why it does it, with a focus on where it wants to go and how it is going to get there.
CEO Strategists Proprietary Strategic Planning Process Helps Strategic Thinking Companies Join the Upper Quartile Of High Achievers! E-mail rick@ceostrategist.com if you would like to discuss your planning needs.
www.ceostrategist.com – Sign up to receive “The Howl” a free monthly newsletter that addresses real world industry issues. – Straight talk about today’s issues. Rick Johnson, expert speaker, wholesale distribution’s “Leadership Strategist”, founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Need a speaker for your next event, E-mail rick@ceostrategist.com. Don’t forget to check out the Lead Wolf Series that can help you put more profit into your business.
Friday, August 22, 2008
Quebec City
Hey -- TGIF
It's Friday the 22nd of August and I just returned from Quebec City, Canada. Unfortunately the tropical storm/hurricane Faye is still hanging on in Central Florida and we are getting drenched. There are some cities that got at least 24" of rain. Living in The Villages in Central Florida has it's advantages since we don't have to deal with the surges from the ocean and costal waterways.
Quebec City was great. I was there to do a session titled "Effective Leadership in Turbulent Times" for CHRAW & HARDI. The audience was great and the host for the event (HRAI) was even greater. Thanks to Heather Grimoldby-Campbell for making everything go like clockwork.
Current times can certainly be termed turbulent not only in the distribution industry but in the country in general. However, this session focused on dealing with current economic conditions, leadership, building a co-hesive team, recession proofing and Releasing the Power of Profitabilty in your employees.
For those who don't know, HRAI is the Heating, Refrigeration and Air conditioning Institute of Canada.
I was a little concerned about getting out of Florida before the hurricane hit and was hoping to return after it was long gone. No such luck.
So, as I sit here watching the rain fall in buckets, I can't help but wonder if my Tee Time for tommorrow will be cancelled or not.
Have a great weekend.
It's Friday the 22nd of August and I just returned from Quebec City, Canada. Unfortunately the tropical storm/hurricane Faye is still hanging on in Central Florida and we are getting drenched. There are some cities that got at least 24" of rain. Living in The Villages in Central Florida has it's advantages since we don't have to deal with the surges from the ocean and costal waterways.
Quebec City was great. I was there to do a session titled "Effective Leadership in Turbulent Times" for CHRAW & HARDI. The audience was great and the host for the event (HRAI) was even greater. Thanks to Heather Grimoldby-Campbell for making everything go like clockwork.
Current times can certainly be termed turbulent not only in the distribution industry but in the country in general. However, this session focused on dealing with current economic conditions, leadership, building a co-hesive team, recession proofing and Releasing the Power of Profitabilty in your employees.
For those who don't know, HRAI is the Heating, Refrigeration and Air conditioning Institute of Canada.
I was a little concerned about getting out of Florida before the hurricane hit and was hoping to return after it was long gone. No such luck.
So, as I sit here watching the rain fall in buckets, I can't help but wonder if my Tee Time for tommorrow will be cancelled or not.
Have a great weekend.
Monday, August 18, 2008
Hiring is not Easy
Hiring is not Easy ---- Interviewing Techniques to Improve Your Success
By: Dr. Rick Johnson, CEO Strategist
Interview Objectives
The first thing we need to establish before we go through any interviews are the objectives of the selection process. Interviewing should not be just about filling an open position. Anytime you have an opening to hire someone, you have an opportunity to build
bench strength, organizational effectiveness and the opportunity to introduce fresh ideas and new insights into the organization and it doesn’t matter what level in the hierarchy the opening exists in. Consider the following key objectives of the selection process.
Filling the immediate opening with an individual with the required skill sets.
Building a talent pool for future job openings at higher levels in the organization. Promotion from within is a building block for unity, cohesiveness and validation of respect for employees. Make sure you select the best based on not only current skill sets but also based on future potential for individual growth.
