Addressing ‘Un-engaged’ Employees

In spite of current economic conditions, there are still employees in the workforce these days that are not “actively engaged” at their company. In other words, they don’t display passion or enthusiasm about their job, and as a result, their production (as well as their overall contribution to the company) suffers. At times like these, the last thing that companies need is lost productivity.

While some companies may have already laid-off many of their under-performing or “un-engaged” employees, some might remain. This could be for a number of different reasons, and perhaps a combination thereof. Some of these reasons are listed below:

• The employee was highly productive in the past.
• The employee was responsible for the creation of a product and/or service that brought the company considerable revenue.
• The employee has been with the company for a long time.
• The employee is on a team integral to the creation of future revenue.

Regardless of the reason or reasons that the person is still with the company, their engagement (i.e., production) is important.

As a result, the fact that they are un-engaged is a reason for concern and should be addressed as soon as possible. After all, if the company is depending upon this individual for future success, they should be re-engaged in an expedient fashion.

The following are suggestions for doing just that, and they all involve sitting down with the employee and speaking with them on a one-on-one basis:

1. Inquire - Ask them if there’s something they need in order to do their job better, whether more efficiently or more effectively. Give them the benefit of the doubt; if they do indicate there’s something they need, offer to provide it.
2. Advise – Suggest additional training to the employee, especially in those areas in which they appear to be lagging or those that would benefit the company the most.
3. Challenge – Spell out, in no uncertain terms, that the employee is being counted upon, especially in these daunting times, to help the company not only survive, but also thrive.

The ultimate goal, of course, is to help the employee reach their previous high levels of performance and productivity. That’s why communication is so vital to the entire process. Miscommunication is at the heart of many, if not most, problems in the workplace. Ensuring that no miscommunication exists is the first step toward “re- engaging” the employee.

The next step is the setting of clear expectations for the person. They must know what is expected of them, and they must express their understanding of these expectations to you. By taking the steps above, you’re both communicating with the employee and setting clear expectations for their future performance, increasing the chances that you’ll be able to re- engage them and enhance their contributions to the company.

If you have any questions about this article, or about how we can help you with your current performance, leadership, strategic, or hiring needs, send an email to us.

~ Written by  Gary Sorrell, Sorrell Associates, LLC.
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Visible Personal Accountability is Critical to the Creation of Business Success

In today’s business world, being a personally accountable organization is more valuable than ever before. The average consumer has his hands full just trying to pay the mortgage. Often, consumers complain that they have no confidence in the government, in banking, or in big business because these industries lack personal accountability. Where personal accountability is maximized, consumer confidence is increased. This increase in consumer confidence leads to the result every business is seeking to obtain; a healthy profit. Show a person that a business takes responsibility for its actions and decisions, and that person begins to trust.

Locate the Personal Accountability in Your Business

In any business, the people working on the bottom level tend to have the most visible accountability system. This is standard practice because the newest employees often need the most oversight. Moving up in the chain of command, that visible system of accountability seems to disappear. This lack of visible accountability is the reason that mistakes go unnoticed until a corporate catastrophe occurs. Looking at those at the very top of their business, it is easy to see that success can be measured in personal accountability.

The fear of admitting to a mistake or facing the consequences of a poor decision does not influence someone who understands personal accountability.

Leading by Example – Do as I Do

Leading the business by example is the first step in incorporating personal responsibility as a visible management technique. A CEO who takes the time to admit mistakes and who strives constantly to better himself/herself is the person who leads effectively. A CEO who does not “pass the buck” to management when a complaint comes in is the leader that gains loyalty from both customers and employees.

Creating the Consequences

Creating consequences for those who lack personal accountability is crucial. A negative consequence, especially a consequence for refusing to accept responsibility for inappropriate actions, is an excellent starting point for growth. A warning letter or a quick meeting can be just the catalyst that a person requires to steer them toward self-improvement. Each member of the organization who is pushed to improve is a member who benefits the whole.

