Tag Archives: management

The Deeper, Engaged Way to Onboard New Employees

By Cordell Riley

The days and weeks after employees start at your company represent a time of unique opportunity. Can you teach them new systems and skills? Of course you can. But have you also stopped to consider all the other important goals you can reach during the onboarding period? To name just a few, you can…

  • Grow and encourage adoption of your culture
  • Get new hires to understand, promote and believe in your brand
  • Sow the seeds for outstanding customer service
  • Cultivate the kind of spirit and energy that customers will value and love
  • Hear creative ideas from new employees who have a fresh perspective
  • Build retention by proving that your company is a great place to work
  • Set up communication channels with new hires that will improve operations throughout your company

Those are only a few of the opportunities you have during employees’ first weeks at your company. But how can you take advantage of them? Here are eight approaches that work.

Start by Having a Well-Defined Onboarding System

Many companies just wing it, with negative results. Still other companies see onboarding as little more than filling out forms, setting up company email accounts and showing new employees to their desks. Because new hires start their jobs without a deeper understanding of what is expected of them, they make mistakes that quickly become costly habits that must be corrected later on.

Many problems can be avoided if you set up a structured onboarding system that functions as high-level training. On their start days, new hires can meet individually with HR representatives to fill out forms, for example, and then meet as a group to watch videos and learn about your company, its brand and its values. After lunch, they can be trained in the basic skills their jobs demand; watching training videos, engaging in work simulations and working alongside current employees can work well to reach those goals. And after day one, they should attend regular follow-ups to address problems and reinforce basic concepts and skills.

The operative strategy is to clearly define ahead of time exactly the skills and behaviors you need, and to create a concise mini-curriculum that tracks to them.

Set up Genuine Mentoring Relationships between New Hires and Successful Current Employees

Remember, mentors’ goals should not be to get new hires to imitate what they do, or even to adhere to company systems. Their purpose is to discover what new employees would like to accomplish at your company, and to help them reach those goals. In short, mentoring is not about the mentors or strictly about your company, but about the employees who are being coached.

Find Ways to De-layer and Free Up Communications

Invite new employees to brainstorming sessions where their new ideas are collected, posted, discussed—and put into action when appropriate. Also consider setting up de-layered systems—like virtual suggestion boxes on your company intranet—where employees at all levels can present suggestions directly to top company executives. If employees can only submit ideas to their immediate managers, you have created a communication structure that carries a risk of demotivating front-line and entry-level personnel; just one supervisor who stifles new ideas can do great damage to your company.

Unless you commit your efforts to becoming an “employer of choice”—a company that people talk about and would love to work for—you are damaging your profits, operations and ultimately, your success. Click To Tweet

Don’t Do Training on the Cheap

One thing is for certain: if you are only handing out employee handbooks and having new employees fill out withholding forms, you are missing out on some great opportunities. If you can train every new retail salesperson to sell just 10% more on every order, for example, that could result in hundreds of thousands of dollars’ worth of new business company-wide, maybe even more. Or if you can set up mobile training that sends out pings to remind employees to use specific skills they learned in training, you could increase your training ROI dramatically. The lesson? Spending a little more to deliver great training is a money-maker, not a cost.

Within Your Budget, Customize Training for Each Employee

Even”standardized” training can be enriched by creating individualized training elements for each new employee. You can evaluate the skills of your new hires during training and address them directly, for example, or help employees overcome anxiety about performing certain parts of their new jobs. Investing just a little time to give training extra value can go a long way toward getting new employees up to speed faster.

Stress and Reinforce Your Mission Statement, Vision Statement and Strategic Company Plan

The onboarding period is a highly effective time to share the big picture about your company and to get employees to buy into your most important goals and priorities. Instead of waiting for employees to discover these critical priorities, start talking about them soon after new hires come on board.

Consider Creating a Career Plan for all New Employees

You won’t want to do this for seasonal or short-term employees. But for employees whom you would like to stay with you for the long term, consider sitting down with each of them to create individual career-development plans that spell out what they need to do to be promoted within your organization. You could say, for example, that all retail salespeople can apply for management training after six months of employment, or that your company will provide technical training to help them move into their desired career path at your company.

Millennials, especially, are more likely to stay with your company for the long term if they know the ropes and understand what it takes to build a long-term relationship with your organization.