A cultural fit. Developing or maintaining a specific cultural identity should be a consideration. Teamwork and camaraderie is essential to success. Personality profiling can help you determine if the job candidate will “fit in” to your organization. Peer interviews of final candidates can also prove beneficial.
Consider the “Team Interview” Approach
When a job opening occurs, this is an opportunity to do a job function analysis to determine if the current scope of authority and responsibility are in alignment with departmental and corporate objectives. A hiring team made up of the departmental supervisor, a Human Resources (HR) representative, and another departmental manager that has a stake in the functions that are performed by this particular job injects balance and insight into the hiring process... Of course, HR does all the initial screening of candidates based on the qualifications and skill sets outlined by the manager that the candidate will report to. It is very possible that these job requirements have changed based on the job function analysis. In fact, I have seen cases where the entire job has changed and even the person the job candidate reports to can change.
Now, Let’s Face Reality
Hiring the right individual, with the right skill set, that has the right attitude and the right personality to fit in can be one of the most challenging endeavors any manager will ever face. Leveraging your chance of success by using the team approach, profile testing and seriously checking references helps. But, if you have several qualified candidates it’s still like flipping a coin. You just can’t be positive about your choice until you see the individual in action. Sometimes it takes months, even years to see the real person you hired whether it’s really good or really bad. Finding the really bad ones months after you have hired them can be extremely expensive.
Face it. What you are trying to accomplish in the selection process is to predict the way an individual will behave in the future in your environment working for a specific manager. The question that needs to be answered is ---- “How will this candidate perform on X job in department Y at your company.
Obviously, you can not predict the future behavior of any individual regardless of the testing, the interviews or the reference checking with a high degree of accuracy. No one can. However, if you study the environment that the individual will be working under, you have leader’s not just managers in your organization that understand the concept of coaching and mentoring and if you have done your homework on the individual candidate, then your odds of success improve dramatically.
By the way, nobody ever provides a reference on a resume from someone that isn’t going to sing glowing praises about them. If you really want more realistic references, call the candidates former employers and just ask to talk to someone in the department that the candidate worked in. You may even be able to get some names while you are interviewing the candidate through casual conversation.
Remember, prediction of candidates probable future behavior can be based on the assumption that people tend to behave consistently under similar circumstances. Knowledge of present and past behavior is derived by asking the right questions during an interview and doing thorough and complete reference and back ground checks.
Key Principles of a Successful Interview Process
Know everything possible about the job requirement that need to be filled. Don’t depend solely on a written job description. Define the requirements for both good performance and exceptional performance. Try to anticipate the leadership skills required regardless of the level of responsibility of the position.
Do your homework. Find out as much as possible about your final candidates. Check references (Including some not listed by the candidate), do a back ground check, analyze the data on the application and the resume and collect as much data during the interviewing process as possible. Using the team approach for separate interviews allows you to collaborate and compare answers and opinions.
Match the candidate’s skills/qualifications to the job requirements and evaluate his future development potential. This process should utilize structured questions to solicit and evaluate the candidate’s level of skills that match the skill requirements of the particular job.
Make your decision based on the evaluation of all the data as well as the collaboration between the individual interviewers.
Sign up for "The Howl" @ ceostrategist.com and download the Lead Wolf interview guide that provides the following:
What an interview team should know about job requirements
What an interviewer should try to discover during an interview
A basic understanding of the interview process including
Interview objectives
Conducting the interview
Sample thought provoking questions
Evaluating the candidate using the data collected
Pre-interview question guide. A list of both legal and illegal questions to help you avoid problem areas. (Note—this is not a comprehensive list and it is not intended to give legal advice)
www.ceostrategist.com – Sign up to receive “The Howl” a fre*e monthly newsletter and get your choice of "CEO Strategist's Hiring and Interview Guide" or "The Guide to Effective Training Sessions", valuable resources for all levels of management. The Howl addresses real world industry issues. – Straight talk about today’s issues. Rick Johnson, expert speaker, wholesale distribution’s “Leadership Strategist”, founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Need a speaker for your next event, E-mail rick@ceostrategist.com.
