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Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
Yin & Yang of Creative Management
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Yin & Yang of Creative Management

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Mind Your Own Business - HOW Conference; The Yin & Yang of Creative Management

Mind Your Own Business - HOW Conference; The Yin & Yang of Creative Management

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  • 1. The Yin & Yang Of Creative Management David C Carrithers, Chief Bee Keeper
  • 2. © 2001 - 2004 BusinessHive. All rights reserved.2 Work & The Creative Spirit
  • 3. © 2001 - 2004 BusinessHive. All rights reserved.3 A Thought Creative Thinking 1. Purge: Dispose of old prejudices, procedures and presuppositions that could and do constrict your thinking. 2. Prod: Attack challenges in ways that force you to consider new solutions and new courses of action. 3. Precipitate All of a sudden, out of nowhere, out drops something wild because we're thinking differently. Guy Kawasaki
  • 4. © 2001 - 2004 BusinessHive. All rights reserved.4 Another Thought “All things are created twice: first mentally; then physically. The key to creativity is to begin with the end in mind, with a vision and a blueprint of desired results.” - Stephen Covey
  • 5. © 2001 - 2004 BusinessHive. All rights reserved.5 Insight Into Your Sherpa • Dave Carrithers – Managed creative organizations, groups and businesses from 2 to 150 – 20 years experience in semiconductor, chemicals, consumer products, incentives, stored-value & debit cards, development – Communications, Marketing, IT, Sales, NBD, Operations – Focus on product, business & market development – PR, Design, Web, Trade Shows, Direct Mail, Data Base, Advertising (TV, Prints, Radio, Bill Board), Copy Writing – Developed $2 billion in incentive products and revenues – Managed in a 12 month period over 300 creative projects
  • 6. © 2001 - 2004 BusinessHive. All rights reserved.6 Insight Into The Group • Most are in the design business, along with web, advertising, public relations and some strategic consulting • Most have less than 25 employees, with the majority under 10 • Most feel that their jobs are more about babysitting, and being the master/ guiding light (a few added ‘the boss’) • Most have between 4 years and more than 10 years in creative management • Equal amount feel clients understand and don’t understand the creative process • Most do not have a fully developed and/or defined project management process BusinessHive Study
  • 7. © 2001 - 2004 BusinessHive. All rights reserved.7 The Goal Of This Journey In businesses such as yours, the dueling forces of creativity and business can sometimes blur the corporate vision. We will explore some simple tools for achieving a balance between creative satisfaction and the bottom line. You’ll learn how to develop a project-management approach that brings customer value, but doesn’t create a mountain of paperwork; how to motivate a creative staff, but keep the focus on profitability; and how to implement an employee-recognition program that generates results and re-recruits your team every day.
  • 8. © 2001 - 2004 BusinessHive. All rights reserved.8 Hope To Get Out Of The Session • How to balance freedom & control • Maintaining a contractor/manager relationship • Ideas on improving management style & processes • See & hear about what others are doing • Boundaries • Tips on pulling out of a bad mood • Clarity, camaraderie & energy • Insight into relationship management ideas • Better tools for creative types
  • 9. © 2001 - 2004 BusinessHive. All rights reserved.9 Hope To Get Out Of The Session • Ideas for a more stimulating environment • Sharing ideas with other design & studio owners • New methods for encouraging team work • New methods to inspire creativity • How to streamline our process • Inspiration, insight & validation • Balance budgets Vs. creative time • Project management ideas • Motivating account staff to think creatively • Building teams out of left vs. right brainers
  • 10. © 2001 - 2004 BusinessHive. All rights reserved.10 Hope To Get Out Of The Session • Renewed interest in the business • Better focus for the future of my business • Management tools & help • Management insight • See how others are doing it • New ideas & leadership skills • Employee reviews & happiness • Project management process ideas • Profit/creative satisfaction balance • How do others divide job tasks
  • 11. © 2001 - 2004 BusinessHive. All rights reserved.11 Creative Management Creativity Business
  • 12. © 2001 - 2004 BusinessHive. All rights reserved.12 Creative Management Shouldn't Be
  • 13. © 2001 - 2004 BusinessHive. All rights reserved.13 Creative Management Could Be
  • 14. © 2001 - 2004 BusinessHive. All rights reserved.14 Meeting Thought Creative management is no accident. It is all about planning & strategy to allow both the chaos of creative individualism to operate within a defined and developed business process. Successful creative doesn’t just happen. The good of the one outweighs the good of the many
  • 15. © 2001 - 2004 BusinessHive. All rights reserved.15 Today We Will Explore • The necessary processes of managing a creative business • The necessary spirit & Zeitgeist of a creative business • The unsaid elements that impact life & sanity when heading up a creative business • Sharing of ideas & experiences • Ideas on tools to help The Fine Print: for today to be a worthwhile investment everyone must – share, be involved and think!