Evaluate Whether You Are Acting like a Great Employer

This is something you should always do, not only when you are training a new class of employees. So take the time now to benchmark your company climate, benefits, quality of work/life balance and other factors against other companies. Unless you have the best of everything, you cannot expect your employees to commit their hearts and minds to working with you for the long term.

You see, retention starts with you, not with your employees. Unless you commit your efforts to becoming an “employer of choice”—a company that people talk about and would love to work for—you are damaging your profits, operations and ultimately, your success.

Cordell Riley is sought-after keynote speaker, and the Owner and President of Tortal Training, a leading training development company he founded in Charlotte, North Carolina. Tortal uses strategic engagement methodologies and specializes in developing mobile training platforms for organizations with distributed workforces. A recognized training expert with extensive experience in the service, automotive and franchising sectors, Cordell has spent more than twenty years helping thousands of companies achieve outstanding success through training. For more information about Cordell Riley, please visit: www.Tortal.net.

10 High-Impact, Low-Cost Ways to Drive Higher Levels of Employee Engagement and Help Your Customers Love You!

By Curt Redden

We all seem to get it by now—more engaged employees perform at a higher level. The organizations that get their strategy right in this area provide a superior customer experience; have lower levels of employee churn, higher morale, and ultimately much higher financial performance. Their customers love them more! What are some things you can easily implement that will give you big lift in your levels of employee engagement with the lowest investment?

First, hire right. Making the right hire is well over half of the battle in your employee engagement levels. Hire people who believe what you believe, and have the attitude you want. Get that right, and the following ten ideas can help them thrive.

1. Embrace and Adopt a Strengths-Focused Culture. People excel in their areas of talent and strengths. You can find many assessments to help you in this area. But the key is focusing on people’s strengths first. Identify them, and then figure out how you can stretch them in those areas. Once it takes hold, it impacts decision-making, structuring project teams, and the particular talents are required for a specific project. It does not mean you ignore their weaknesses, but your people become more engaged when doing what they naturally do best.

2. Volunteerism and Company Support from Top-Down. It’s important to help the communities in which you serve. You cannot underestimate the impact of allowing your people to volunteer (yes, even on company time). It is beyond giving back, it is team building, networking, and uniting around a common problem to overcome obstacles. In regards to engagement levels, this is one of the highest-rated items on many Employee Engagement surveys, and it is a multiplier in terms of return on happier and more satisfied employees.

3. Make Friends At Work. Some of you may be skeptical, but according to the 2017 Gallup Study of the American Workplace, having a best friend at work has a high correlation with engagement and higher productivity. But how can your organizations help support this? Formally, you can embrace deeper mentoring programs and relationships. This should be aligned in initial onboarding so the mentor can assist and facilitate introductions, networking, and group activities. Informally, the more in and out of work activities that you can schedule aids in bonding, networking, and ultimately friendships.

4. Establish “Fun” Committees! Whatever you call or brand your internal efforts to schedule fun stuff, give it to the people who are passionate, and let them run. Never underestimate the impact of happy hours, food trucks, bowling and other fun activities to help your people get to know each other better on a personal level, and perform better in teams.

5. Flexibility. Wherever possible, err on the side of providing more flexibility for your people. You hired them so hopefully you trust them, and if you don’t you probably should not keep paying them. It is about the “job to be done” and not where it gets done from. Working from home a day or two a week or extending flex time goes a long way in helping people better balance their lives.

6. Contact with Senior Management. Leadership by simply walking around is a really big deal. Have your senior staff pop in on random employees to just see what they’re most excited about working on. Top organizations in engagement consistently show that access and informality with senior staff drives employees to feel more comfortable, enjoy their work more, and provide more discretionary effort.

7. Really Celebrate Successes and Wins. When someone does something awesome, find ways to recognize and reward the behavior you want. It is amazing how many employees still only get feedback primarily when they have done something wrong. So many leaders simply expect great performance, and then think they are providing fantastic coaching and leadership when they rip apart someone’s performance that screwed up. That management style is already going the way of the dinosaur if you are really looking to attract and retain the top employees of tomorrow.

8. Extend Trust to Get Trust. Play a game of “What Rule or Outdated Process Can We Kill?” Once a quarter, include in any regular scheduled meetings, “Keep it, or Kill” it as an exercise. Employees get to nominate rules or processes they believe do not add value. Leadership still has veto authority, but the goal should be able to kill at least one (and you can’t add one to replace it). There are so many areas you can see this have impact. Often times, entire rules and procedures are put in place to avoid a few exceptions. Again, if you trusted them enough to hire them…

9. Extend Trust to Get Trust (Part 2). Your people are on social media. While there are some specific instances of needed prohibition of access to some sites and/or personal devices, the best companies are moving towards the understanding that people are increasingly not separating their work and personal lives. Embrace this! Regarding social media specifically, encourage and help your people to be brand ambassadors on all platforms, not just the ones you think are for business.