By: Dr. Rick Johnson, CEO Strategist
Interview Objectives
The first thing we need to establish before we go through any interviews are the objectives of the selection process. Interviewing should not be just about filling an open position. Anytime you have an opening to hire someone, you have an opportunity to build
bench strength, organizational effectiveness and the opportunity to introduce fresh ideas and new insights into the organization and it doesn’t matter what level in the hierarchy the opening exists in. Consider the following key objectives of the selection process.
Filling the immediate opening with an individual with the required skill sets.
Building a talent pool for future job openings at higher levels in the organization. Promotion from within is a building block for unity, cohesiveness and validation of respect for employees. Make sure you select the best based on not only current skill sets but also based on future potential for individual growth.
A cultural fit. Developing or maintaining a specific cultural identity should be a consideration. Teamwork and camaraderie is essential to success. Personality profiling can help you determine if the job candidate will “fit in” to your organization. Peer interviews of final candidates can also prove beneficial.
Consider the “Team Interview” Approach
When a job opening occurs, this is an opportunity to do a job function analysis to determine if the current scope of authority and responsibility are in alignment with departmental and corporate objectives. A hiring team made up of the departmental supervisor, a Human Resources (HR) representative, and another departmental manager that has a stake in the functions that are performed by this particular job injects balance and insight into the hiring process... Of course, HR does all the initial screening of candidates based on the qualifications and skill sets outlined by the manager that the candidate will report to. It is very possible that these job requirements have changed based on the job function analysis. In fact, I have seen cases where the entire job has changed and even the person the job candidate reports to can change.
Now, Let’s Face Reality
Hiring the right individual, with the right skill set, that has the right attitude and the right personality to fit in can be one of the most challenging endeavors any manager will ever face. Leveraging your chance of success by using the team approach, profile testing and seriously checking references helps. But, if you have several qualified candidates it’s still like flipping a coin. You just can’t be positive about your choice until you see the individual in action. Sometimes it takes months, even years to see the real person you hired whether it’s really good or really bad. Finding the really bad ones months after you have hired them can be extremely expensive.
Face it. What you are trying to accomplish in the selection process is to predict the way an individual will behave in the future in your environment working for a specific manager. The question that needs to be answered is ---- “How will this candidate perform on X job in department Y at your company.
Obviously, you can not predict the future behavior of any individual regardless of the testing, the interviews or the reference checking with a high degree of accuracy. No one can. However, if you study the environment that the individual will be working under, you have leader’s not just managers in your organization that understand the concept of coaching and mentoring and if you have done your homework on the individual candidate, then your odds of success improve dramatically.
By the way, nobody ever provides a reference on a resume from someone that isn’t going to sing glowing praises about them. If you really want more realistic references, call the candidates former employers and just ask to talk to someone in the department that the candidate worked in. You may even be able to get some names while you are interviewing the candidate through casual conversation.
Remember, prediction of candidates probable future behavior can be based on the assumption that people tend to behave consistently under similar circumstances. Knowledge of present and past behavior is derived by asking the right questions during an interview and doing thorough and complete reference and back ground checks.
Key Principles of a Successful Interview Process
Know everything possible about the job requirement that need to be filled. Don’t depend solely on a written job description. Define the requirements for both good performance and exceptional performance. Try to anticipate the leadership skills required regardless of the level of responsibility of the position.
Do your homework. Find out as much as possible about your final candidates. Check references (Including some not listed by the candidate), do a back ground check, analyze the data on the application and the resume and collect as much data during the interviewing process as possible. Using the team approach for separate interviews allows you to collaborate and compare answers and opinions.
Match the candidate’s skills/qualifications to the job requirements and evaluate his future development potential. This process should utilize structured questions to solicit and evaluate the candidate’s level of skills that match the skill requirements of the particular job.
Make your decision based on the evaluation of all the data as well as the collaboration between the individual interviewers.
