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Employee Training, Team building, Motivation, Change Management

Manager’s Guide to Managing Change

July 12, 2012


As an organization:

Participate. We should strive to involve the participants in change efforts. Engage the employee in discussions intended to highlight which issues are of greatest concern and then direct responses intended to alleviate these specific concerns. Do not try second guessing what may/may not concern the employees.

Anticipate change. Change will continue in the foreseeable future as that is the nature of the world in which we reside. Therefore, provide the tools and inspiration to the employees to become success-oriented in the midst of continually changing environments. The tools (change management programs) Continue reading

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Change Checklist

July 5, 2012

“An organizational and simplified aide to helping managing change.”

The answer to each of the questions below may seem obvious to some. However, our experience is that while the persons responsible for initiating the change or responding to a change from an outside force, may have certain vision(s) or ideas as to the effect of the expected change, many do not. Afterall, that is the source of so
much of the anxiety associated with change – the unknown.

Consider reviewing the “checklist” below, perhaps have several persons involved in responding to, or initiating the change respond to the questions below. Continue reading

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An Organization’s Greatest (Human Resource) Challenge

June 30, 2012

Help the employee make a difference.

Managing Conflict? Wrestling with Change? Employee Retention? Turnover? Training and Development? Goal setting and achievement?

Our experience is there is a good chance it is employee motivation. The cost of lower productivity due to a poorly motivated workforce can be devasting.

The cost of replacing an employee because they are not challenged and motivated, at our last check, is approximately one half of that person’s annual salary. As organizations continue to experience change such as restructurings and lay-offs the direct effect on the employee is that of uncertainty and a loss of Continue reading

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The Less Abstract Side of Team Building

June 12, 2012

Successful teams require the presence of both concrete and abstract elements. Recently, I wrote of the soft , more abstract side of team building, (see “The Soft & Essential Side of Team Building”). This article will focus on one of the more concrete elements of a highly successful team – personal accountability.

It may seem out of place to speak of individual or personal accountability when referring to teams, however, individuals are building blocks of the team. To attempt to create a team with inferior and weak building blocks is synonymous with building your home on clay. As Continue reading

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Employee Motivation – The Magic of Believing

June 5, 2012

What prevents us from achieving our dreams?

“…I’m not old enough to play baseball or football. I’m not eight yet. My mom told me when you start baseball, you aren’t going to be able to run that fast because you had an operation. I told Mom I wouldn’t need to run that fast. When I play baseball, I’ll just hit them out of the park. Then I’ll be able to walk.” (Origin unknown)

I’ll take attitude over skill in the workplace almost without the exception. (One exception might be if I ever need some form of surgery, I would prefer Continue reading

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Changing Paradigms To Become a High Performance Team

May 22, 2012

We play to the level we are challenged

There have been countless times that we have watched as a superior sports team (at any level – amateur to professional) lose to a team of lesser talent or battle it out to barely scrape by with a victory. Ever heard the saying, “we play to the level we are challenged”? The saying exists because there is a lot of truth to it.

Individuals are responsible for their own performance, however, as a leader or manager the performance of the team is ultimately ours. It is up to a manager to challenge Continue reading

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How Important is Trust in our Teams?

April 3, 2012

Without trust there is little incentive to commit or to develop camaraderie, morale is diminished, there is less inducement to collaborate, there is unwarranted risk to open communication, there is doubt, there is an unwillingness to take risk, there is limited dialogue and without sufficient dialogue, productivity falters. Without trust there is failure.

How important is trust? CRITICAL. On a scale of 1-10, perhaps a 12. Team members operating in a trusting environment experience greater quality of life which stems from functioning in safe, supportive surrounding which produce positive psychological benefits associated with being a part of a wining or Continue reading

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