  • 16. © 2001 - 2004 BusinessHive. All rights reserved.16 In Simple Terms • Processes • Formats • Requirements • Project Software • Performance Reviews • Billing • Offices • Schedules • Training • Budgets Successful Creative Management Is More Than It Is: ‘Leadership Of Ideas Focused On A Cause!’
  • 17. © 2001 - 2004 BusinessHive. All rights reserved.17 The Animals We Have In The Room • Dove – totally beautiful, peaceful, yet able to soar • Golden Retriever – trusted, sturdy, lovable • Panther – sleek, smooth & aggressive • Owl – wise, knowledgeable & able to turn 360 • Peregrine Falcon – fly where I want, ride thermals • Lion – king of the jungle • Cat – agility and can clean themselves • Dog – like being lazy • Bear – not worry about anyone else do what I want • Tortoise – plan & plod slowly, resolute, cautious • Fox – cunning, swift, beautiful, resourceful, family oriented • Human – I’m tired of running around like a dog • Phoenix – continually recreating myself • Tico & The Golden Wings
  • 18. © 2001 - 2004 BusinessHive. All rights reserved.18 Share Your • Worst & horrible moment in creative management • Most memorable & proud moment in creative management
  • 19. © 2001 - 2004 BusinessHive. All rights reserved.19 Challenging Thoughts Could all the tactics of business management get in the way of what is required to make your business succeed? Could you be doing everything that is taught in business management and still miss the mark? Could you be impacting the lives of those on your team and not realize the cost in human spirit?
  • 20. © 2001 - 2004 BusinessHive. All rights reserved.20 Lesson Of The Red Suit • All people, no matter age, race or history have basic wants & needs • Adults are the children they were • When we have a beard & costume to hide behind we let our humanity come though • Sometimes, listening is more important than delivering
  • 21. © 2001 - 2004 BusinessHive. All rights reserved.21 A Few Questions? • How many of you really listen to what your clients need (not so much want)? • How many of you correctly convey the requirements of the client project to the people who need to get it done? • How many of you create a spirit of creativity, growth and security in your work environments? • How many of you have a relationship with your clients & employees that is enriching and gives you energy? • How many of you have a mission that is beyond the bottom line?
  • 22. © 2001 - 2004 BusinessHive. All rights reserved.22 Look Inward & What Do You Find? How would you describe yourself? • A leader? • A risk taker? • A coach? • A teacher? • A business person? • A facilitator? • A judge?