10. Let Your People be Authentic and They Will be Their Best for You. We have finally reached a tipping point where the vast majority of organizations understand the value of diversity in their teams. They not only get it, they strive to leverage it for a competitive advantage. Appearance standards have shifted drastically of late, as many companies are now not only allowing, but encouraging, unique looks and individuality in their employees. Some companies are hesitant to permit their staff to work with visible tattoos, facial hair, or body piercings—especially if they are seeking to maintain a carefully curated brand—but where possible allow your people do be themselves. The key is getting and keeping the best talent, not the talent you thinks looks the best (unless that’s your goal). You should seek employees who are passionate, talented and believe in what you believe. Those are the ones who become truly engaged and deliver the ultimate customer experience and help build the brand you deserve.

All ten of these tips can help you immediately in your employee engagement efforts at a relatively low cost. The key differentiator for organizations moving forward will be in how they become an employer of choice for pool of top talent. It is not just about happy and satisfied employees—it is about those who are able to bring their best effort and energy to work each day. Those are the ones who become truly engaged and deliver the ultimate customer experience and help you build the loyalty you deserve.

Curt Redden is a speaker, talent-development expert, and co-author of Going PRIMAL, A Layered Approach to Creating the Life You Desire. Curt has spent more than twenty-five years working to support and encourage employees as they strive for success. He currently is the head of global talent development for a Fortune 50 company. He is also certified by the Association for Talent Development as a master trainer and performance-improvement consultant. For more information on Curt Redden, please visit: www.primalsuccess.com.

Teaching Employees to Execute Customer Service Magic: The Four Aces to an A+ Rating

By Kostya Kimlat


Kostya KimlatA sale, like a great magic trick, occurs inside the customer’s mind. And it is there where it is replayed, remembered, and redefined continually after. The mind is the final battleground. Because magicians are masters of perception, they understand how to get into the heads of their prospects better than anyone else. That’s why the principles of magic can be so helpful in a business environment.

The following four tools and techniques are used in magic to create the perception of magical experiences. These four words begin with the letter ‘A.’ So we’ll call each of them the proverbial “Ace Up The Sleeve.” They’re not just a part of a winning hand. When executed together, they are a part of a winning strategy of customer service.

Here are the four aces from a magician’s tool set of perception:

  • What assumptions are your customers making?
  • How are you acknowledging them?
  • How are you building anticipation to heighten emotions?
  • And what are you doing to surprise, delight, and ultimately astonish your customers.

1. Assumptions: People are constantly making assumptions. Magicians use the assumptions that the human brain naturally makes “against” you.  Assumptions are the reason why it’s so fun for magicians to fool other magicians. That’s because a prepared magician will know what methods his magician friend knows, and use those very assumptions to pull off his trick in a way his friend won’t expect, leaving him dumbfounded.

Assumptions impact every interpersonal interaction and can be helpful or hurtful. First, consider what assumptions you are making about your customers. Are you assuming they like you, your brand or your product? Or are you assuming they’re skeptical of you?

Second, think about what assumptions they are making of you. People perceive what they expect, so before you can deliver on any customer service, you need to get into the mind of your customer, client or patient, and understand what they’re assuming is going to happen when they interact with you.

Perception is a two-way street: people see you and you see them. It is therefore imperative to first become aware of the assumptions that you make about others. Then it’s equally as important to consider how others see you. This will help you have an influence over the impact of perception on your relationships.An excellent magician will not just bring a trick to its successful conclusion—he will go an extra step. Click To Tweet

2. Acknowledgment: A human interaction can only be successful if the customer’s assumptions are acknowledged.  For example, the sophisticated magician who encounters a spectator oozing with negative assumptions about magic must first acknowledge those assumptions in order to move forward.

“You look skeptical,” the magician might say. “How about I show you the fastest trick I do, and if you enjoy it, I can come back later and show you more?”

Acknowledgment communicates authenticity. For businesses and brands, it can be the saving mea culpa that redeems a company from a mistake. For individuals, it is a way of clearing the air before being able to move forward in a relationship.