Rewarding Excellence in Personal Accountability

Rewarding personal accountability is another excellent step in creating a visible system. A mistake does need to have a consequence, but reminding management to reward those extra efforts is also essential. When an employee takes personal responsibility for their portion of the workload, they become invested in the business. Personal accountability has to have benefits in order to become an accepted behavior in the corporation. Rewards can be small; a quick “thank you” or a pat on the back can reinforce the behavior of personal accountability.

Reaping the Benefits of Personal Accountability

Implementing a visible system of personal accountability eliminates those who are unable to see themselves as an integral part of the team. The system allows management to weed out those who cover mistakes or pass the blame since both of these practices decrease morale. Rewarding employees who shoulder responsibility, lead by example and express loyalty, all blends together to create an organization that is personally accountable, from the top to the bottom.

~ Written by  Gary Sorrell, Sorrell Associates, LLC.
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Mentoring Your Staff / Employees

What better way is there to improve one’s working skills than to receive instruction from a seasoned senior team member? Mentoring is the perfect way to help your business take a giant leap up the ladder of success by providing this excellent means of personal and professional development.

• How to begin:  Post interoffice notice that your organization plans to make mentoring available to those who volunteer to participate. Provide detailed information that explains how the program works and appoint a committee to oversee the program and be available to answer any questions participants might have.  Inform both staff members and mentors that each has an advantage by participating. Make it clear that the mentoring process can achieve improved performance and career enrichment. Staff members are able to develop their career goals through mentoring and mentors enjoy the benefit of fresh input and ideas from their charges.
• Consider the perfect match:  It is important to make good matches between staffer and mentor. Look for compatible personality traits and make sure each couple spends some time together before the final decision is made about who will mentor whom. The efforts will not be as effective if marked incompatibilities exist between your choices. Make sure your choices are conducive to mutual creativity and have similar work habits. Use your profiles & assessments and observational expertise to make matches that are going to work well together and increase your organization’s workflow. Let personnel reports play a big role in your choices about which employees will work best together. Pair someone with weak qualities in one area with a person who has strengths in that area.
• Encourage open exchanges:  It is prudent to observe the discourse between staff members and mentors, especially during the initial periods following the match-ups.  Watch for disagreements concerning work habits and stress that both people are there to learn from one another. Encourage new approaches to problem solving and promote the idea that both people are there to learn how to replace inefficient methods of doing things with more productive ones.

It is important to meet with each couple individually and to delineate specific goals and time constraints that should be met. Equally important is the creation of a committee to oversee and supervise progress of the mentoring couple to make sure things move ahead as planned and are goal focused.

Mark the successful completion of the program by some type of party or event that will serve both as a springboard for utilization of the new methods and practices learned during the time spent in the mentoring process. Be sure your employees are aware that you recognize and appreciate their efforts.

Start today!

~ Written by  Gary Sorrell, Sorrell Associates, LLC.
Copyright protected worldwide. All rights reserved. Must have written permission to use this content in any form from Gary Sorrell.

Since 1995, Sorrell Associates has been producing proven effective customized newsletters, blogs, and marketing programs.  We offer these powerful marketing products/services in order to help you achieve your dreams and goals through an effective proven communications tool. Contact us today to see how we can put your marketing on auto pilot. 740-824-4842. http://www.NewsletterVille.com

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The Spirit Of Leadership.

The Spirit Of Leadership.

Do you have it…? How do you know?

You quite possibly have the competitive advantage within your people / staff to drive your company to the next level. Leadership and the spirit of leadership may exist within your company, but how do you take advantage of and / or inspire your people to recognize, utilize, learn, and develop into incredible leaders?

It starts with you! If you are not a great leader it is hard to inspire leadership within others. If you are a great leader… what is it that makes you the leader that everyone wants to follow?

If you think about the traits of a great leader, you will quickly notice that all (or most) of the traits are learned and developed.

Leadership characteristics like:

Being a good communicator, creativity, sincerity, leading by example, good decision making skills, listens to others objectively, being open minded, having a positive attitude, hiring the right people, providing direction, focus, commitment, and determination are all skills, traits, & characteristics that can be developed.