  • 23. © 2001 - 2004 BusinessHive. All rights reserved.23 Successful Creative Organizations • Vision and mission statement that goes beyond the owners / business driver • Clearly defined roles & responsibilities • Freedom to think and try new things – even fail without persecution (look at it as a learning) • Reward & praise openly, criticize and coach in private • Strong project management process, self developed but takes benchmarked think from elsewhere • Performance reviews that include input from peers, customers and self • A Connection of creative results to business results
  • 24. © 2001 - 2004 BusinessHive. All rights reserved.24 Either Be Comfortable Or Productive Level Of Anxiety TeamPerformance Complacency = Boredom/Apathy Creative Tension = Excitement Terror = Flight or Catatonia Managing Creativity, by Donna Shirley
  • 25. © 2001 - 2004 BusinessHive. All rights reserved.25 Successful Creative Organizations • A confident leader at the helm that is OK with different views, ideas and solutions • Bring the client into the process, as an advocate – this means bring the creative team closer to the client • Continual training and education • Formal & informal communications approaches • Listening skills • Continually demonstrations and dialogue on business and why things are done and why not – NO forced actions and beliefs • A THINKING ORGANISM
  • 26. © 2001 - 2004 BusinessHive. All rights reserved.26 The Creative Employee Brain & Heart Different because of the nature of creative people
  • 27. © 2001 - 2004 BusinessHive. All rights reserved.27 Insights – Creative Employees When are you most creative at work & why? • Distractions are minimal and clear direction in terms of what the project needs to encompass • Environment that encourages the right mood is vital • Knowing the deadline & why • Resources, energy & deadline • Certain amount of bad stuff before you can make good stuff, it’s fairly easy to make mediocre stuff on the first try • When I’m by myself and have a chance to hear my self think and let my mind wander – rather than the feeling I get when I stay within boundaries at “creative meetings” BusinessHive creative research study, July 2001
  • 28. © 2001 - 2004 BusinessHive. All rights reserved.28 Insights – Creative Employees Biggest Beefs/Concerns? • Lack of understanding as to what needs to happen to make a job happen • Creative must use their talents, but some projects are better suited for different styles • Wanting the best results with the least amount of time to do it and the least resources – only thing to draw upon is your energy and there is a price to pay • Slick & cool looking does not equal good idea • Taking the day-to-day and even bigger things people do for granted and not recognizing accomplishments through salary and pats-on-the-back BusinessHive creative research study, July 2001
  • 29. © 2001 - 2004 BusinessHive. All rights reserved.29 Insights – Creative Managers On Managing Creative Teams? • Creativity doesn’t happen between 9 to 5 – allow flexibility in place & time – maybe provide lap tops • Provide training, all types, to allow growth in the individual • When assigning teams make sure the personalities match up/ work and fairly divide up the work on a team • The past was about individuals getting noticed, a great TV or print campaign. Now it is the entire relationship with the consumer and customer • It is all about the team – no room for individual glory • Today is about every-single-day sort of attention and effort BusinessHive creative research study, July 2001
  • 30. © 2001 - 2004 BusinessHive. All rights reserved.30 Insights – Creative Managers On Managing Creative Teams? • Immediacy, the old adage about the biz used to be ‘but what have you done for me lately?’ Now- a-days ‘lately’ is the last 10 minutes. No time to look back – the only way is up! • What’s my role as a creative? Used to be that, even through a creative person might feel pressure and unwanted input from the client, once they got to the shoot, or the edit or the press check they felt like they were in control. Now it might be a clients IT department? Point is – creative people are having a tough time finding their ‘stake’ in the process BusinessHive creative research study, July 2001
  • 31. © 2001 - 2004 BusinessHive. All rights reserved.31 Insights – Creative Managers On Managing Creative Teams? • Today creative business need multi-disciplined, multi-taskers who can think • Get rid of deadwood fast • Tough for creative folks to be as heroic as in the past, it is important for creative businesses to respect and congratulate the breakthrough creative thinking • A year ago money was no object. Guess what? It is an object • Creativity is a curvy thing it doesn’t always happen on schedule or in a vacuum BusinessHive creative research study, July 2001