What are the assumptions—true or false—your prospective customers most frequently make about you or your business?  What can you say or do to acknowledge each of those assumptions, in order to proceed with the relationship?

3. Anticipation: Once you’ve identified your customer’s assumptions and then acknowledged them, you’re ready to build anticipation.

Studies have shown that your mind is in a constant state of anticipation, making predictions about the future, and then rewarding or punishing you for being right or wrong. This is what makes magic so much fun to watch—your brain is constantly making predictions about how a trick might end. And when your brain guesses correctly, it’s rewarded handsomely.

There are many ways a magician might increase your anticipation levels. Sometimes, he’ll tell you exactly how the trick will end (“all of the cards will disappear in 3…2…1…”).  Sometimes, he might even create anticipation through tension, by feigning an error (“I swear this worked earlier…”)—before successfully completing an effect to the delight of the audience.

Master magicians know how to raise the level of anticipation—and ultimately the astonishment that is about to come. Creating anticipation is an ultimate tool of perception, a masterful tactic that can create intrigue and heightened emotions, leading to a better payoff in the end.

Like a magician, you can raise anticipation levels in a sales interaction by painting a picture of how the customer’s future might look. What can you say to get a customer excited about a future payoff? What emails could you send to heighten this sense of anticipation? Is there a way you can create anticipation through generating tension?

Think about how you can build, build, build anticipation so that when a customer finally makes her purchase, she feels like it’s a cause for celebration!

4. Astonishment: Have you ever been amazed by a magician? Have you seen or experienced something that made you take pause? Your eyes widened, your pupils dilated, your mouth got dry. For a brief moment you couldn’t explain what just happened. This positive and pleasantly surprising moment has an eerie way of zapping your brain like nothing else does. Magicians refer to this as the moment of astonishment.

Excellent customer service comes down to how well you’re able to astonish your customer. Sure, a customer might have assumptions that you may have acknowledged, and you might even deliver on what she anticipated would happen.

But unless you go an extra step, providing something she previously thought unlikely or impossible, she will not walk away feeling astonished.

Astonishment taps into your customer’s emotional brain, and it’s in the emotional brain that brand loyalty becomes rooted and repeat business generated. Astonishment is what leads to five star Yelp reviews and unsolicited Facebook posts singing your glories.

Just like an astonished audience member might excitedly request that a magician “do that again,” or demand a magician share a performance—”show that to my friend!”—your customers will want to experience your business again and share it with friends if you leave them truly astonished.

So how can you add moments of astonishment to your interactions? What surprises can you plan? How can you take things a step beyond meeting their anticipated expectations and deliver something they wouldn’t have imagined possible?

Stack the deck to win the game:

A competent magician will understand the assumptions his audience is making about him. A good magician will acknowledge them. A great magician will build so much anticipation that the audience creates an expectation for the successful conclusion of a trick. But an excellent magician will not just bring a trick to its successful conclusion—he will go an extra step, not only delivering on the promise, but exceeding it and surprising the audience.

Excellent magicians have all four “aces” up their sleeves. You don’t have to be a magician to use these tools, you just have to Think Like A Magician™. Teach these tactics to your employees, and they’ll be masters at delivering magical customer service.

Kostya Kimlat is a keynote speaker and corporate magician who fooled Penn & Teller on their hit TV show, “Fool Us”. Kostya speaks to businesses about how to Think Like A Magician™ to improve sales and customer service.

Igniting Your Team to New Levels of Performance

By Magi Graziano

Magi GrazianoWhen it comes to constructing a team of people who work well together to create winning outcomes, knowing ‘how to’ and understanding ‘how to’ are two very different phenomena.

The strong and astute organizational leader is one who is committed to optimizing their resources and maximizing their return on their investment. Given the people expense is often the largest investment in any enterprise; creating this kind of culture is simply smart business. As a leader, empowering your workforce to unleash their strengths and encouraging people to collaborate, and innovate leverages people’s ability to act as a team and produce results.

In work cultures where people focus on only their piece of the puzzle it leads to silo mentality and ultimately breeds ineffectiveness and inefficiency. A high performance team cannot exist in an environment where competition and one-up-manship prevail.  When people on the team focus on each other’s limitations and detriments—and why things cannot be done—they all too often miss opportunities to make the organization better. Additionally, teamwork is adversely impacted when the people on the team feel the need to focus on fighting and jockeying for authority or power. This need to be ‘better than’ decreases collaboration and limits innovation. It is a recipe for stagnation and conflict—neither which drive long term results.