There are other characteristics that are important too… this is just a small list of some important traits.

Think about someone you hold as an excellent leader. Think about how this person relates to others, the specific skills, behaviors, traits, & characteristics that they possess.

Now write down all the characteristics that you find admirable. Do you possess all of the same characteristics? Of the ones that you don’t possess, are they learned & developed?

Does this give you an action plan for self development? Could you use this exercise for developing leadership within your company?

Your role as a leader is to provide the vision, direction, goals, values, framework, resources, and long term direction for your company. It is also to inspire & motivate others to give their best. A great place to start is by getting your entire staff into the spirit of leadership so they too can help your company be successful.

Having well organized methods to help you develop yourself and your people into great leaders, and utilizing mentors & coaches to keep you focused is a method of success.

Start today!

~ Written by  Gary Sorrell, Sorrell Associates, LLC.
Copyright protected worldwide. All rights reserved. Must have written permission to use this content in any form from Gary Sorrell.

Since 1995, Sorrell Associates has been producing proven effective customized newsletters, blogs, and marketing programs.  We offer these powerful marketing products/services in order to help you achieve your dreams and goals through an effective proven communications tool. Contact us today to see how we can put your marketing on auto pilot. 740-824-4842. http://www.NewsletterVille.com

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Coaching Top Talent for Successful Growth

Coaching Top Talent for Successful Growth

An organization’s top talent holds the greatest promise to facilitate accelerated growth for that company. This group of employees consists of promising individuals who have career experience that stands out in their abilities, talents and commitment. Among them are the managers who have the advantage of broad experience and are being groomed for senior leadership roles. Corporate coaching can be valuable in helping these individuals unleash their potential and take their abilities to new levels.

Contrary to popular belief, corporate coaches are not just glorified business consultants.  Though sometimes mistaken as psychotherapists, the corporate coach does not perform therapy.  Instead, he or she specializes in helping organizations improve their top talent’s managerial performances in a manner that is customized to suit that individual’s specific skill set.

They are called coaches because they coach an organization’s top talent similarly as a sports coach would help a star athlete. They help them stay on track and to maximize their full potential. Coaches dip into a corporate talent pool and emerge having taught these individuals to dramatically sharpen their natural talents and abilities.

It is the coach’s job to help top talent create new foundations for their work by encouraging them to unleash their potential and discover their best critical skills. They spend time insuring that the employee fully understands where his or her real talent lies and they help them develop additional skills that further increase the potential for organizational growth.

The coaching process focuses on the employee’s personal strengths and weaknesses and draws a clear-cut picture of those traits so that the employee knows exactly what needs to be done to meet his or her goals and the company’s objectives. Coaches guide employees toward being better managers and assist them in developing collaborative skills that will propel their company’s growth forward at a steady pace.

Coaches encourage their trainees to find their own voices as managers and to optimize every task as a matter of course.  They cause employees to be able to harness the impetus to make successful transitions from one area to the next.  A corporate coach can teach a managerial hopeful how to be a confident leader with strongly defined strategies to replace ineffective job behaviors with highly effective behaviors.  They teach strategic planning and teamwork, they increase the self-confidence of the employee, and help them develop effective communication skills.

In the end, the corporate coach becomes the driver for defining an organization’s core business culture, and through its top talent, makes it grow.

If you have any questions, comments, or suggestions about this article, and / or about how we can help you with your current talent development, training, or hiring needs, contact us today!

~ Written by  Gary Sorrell, Sorrell Associates, LLC.
Copyright protected worldwide. All rights reserved. Must have written permission to use this content in any form from Gary Sorrell.

Since 1995, Sorrell Associates has been producing proven effective customized newsletters, blogs, and marketing programs.  We offer these powerful marketing products/services in order to help you achieve your dreams and goals through an effective proven communications tool. Contact us today to see how we can put your marketing on auto pilot. 740-824-4842. http://www.NewsletterVille.com

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Are You Onboard the Economic Optimism Train?

Are You Onboard the Economic Optimism Train?