  • 32. © 2001 - 2004 BusinessHive. All rights reserved.32 Insights – Creative Managers On Managing Creative Teams? • I had this really creative designer, but he was so hard to handle. He truly believed his so called creativity gave him license to flout an organization’s rules and common courtesies. As long as he regularly produced good ideas, he could afford to act the part of a corporate free spirit. BusinessHive creative research study, July 2001
  • 33. © 2001 - 2004 BusinessHive. All rights reserved.33 Personal Insight: Catalog Team Amuck • 10 people in the business • Dedicated to catalog design & production • Strong technical leader, no vision • Worked off each previous year • Employees had no team & no voice • Headed for complete breakdown • 68 year old owner of the company added to the breakdown
  • 34. © 2001 - 2004 BusinessHive. All rights reserved.34 Personal Insight: Catalog Team Amuck • Met with leader first • Then each player one-on-one in their offices, more formal and no more than 10 minutes • Next met one-on-one in a more casual environment (grab a soda) • Craved leadership not dictatorship, wanted vision • Manager thought he was doing the right thing – never asked, never even thought to
  • 35. © 2001 - 2004 BusinessHive. All rights reserved.35 Creative Management Acknowledge creative contribution • They want credit for their ideas • Loathe those who take credit for their ideas • Creative people can’t be fit in into tidy stereotypes Develop a mission and value statement that all buy-into: • Truth, trust, respect & unity Share your experiences, ideas & changes
  • 36. © 2001 - 2004 BusinessHive. All rights reserved.36 Let Me Share A Story Sir Ernest Shackleton’s British Imperial Trans- Antarctic Expedition of 1914 to 1916 with the goal of accomplishing the first crossing of the Antarctic continent, a feat he considered to be the last great polar journey of the "Heroic Age of Exploration." In December 1914, Shackleton set sail with his 27- man crew, many of whom, it is said, had responded to the following recruitment notice: "Men wanted for hazardous journey. Small wages. Bitter cold. Long months of complete darkness. Constant danger. Safe return doubtful. Honor and recognition in case of success. —Ernest Shackleton."
  • 37. © 2001 - 2004 BusinessHive. All rights reserved.37 Let Me Share A Story • Endurance crew spent 2 years in the Artic circle and on the ice • Shackleton said all of them would get home • They were experienced polar explorers • They accomplished the unheard of: – Survived the sinking of their ship – Minimal food stores – Sailing the most dangerous seas on the planet – Crossing an uncharted mountain range
  • 38. © 2001 - 2004 BusinessHive. All rights reserved.38 How? Shackleton’s Leadership 1. Never lose sight of the ultimate goal, and focus energy on short-term objectives. 2. Set a personal example with visible, memorable symbols and behaviors. 3. Instill optimism and self-confidence, but stay grounded in reality. 4. Take care of yourself: Maintain your stamina and let go of guilt. 5. Reinforce the team message constantly: "We are one—we live or die together." 6. Minimize status differences and insist on courtesy and mutual respect. 7. Master conflict—deal with anger in small doses, engage dissidents, and avoid needless power struggles. 8. Find something to celebrate and something to laugh about. 9. Be willing to take the Big Risk. 10. Never give up—there's always another move. Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton's Antarctic Expedition
  • 39. © 2001 - 2004 BusinessHive. All rights reserved.39 Break Time Thoughts ‘Of all the things a leader should fear, complacency should head the list.’ - John Maxwell 1. Charisma is a liability -- something to be overcome, like a speech impediment. 2. Executive compensation and company performance are not linked. 3. Technology has nearly zilch to do with sparking a company's transformation from run-of-the-mill to top-of-the-hill. - Built To Last, Jim Collins
  • 40. © 2001 - 2004 BusinessHive. All rights reserved.40 Break Time Thoughts Under the guidance of this modest but determined leader, a company must come to terms with three tough questions: 1. What can it be the best at? 2. What drives its economic engine? 3. And what are its people passionate about? - Built To Last, Jim Collins
  • 41. Tools To Channel Creative Powers David Carrithers
  • 42. © 2001 - 2004 BusinessHive. All rights reserved.42 Getting Creative On Track
  • 43. © 2001 - 2004 BusinessHive. All rights reserved.43 A Little Demonstration One Volunteer From The Audience Please!