As leaders, it requires rewiring our minds and our teams to repair an absence of trust; however before you can rewire, you first need to be aware and responsible for the absence of trust in the first place. Teams respond best to a system that allows them to fall, learn from mistakes, and move forward again. Click To Tweet

Whether you are seeking to create a high performance work team or a high performance culture; there are seven steps for creating an environment where high performance and teamwork can thrive.

1. Identify and Clarify the Purpose for the Team: People must understand the why behind what they are doing. Once the purpose for the team is crystalized and talking points are clearly outlined, it is the initiator of the team’s role to connect the dots for people to see how they connect to it. Communicating an inspiring vision for the people on the team and mapping what success looks like when it is achieved is a foundational element for congealing a group of people together and getting them geared up to work together in unison.

2. Select a Leader: The team’s leader does not have to be the person who invents the possibility and purpose for the team; it does need to be a person who accepts the responsibility for shepherding and guiding the team to success. The leader’s job is to be present—to be there for the team. The best leaders select the right people, inspire them towards a vision and back out of the way during the planning stage—unless they are specifically asked for guidance.

3. Establish Rules: People need to know what is expected from them, and from the team. People need to know and understand where the boundaries are regarding decision-making, autonomy and performance. Giving people the rules of the game before they agree to play it allows for people to opt in or opt out of the team and the game. Advanced clarity of expectations also reduces unnecessary problems, reduces ambiguity and confusion and serves to mitigate poor performance and unwanted turnover on the team.

4. Select the Players: Whether you are building an enterprise or a team of people to accomplish a project, it is crucial that you select the right people for the right roles, for the right reasons. When this happens people join the team for the right reasons; which is the baseline team engagement. When people are engaged, they have a strong desire to bring value—to be a contributor. They enjoy the type of work they are doing and are able to connect their work to the bigger picture.

The best team dynamics happen when there is a variety of people who bring their uniqueness to the team. Beyond competencies and skills, it’s important to consider unique traits that each team member brings to the table and how those unique traits can be leveraged for optimal creativity and innovation.

5. Set the Level: Level-setting allows each member of the team a new opportunity to begin again. During a level set, team members explore their limiting beliefs and barriers to working with others in a productive and effective manner, and do the necessary work to unpack those factors that get in the way. The team as a whole is challenged to work together in experiential learning in ways they never considered.

Even the most effective, astute and self-aware people discover limits that were previously hidden from their conscious view. The team lays out the pathway for the best way to work together, how they will resolve personality conflicts and internal challenges with dynamics on the team.  At the completion of the level set, the team creates a collective possibility for the team that is inspiring to each and every member of the team.

6. Planning: The best approach for a leader during planning is to be a source for inspiration, questions, and guidance. Leaders who step too far in to planning create teams that are dependent on the leader and lack creativity. If the leader notices a problem with the plan, rather than pointing it out, it is much more empowering to ask questions that provoke the team members to activate their critical thinking skills to answer and think potential challenges through.

7. Check in, Track Progress, Celebrate Success: When people are aware of the milestone meetings and rely on regular feedback it reduces uncertainly and unnecessary stress.  Laying out the stages of organizational effectiveness, beginning with what it means to be operating in formulation and concentration and then defining criteria for low, moderate and high momentum gives the team an opportunity to self regulate, correct and celebrate as they see fit.

Utilizing a customized version of the agile methodology is an excellent means to keep progress on track and support the team in attaining momentum with their project, program or goal.  Daily stand ups, bi-weekly declarations and intention setting as well as bi monthly retrospectives give teams a structure they can count on and gives the team healthy guardrails to work independently and remain responsibility to each other and the organization as a whole.

While knowing and understanding are two very different distinctions, doing is the link that shifts knowing to understanding. For the impatient leader, doing may be a challenge because progress is most often only experienced incrementally. Building a high performance team is not about exponential breakthroughs, if they happen great; however if sustainability is your goal, impatience is your enemy. Teams respond best to a system that allows them to learn, move forward, fall, learn from mistakes, move forward again and sustain progress over time. When high concentration and effort is celebrated, and low momentum is acknowledged and genuinely appreciated teams build confidence and fortitude to stay the course.