Everyone has been affected by the state of the U.S. economy and has seen how slow job growth, lack of consumer spending and a decrease in profits has derailed some businesses. The state of our economy is not projected to last forever which has recently led to some seeing a light at the end of the tunnel when it comes to the defunct economy.

Should you be optimistic?

According to the CFO Outlook Survey, a substantial number of chief financial officers say yes. The survey, distributed by Zicklin School of Business (Baruch College) in conjunction with Financial Executives International (FEI), noticed a significant increase in CFO confidence when it came to talk of hiring new employees in 2011. According to those who participated in the survey, when it comes to business, their optimism levels are high.

Who’s Hiring?

• 64% – Number of CFO’s projecting to hire supplementary employees within the following six months
• Ford Motor – Plans to hire an estimated 7000 workers in a two year time period
• Lowe’s – Confirmed they will be hiring between 8000 to 10,000 employees slated for weekend sales associate positions

What’s to be Expected

A percentage of CFO’s are still cautiously optimistic when it comes to their own spending tactics. A majority of survey participants felt that growth in revenue may still be a challenge in the beginning of 2011 but they felt an improvement was on the way.

• 10.5% – Projected growth in revenue
• 16.6% – Projected growth in earnings
• 47% – Number of CFO’s continuing to spend cautiously
• 30% – Number of CFO’s spending without fear
• 69% – Number of CFO’s investing in technology to increase capital

Areas Showing Highest Optimism Rates

Overall, full-time work in the United States is expected to increase by 2% in 2011. Employment optimism in the U.S. has fueled nations from around the world to expect a boost in their own economic outlooks for 2011. Which sectors are expected to do the most hiring? The technology and the service/consulting industries, especially research and development and advertising sectors, should see a spike in hiring as well as investments.

Why are CFO’s focusing on these industry sectors? These areas are consistently expressing signs of economic improvement and continue to rebound from the nation’s economic crisis. In addition, both growth and return investments involving the technology and service/consulting industries are predicted to steadily improve. These sectors have established roots in the United States and do not heavily rely on international sales and foreign suppliers as other business sectors do. Local businesses are more likely to benefit from such measures than from U.S. companies that deal mostly in foreign markets.

Optimism Continues to Spread as 2011 Progresses

As 2011 pushes onward and upward, CFO optimism continues to spread, thanks to signs that America is about to bounce back from the worst economic catastrophe since the Great Depression.

~ Written by  Gary Sorrell, Sorrell Associates, LLC.
Copyright protected worldwide. All rights reserved. Must have written permission to use this content in any form from Gary Sorrell.

Since 1995, Sorrell Associates has been producing proven effective customized newsletters, blogs, and marketing programs.  We offer these powerful marketing products/services in order to help you achieve your dreams and goals through an effective proven communications tool. Contact us today to see how we can put your marketing on auto pilot. 740-824-4842. http://www.NewsletterVille.com

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Retaining Top Talent

A company’s top talent is the key element in distinguishing itself from others in today’s competitive business environment. Since its top performers are the mainstay of an organization’s success, a real problem presents itself in terms of how to retain their loyalty. Work ethics and attitudes have changed to give talented employees more power and more choices than ever. Moreover, a talented employee’s defection to a competing company can result in big financial losses for the organization in terms of lost production and contacts.

By examining the reasons why employees choose to leave a particular place of employment, it is wise to first examine the reasons that employee chose to stay there as long as he or she did. Surprisingly, the main reason top talent leaves one company to work for another is not always because of dissatisfaction with one’s salary. It is because some aspect of what attracted them to your company initially deteriorated to the point that whatever the new company offers them seems more attractive.

Direct management problems can often be the cause of a talented employee’s departure from a company. Something as seemingly trite as differences in working styles can cause breakdowns in communication and result in job dissatisfaction. This problem can be solved by training managers to be on the lookout for these types of problems and by giving them special skills needed to resolve minor conflicts without unwanted backlashes. Managers should be made aware that retention needs to rank high in their list of priorities and that they should pay heed to it at all times. Sadly, many managers only consider retention when they are given notice that someone has decided to leave the company.