  • 44. © 2001 - 2004 BusinessHive. All rights reserved.44 A Thought Be Ready ‘To every person there comes in their lifetime that special moment when you are figuratively tapped on the shoulder and offered the chance to do a very special thing, unique to you and your talents. What a tragedy if that moment finds you unprepared or unqualified for work which could have been your finest hour!’ - Sir Winston Churchill
  • 45. © 2001 - 2004 BusinessHive. All rights reserved.45 The Following Will • Reduce turn over • Build employee & team loyalty • Reduce individual stress, especially among quite types • Reduce or eliminate surprises • Allow for changing direction & gaining buy in • Build a ‘thinking organization’
  • 46. © 2001 - 2004 BusinessHive. All rights reserved.46 The Necessary Tools To Manage • A mission & values statement • Roles & responsibilities • Career direction setting & determining • Appropriate project management • Feedback & communications (formal & relaxed)
  • 47. © 2001 - 2004 BusinessHive. All rights reserved.47 Mission & Values Statement Why? • Creative types need a mission & vision to believe in and rally behind • They need to feel that they have been a part of developing it • Should be up-dated at minimum 2 times a year • Attached copies of one example of how to do it • Remember, once you do it live it • You need to be a living example
  • 48. © 2001 - 2004 BusinessHive. All rights reserved.48 Roles & Responsibilities • Have done before you hire someone • Clear definition of job personalities and the positions role within the organization • The position should not be designed for a specific person • Clearly out line: – Job description – Who they report to and who reports to them – Any specific areas of additional responsibilities – Client interaction expectations, etc.
  • 49. © 2001 - 2004 BusinessHive. All rights reserved.49 Individual Career Direction Setting • Before you hire spend one-one-one non-formal time (small group even better) • More than performance reviews every six months – ‘daily adjustments’ • Chance to benchmark personal success – Encourage maintaining personal portfolios & resumes: Why? Reminds the individual of all they have accomplished • Carry out 360 degree feed back • Personal development & training plan – Time management, presentation skills
  • 50. © 2001 - 2004 BusinessHive. All rights reserved.50 Appropriate Project Management Personal Insight: “Be super creative, as long as it’s green & fits in a number ten envelop!”
  • 51. © 2001 - 2004 BusinessHive. All rights reserved.51 Appropriate Project Management Task-Based Thinking Creative Thinking All about knowledge & resources All about originality & success Develops by milestones & proactive Develops by trial & error - reactive Guarded interactions Interactive – easily gets off track Works intensely 8 to 5 Works in bursts 24 hours a day Industrial linear thinking Entrepreneurial fluid thinking Project plan dates are everything Freely misses plan dates 1 day design session = great input Over Chinese food great ideas Project tools drive results Project tools over kill Do not challenge me! Challenge me! I love the interaction! MethodLogic – Creative Commerce Group
  • 52. © 2001 - 2004 BusinessHive. All rights reserved.52 Appropriate Project Management • Build a process that brings value to the client, beyond completion of the project, on-time & on-budget (more than budget management) • Most overlooked element is requirements gathering – the more questions the better • Build a list, as a team, of every possible question that you could ask to help make sure the client gets what they need • Regurgitate what you hear and learn • Hold cross functional team meetings on large projects • Include in performance reviews % time followed/complete • Project management training • Sell your process as much as your creative ability
  • 53. © 2001 - 2004 BusinessHive. All rights reserved.53 Appropriate Project Management
  • 54. © 2001 - 2004 BusinessHive. All rights reserved.54 Appropriate Project Management
  • 55. © 2001 - 2004 BusinessHive. All rights reserved.55 Appropriate Project Management • What you need to take into account: – Project owner – Requirements gathering step (questions & understanding) – Confirmation – Group / Resource assignment – Milestones/ Dates – Who does what, when and to whom – Communications and confirmation – Priority setting – Completion & feed back • Never assume anything!