Sign up for "The Howl" @ ceostrategist.com and download the Lead Wolf interview guide that provides the following:
What an interview team should know about job requirements
What an interviewer should try to discover during an interview
A basic understanding of the interview process including
Interview objectives
Conducting the interview
Sample thought provoking questions
Evaluating the candidate using the data collected
Pre-interview question guide. A list of both legal and illegal questions to help you avoid problem areas. (Note—this is not a comprehensive list and it is not intended to give legal advice)
www.ceostrategist.com – Sign up to receive “The Howl” a fre*e monthly newsletter and get your choice of "CEO Strategist's Hiring and Interview Guide" or "The Guide to Effective Training Sessions", valuable resources for all levels of management. The Howl addresses real world industry issues. – Straight talk about today’s issues. Rick Johnson, expert speaker, wholesale distribution’s “Leadership Strategist”, founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Need a speaker for your next event, E-mail rick@ceostrategist.com.
Picking Your Management Team
Picking Your Team
Dr. Rick Johnson
I often try to emphasize to executives and managers at all levels that you are only as good as the team you surround yourself with. You can be brilliant, visionary and exceptionally innovative but if you surround yourself with a team that is below average and close to incompetent, you will not be an effective leader. On the other hand, you can be nothing more than average but if the team around you is exceptionally competent, you will get the results of a superstar.
The first question that comes to mind simply stated is; who picked your team? If you inherited the team that surrounds you, your first priority is to figure out both the pluses and the minuses of each individual team member. Additionally it is your responsibility to make sure that every one of your team members clearly understands your expectations.
How Do You Know if You Have the Right Team?
If the team you surround yourself with has such a dramatic influence on your performance as a leader, I have to ask you; when was the last time you evaluated your team? If you have never done it formally, do it now. It would be very beneficial to evaluate your team performance and individual team members every three to four months.
A cohesive management team is the most important ingredient to your company’s success. The management team needs to function as a cohesive unit to maximize their accomplishments. Success of your management team can be defined by what they accomplish as a group. A synergy within the team that creates unity, clarity of direction with a common purpose that is in alignment with strategic initiatives.
Here are three simple yet direct questions to use to assess your team:
1. Do you have the right people on your team? High quality people; people who can do a number of tasks; people who support your skills and negate your weaknesses. If you aren’t absolutely certain about every single team member, the chances are you have some team members that need further evaluation or potentially you need to replace them. Individuals do not usually fail because of lack of education, experience, training, or skills. They fail because their personality and behavior is not compatible to the behavioral requirements of their particular position. If employees are not suitable for their position or if they do not achieve their potential, the organization can fail or never achieve its potential. It certainly will never maximize effectiveness.
2. How can I be sure I have identified those people I must replace? A person may be highly talented but may not be the right fit for your team, your company. It's time to be honest with yourself. If you hired this person and things just don’t click, admit your mistake and move on.
3. How do I help my team maximize their effectiveness and validate that I have them performing the right functions for the company. (To Quote Collins, Good to Great; are they in the right seat on the bus?). You must match their talents to your company needs and your needs as their leader. When you have the right people in just the right seat they will flourish. Success breeds success.
The quality of your team personnel is the single most factor that determines whether you and the company are going to be successful, whether it will realize a satisfactory return on its investment, and whether it will maximize profitability!
“If the wrong person is selected initially to be on your team, no training program or motivational system, no matter how well conceived and designed, is likely to compensate adequately or offset the original error made in hiring such a person!”
William J. Winslow
Don’t be Perplexed
If you're just a bit perplexed on how to evaluate your team, e-mail me, rick@ceostrategist.com and I will put you in touch with the Winslow Institute which provides the best tool for evaluating team members that I have ever come across. The Winslow Employee Development tool will provide valuable insight into why some employees are functioning successfully and why others are performing unsatisfactorily. The Reports this tool generates will enable employees to capitalize on their personality assets and control behaviors that are limiting or preventing success in their positions. They will significantly increase the probability that every employee will be successful and achieve their potential. The best part is that it doesn’t cost a lot and the value provided compared to what turnover costs today is phenomenal. Don’t make the mistake of cutting back on employee development and training because economic conditions are tough. It’s in times like these that it is even more important that we make sure we have the right people in the right seats and we do everything possible to enhance their opportunity to maximize the effectiveness of the organization which, more importantly, will maximize profitability and growth.