Magi Graziano, as seen on NBC, is the CEO of KeenAlignment, a speaker, employee recruitment and engagement expert and author of The Wealth of Talent. Through her expansive knowledge and captivating presentations, Magi provide her customers with actionable, practical ideas to maximize their effectiveness and ability to create high-performing teams. With more than twenty years’ experience as a top producer in the Recruitment and Search industry, she empowers and enables leaders to bring transformational thinking to the day-to-day operation. For more information on Magi please visit www.KeenAlignment.com.

Five Pillars to Success as a Manager

By Jan Makela

Why does your organization exist, and why should anyone care? Organizations exist to perform—period. Be for-profit or non-profit, they all exist to do something, make a product, or supply a service.

Today, many employers say they’re having trouble retaining their younger employees—specifically Millennials. At 82 million strong, Millennials are the workforce of the future. Studies have shown they want to work where they can make a difference and contribute to something bigger than themselves.

It’s imperative to realize that the people in your organization—especially young people—are the fuel to your long-term success, and the one person who affects that outcome more than any other is the frontline manager. Fortunately, there are five defined pillars of success that managers can rely on to help them succeed in their aim to boost employee retention.

1. Engage employees with a compelling vision of what is expected, and provide the mission to achieve that vision. Why? What’s in it for the employee to want to achieve for you? People respond when they are doing or contributing to something bigger than themselves. When national crises such as earthquakes or hurricanes occur, people are driven to volunteer not because they have to, but because they want to. Your vision and the culture you create are the reasons you exist.

Tell your people that without them doing what they do you wouldn’t achieve the results that you desire. The way employees view a job and its role in their life is evolving. Employees don’t just come to work for a paycheck. They seek a purpose, the opportunity to do what they do best every day, and to lead a life they desire for their families and themselves.

2. Make decisions based on productivity. By keeping your eye on the goal and having your people similarly focused, everyone will understand why certain decisions are made and can buy in. If disagreements occur in discussions they are welcomed because they are focused on achieving a better outcome toward the end objective. When disagreements occur, be sure to ask what the ultimate goal is.

3. Motivate every team member to take action. People are more likely to take action if they know what is expected of them. When expectations are clearly defined, employees are less likely to disappoint their manager or their peers. Employees will work together without your direction or approval when they all know what is expected and have bought into achieving the desired results. Most people are going to live up or down to their perception of the expectations of them. If your people don’t know what is expected, don’t be surprised by what you get.Employees are not going to care if the manager doesn’t care. Click To Tweet

4. Have the assertiveness to drive outcomes. Are you more concerned with the process or the outcome? Managers are in place to strive for positive outcomes. Employees may find ways to produce an outcome that the manager never thought of. Provide employees the freedom to experiment and try new ways of doing things. Keep progress results in front of the employees. If they do not see the progress they are making as a team, they will lose interest over time and productivity will wain.

When your staff see that their work is making a difference they will continue to contribute. If you avoid providing appropriate feedback on your employees’ progress, you’ll immediate notice a decline in the contributions of team members. Remember, feedback is the breakfast of champions—be generous with your thoughts and expectations.

5. Create a culture that you want. Culture impacts every aspect of how you get things done, from hiring and developing the talents of the employees to customer service. Define your desired culture and then take it from words to actions. If you don’t like the culture you currently have or the results that you are currently obtaining, you are the only person who can change it. Your actions have to mirror what you desire. Do you allow the negative behavior to go unchallenged? Realize negative behavior brings down all your good employees. Your employees are watching and if they see you doing nothing, your lack of action has sent a powerful message. You don’t care!

Employees are not going to care if the manager doesn’t care. When employees know that the manager truly cares about them as a people, they will walk through fire for the manager. When people believe the manager doesn’t care the employees will let the manager walk off a cliff. This caring gets to the heart of employee engagement.

By creating a workplace where people want to come to work instead because they have to come to work managers will see positive changes. Most people don’t wake up in the morning and say, “I think I will do a bad job today.” Help them achieve the results necessary for the organization, but in a way that each and every employee’s contribution is recognized and appreciated.

Jan Makela is an executive coach, highly-sought after speaker, and best-selling author of Cracking the Code to Success and Be the Manager People Won’t Leave. Jan has a long and successful history of working with companies to ensure quality hiring and training practices. His specialty revolves around strength-based leadership development, with a particular focus on working with senior and mid-level executives, business owners, and professionals. For more information on Jan Makela, please visit https://strengthbasedleadership.net/