  • 56. © 2001 - 2004 BusinessHive. All rights reserved.56 ‘Human Factor’ In PM = Velocity 1. Determine up front how much or little the specific project requires the tools, tracking and formal processes 2. Create a vision the team can belive in, including how fast and why 3. Create a sense of urgency and action (if it can be done now then do it) 4. Important means speed – velocity only comes with a clear understanding of where you started and where you are going 5. Make it real, make it tangible 6. The pace of the leader sets the pace of the pack!
  • 57. © 2001 - 2004 BusinessHive. All rights reserved.57 Feedback & Communications • Formal – Employee surveys – Performance reviews – Client benchmarking – Industry research & reports • Relaxed – One-on-one conversations – Quick surveys after a project
  • 58. © 2001 - 2004 BusinessHive. All rights reserved.58 The Business World Today… Creates leadership vacuums: • Consensus management • Group think • Political correctness • The tallest blade gets cut first • Fear of risk No where are these points written – they are learned!
  • 59. © 2001 - 2004 BusinessHive. All rights reserved.59 I’m Here To Tell You … • It is not going to be the technology • It is not going to be the client • It is not doing to be the tools • It is not going to be the management You are the single most critical element to a successful creative team… U
  • 60. © 2001 - 2004 BusinessHive. All rights reserved.60 A Quick Story U.S. Navy Cmdr. Mike Abrashoff took the worst ship in the Navy and transformed it into the top ship in the Pacific Fleet. In 1997, Abrashoff, a well-decorated officer, was assigned command of the USS Benfold, a ship with a $60 million budget and a crew of 300. Under his people-first leadership, crew retention increased from 28 to 100 percent, the ship achieved best-ever results in every competitive category, and it consistently operated at 75 percent of budget, returning millions to U.S. taxpayers. To cap off Abrashoff's success, the Benfold won the prestigious Spokane Trophy for the best ship in the U.S. Navy's Pacific Fleet.
  • 61. © 2001 - 2004 BusinessHive. All rights reserved.61 Break Time Thoughts Killer Be’s • Be brave! • Be bold! • Be adventurous! • Be courageous! • Be persistent! The best way to predict your future is to create it!
  • 62. Improving Performance David Carrithers
  • 63. © 2001 - 2004 BusinessHive. All rights reserved.63 Individual Performance Improvement
  • 64. © 2001 - 2004 BusinessHive. All rights reserved.64 Thoughts The deepest principle in human nature is the craving to be appreciated. ~ William James I think the problem of management of creative people is both fantastically difficult & important. - Abraham Maslow
  • 65. © 2001 - 2004 BusinessHive. All rights reserved.65 Employee Insights • All businesses have employee problems • Most companies operate between the world of employee myth and reality • All businesses have employee problems • Most companies operate between the world of employee myth and reality
  • 66. © 2001 - 2004 BusinessHive. All rights reserved.66 Employee Insights Employees were asked what they would be willing to do to earn a trip valued at $2,000: • 79% Improve attitudes • 71% Increase workloads • 68% Work more hours • 67% Increase the speed and intensity of work (Wirthlin Worldwide, Aug. 2001) • Average cost to find, hire, train a new employee = $20,000 to $50,000 Employees were asked what they would be willing to do to earn a trip valued at $2,000: • 79% Improve attitudes • 71% Increase workloads • 68% Work more hours • 67% Increase the speed and intensity of work (Wirthlin Worldwide, Aug. 2001) • Average cost to find, hire, train a new employee = $20,000 to $50,000
  • 67. © 2001 - 2004 BusinessHive. All rights reserved.67 Employee Insights • A study of CEOs by Transearch, an executive recruiting firm, 46 percent of respondents said that finding good people and keeping them is their single biggest worry. Similarly, three quarters of the corporate officers in a McKinsey study said their companies had insufficient talent or were "chronically talent-short across the board." • The number of 35-to-44 year olds-the critical wellspring of management talent-is expected to decline 15 percent by 2015, according to the U.S. Census Bureau. • "At the end of the day, we bet on people, not strategies." Larry Bossidy, CEO AlliedSignal