Check out CEO Strategists Learning to Lead So Others Will Follow Planning Workbook and CD set.
http://www.ceostrategist.com/resources-store/real-world-leadership.html
Dr. Rick Johnson
I often try to emphasize to executives and managers at all levels that you are only as good as the team you surround yourself with. You can be brilliant, visionary and exceptionally innovative but if you surround yourself with a team that is below average and close to incompetent, you will not be an effective leader. On the other hand, you can be nothing more than average but if the team around you is exceptionally competent, you will get the results of a superstar.
The first question that comes to mind simply stated is; who picked your team? If you inherited the team that surrounds you, your first priority is to figure out both the pluses and the minuses of each individual team member. Additionally it is your responsibility to make sure that every one of your team members clearly understands your expectations.
How Do You Know if You Have the Right Team?
If the team you surround yourself with has such a dramatic influence on your performance as a leader, I have to ask you; when was the last time you evaluated your team? If you have never done it formally, do it now. It would be very beneficial to evaluate your team performance and individual team members every three to four months.
A cohesive management team is the most important ingredient to your company’s success. The management team needs to function as a cohesive unit to maximize their accomplishments. Success of your management team can be defined by what they accomplish as a group. A synergy within the team that creates unity, clarity of direction with a common purpose that is in alignment with strategic initiatives.
Here are three simple yet direct questions to use to assess your team:
1. Do you have the right people on your team? High quality people; people who can do a number of tasks; people who support your skills and negate your weaknesses. If you aren’t absolutely certain about every single team member, the chances are you have some team members that need further evaluation or potentially you need to replace them. Individuals do not usually fail because of lack of education, experience, training, or skills. They fail because their personality and behavior is not compatible to the behavioral requirements of their particular position. If employees are not suitable for their position or if they do not achieve their potential, the organization can fail or never achieve its potential. It certainly will never maximize effectiveness.
2. How can I be sure I have identified those people I must replace? A person may be highly talented but may not be the right fit for your team, your company. It's time to be honest with yourself. If you hired this person and things just don’t click, admit your mistake and move on.
3. How do I help my team maximize their effectiveness and validate that I have them performing the right functions for the company. (To Quote Collins, Good to Great; are they in the right seat on the bus?). You must match their talents to your company needs and your needs as their leader. When you have the right people in just the right seat they will flourish. Success breeds success.
The quality of your team personnel is the single most factor that determines whether you and the company are going to be successful, whether it will realize a satisfactory return on its investment, and whether it will maximize profitability!
“If the wrong person is selected initially to be on your team, no training program or motivational system, no matter how well conceived and designed, is likely to compensate adequately or offset the original error made in hiring such a person!”
William J. Winslow
Don’t be Perplexed
If you're just a bit perplexed on how to evaluate your team, e-mail me, rick@ceostrategist.com and I will put you in touch with the Winslow Institute which provides the best tool for evaluating team members that I have ever come across. The Winslow Employee Development tool will provide valuable insight into why some employees are functioning successfully and why others are performing unsatisfactorily. The Reports this tool generates will enable employees to capitalize on their personality assets and control behaviors that are limiting or preventing success in their positions. They will significantly increase the probability that every employee will be successful and achieve their potential. The best part is that it doesn’t cost a lot and the value provided compared to what turnover costs today is phenomenal. Don’t make the mistake of cutting back on employee development and training because economic conditions are tough. It’s in times like these that it is even more important that we make sure we have the right people in the right seats and we do everything possible to enhance their opportunity to maximize the effectiveness of the organization which, more importantly, will maximize profitability and growth.
Check out CEO Strategists Learning to Lead So Others Will Follow Planning Workbook and CD set.
http://www.ceostrategist.com/resources-store/real-world-leadership.html
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