Showing a company’s talented employees that they are appreciated is one of the best ways to cause them to show loyalty to your company. Whenever possible, reward employees for jobs well done: whether monetarily or by some type of widespread recognition. Mention outstanding work accomplishments in meetings and newsletters and let these valuable employees know their performance within your organization has not gone unnoticed.

Recent studies have shown that human resource and senior managers play a huge role in the retention of a company’s top performers. More than ever, emphasis should be placed on their being able to balance the needs of the top performers within the confines of the company’s needs as an organization. The rules have changed from the old days when employees committed to their jobs for a lifetime and today’s management teams should be specifically trained to put this on the forefront of their minds in order to compete in today’s more aggressive work environment.

If you have any questions about retaining talent in your organization, contact us today!

~ Written by  Gary Sorrell, Sorrell Associates, LLC.
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Since 1995, Sorrell Associates has been producing proven effective customized newsletters, blogs, and marketing programs.  We offer these powerful marketing products/services in order to help you achieve your dreams and goals through an effective proven communications tool. Contact us today to see how we can put your marketing on auto pilot. 740-824-4842. http://www.NewsletterVille.com

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Three Essential Steps To Take When Attempting To Blend Generations

Every generation has a place in the workplace. All are able to get the job done, only in different ways. Each generation comes equipped with their own styles of work and though different, all styles are proven to be effective. So what does this mean when generations come together in the workplace? Where do they fit in? Can they fit together?

Established Generations

• Vets born 1922-1943
• Baby boomers born 1944-1960/65
• Gen X born 1960/65-1980
• Gen Y born 1980 +

3 Steps to a Successful Combination of Generations

A common problem in the workplace is the inability generations have to understand and adapt to one another. Blending generations in the workplace is a beneficial venture for both generations and the company they work for. There are three essential steps to take when attempting to blend generations.

Transfer knowledge: It is common practice for older generations to retire without ever having transferred their knowledge to the younger generation responsible for taking their place.

As a leader of the company it is important to instill within your employees of both generations the importance of learning from one another. Make it clear to the younger generation that they need to listen to and learn from the older generation as it will only prove to be an advantage to them. Require the older generation to pass down their knowledge and encourage them to be open to sharing their tried and true skills.

*        Leave generational stereotypes at the door: Establishing a healthy line of communication amongst generations helps to break down the age barrier between them. Once the difference in age is no longer a factor, co-workers are better able to focus on how to work with one another to create a successful outcome.

*        Enhance One Another’s Strengths: Each generation thinks they bring their own strengths to the table. Even if this is true, each generation must encompass a willingness to learn the strengths of others and embrace them. Once this door has been opened, each generation can build off of one another’s strengths and aid in making up for their weaknesses.

Understanding Generational Attitudes

*        Vet’s: Show company loyalty, strong sense of ethics, conservative

*        Baby Boomers: Diligent, show comfort in stable work environments, portray company loyalty, embrace leadership in terms of hierarchy

*        Gen X: Independent, self-motivated, self-sufficient, puts emphasis on self-satisfaction/hard work, show concerns for balance of work/life, challenge way of individual development

*        Gen Y: Educated, articulate, possess high level of technical skills, individual, comfortable within global village

Understanding the Risk of Mismanaged Multi-Generations in the Workplace

Conflict can arise in the workplace if the integration of generations is not properly managed. Conflict has an overwhelming affect on the performance of the business and can contribute to a downward spiral. It is important for employers to take the initiative when it comes to managing cross-generations. Try the following:

*        Succession planning

*        Accommodate different generational views

*        Implement conflict resolution amongst varying perspectives (commitment, respect, work/life balance, efficiency, independence)

To keep mixed generations happy and working together in a productive manner, it is important to embrace their differences. Older generations can be utilized to mentor and support younger, less experienced generations. Due to their years of experience, older generations are very capable of foreseeing and diagnosing issues before they morph into problems or crisis situations. This method of integration opens a line of communication where different opinions can be expressed. An exchange of opinions allows one generation to compliment the next by combining new ideas with wisdom. Furthermore, this leads to the building of a bridge between the gaps in generations.

~ Written by  Gary Sorrell, Sorrell Associates, LLC.
Copyright protected worldwide. All rights reserved. Must have written permission to use this content in any form from Gary Sorrell.

Since 1995, Sorrell Associates has been producing proven effective customized newsletters, blogs, and marketing programs.  We offer these powerful marketing products/services in order to help you achieve your dreams and goals through an effective proven communications tool. Contact us today to see how we can put your marketing on auto pilot. 740-824-4842. http://www.NewsletterVille.com

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Are You And Your Company Prepared To Handle A Crisis?

If you are in a management position or are the CEO of a company then you know that you have to be prepared for any event that may happen. Crisis management is one of the duties that go along with your corporate job. Are you good under pressure? Are you ready to manage a crisis? How strong is your bench? This article will discuss ways to control the risks involved with crisis management and strengthening your bench.

If you want to be sure that your company is able to withstand a crisis then you must see if your bench is strong enough. Amazingly there is a lack of executive talent out there and there is even less being seen for the future.  Many CEO’s are worried that their corporation does not have the talent to see them into the next twenty plus years. Many baby boomers are reaching the retirement age and the new hires just do not seem to be up for the challenge. In fact, 11,500 people will turn 65 each day starting January 2011. How are you handling the lost of experience?

If a company is to succeed in this global world where crisis seems to be the norm rather than the exception, all factions must work together instead of independently. There needs to be a team for executive education and performance management.

When a company is not running at full capacity and this may come from civil unrest, acts of terrorism, a natural disaster or just plain mismanagement from the leaders, the costs quickly add up.

If a company is not able to operate fully, their stock prices may plummet and the firm could find themselves on the brink of bankruptcy. That is why it is up to you to try and mitigate these circumstances if they occur, and to be proactive as to avoid it all together.

The key to any successful campaign strategy that is going to succeed is through advanced planning. Worst case scenarios such as a key employee being lost should be thought through and the way to remedy the situation should be discussed. Crises are not often planned for and it is sometimes difficult to convince your other team leaders that this is important and may occur. One must always prepare, prepare, prepare.

The first order of business is to already have a crisis management team in place. These team members should all have different skills that they bring to the table. They must be able to effectively work together under pressure.  There must be a team leader that all of the other members respect.  Look at your roster of employees in key positions and see who you feel would be a good fit.

Next, carry out a SWOT analysis. What are the company’s and the team’s strengths? What are their weaknesses that must be worked out before a true crisis hits the company? Do you see opportunities in the future? Sometimes it is a good idea to have an outside expert audit your business. They often are able to see clearly what someone standing in the trenches cannot.

You then will want to identify any possible threats. Could your company handle a potential hostile takeover bid? Is your IT server running at full capacity?

Finally, what can you do to minimize the risks to your company? Can you get better firewalls and a back-up system? Are there safety protocols in effect when employees travel with sensitive information or to high risk countries?

In closing, if you want your company to succeed into the 21^st century and beyond you must be willing to recruit and train new leaders. These leaders must be willing to work together. There must be team leaders that stand out and are willing to lead the others in times of crisis and in times of peace.

~ Written by  Gary Sorrell, Sorrell Associates, LLC. Copyright protected worldwide.

Since 1995, Sorrell Associates has been producing proven effective customized newsletters, blogs, and marketing programs.  We offer these powerful marketing products/services in order to help you achieve your dreams and goals through an effective proven communications tool. Contact us today to see how we can put your marketing on auto pilot. 740-824-4842. http://www.NewsletterVille.com

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My new e-book will be released later this week

My new e-book: The Twitter Report – Tools, Tips And Techniques For Using Twitter To Market Your Business, will be release later this week.

In this e-book, I’m going to show you how to add thousands of quality followers, how to keep up with your tweets, use short cuts, add on’s, plugins, and how to keep your account up to date without spending too much time & money.

Stay tuned! Follow me on twitter.

https://twitter.com/GarySorrell