  • 68. © 2001 - 2004 BusinessHive. All rights reserved.68 Types of Programs • Attendance • Suggestions (reduce costs, generate revenue, quality of life) • Quality Initiatives • Safety • Service Anniversary • Employee/Sales Referrals • Honor & Recognition • Productivity • Team Building • Change Management • Customer Service • Gift (Holidays, etc.) • Training/Certification • On-the-Spot Thanks
  • 69. © 2001 - 2004 BusinessHive. All rights reserved.69 ‘Individual Success’ = Spirit 1. Utilize recognition & incentives 2. Non-cash rewards are better 3. Both team and individual rewards & recognition 4. Reward for each milestone or important result 5. Say thank you, in writing and in group settings 6. Hold up performers 7. Hold a kick off meeting followed up with an activity 8. Reward positive behaviors openly, handle poor behaviors privately and one-on-one (use as a learning experience) 9. Get management to ‘stop by’ performing individuals cubes/offices or meetings to say ‘I heard and wanted to say…’ 10. Create performance legends & stories 11. Positive spirit begins with you
  • 70. © 2001 - 2004 BusinessHive. All rights reserved.70 ‘Individual Success’ = Spirit ‘The moment people in an organization are recognized, they will act to get recognition. The moment they realize that the organization rewards for the right behavior, they will accept it.’ Peter Drucker – WSJ • Positive, Immediate and Certain • Change requires a motivator - what gets rewarded gets done • Award needs to have meaning and be beyond the living basics • Cash is limited in promotion value, long-term remembrance and excitement
  • 71. © 2001 - 2004 BusinessHive. All rights reserved.71 Motivation Basics Self- Realization Fulfillment of potential Personal Esteem Honor, job importance, title Social Acceptance Love, togetherness, teamwork, recognition by family, friends, neighbors Security From economic and physical danger Physical Comfort Food, drink, clothing, shelter Psychic Income Monetary Needs •Move beyond the basic needs, “more than monetary” •Tap into the psychic needs •Look beyond the common place, every day Maslow’s Pyramid
  • 72. © 2001 - 2004 BusinessHive. All rights reserved.72 Non-Cash Rewards Are More Powerful NON-CASH REWARDS • Offers special recognition — “trophy value,” peer recognition, bragging rights • Have a higher perceived value — are less expense than cash because of perceived value • Have more impact than cash because they are promotable, memorable, and special NON-CASH REWARDS • Offers special recognition — “trophy value,” peer recognition, bragging rights • Have a higher perceived value — are less expense than cash because of perceived value • Have more impact than cash because they are promotable, memorable, and special CASH • Is cold and non-emotional • Is confidential — not socially acceptable to brag about how much cash you have • Can never have a higher perceived value — $100 is always $100 • Doesn’t stand out because it’s not unique, memorable nor promotable CASH • Is cold and non-emotional • Is confidential — not socially acceptable to brag about how much cash you have • Can never have a higher perceived value — $100 is always $100 • Doesn’t stand out because it’s not unique, memorable nor promotable VS
  • 73. © 2001 - 2004 BusinessHive. All rights reserved.73 Trophy Value • Tangible symbol - more than cash compensation • Provides sense of award prestige • Lasting memory of effort and sponsoring company - impact • Reinforcement to motivate future behavior • Tangible symbol - more than cash compensation • Provides sense of award prestige • Lasting memory of effort and sponsoring company - impact • Reinforcement to motivate future behavior
  • 74. © 2001 - 2004 BusinessHive. All rights reserved.74 Type Of Rewards • Large merchandise catalogues • Catalogues from retail/direct mail companies • Wide variety of merchandise from manufacturers • Group and individual travel • Retail gift certificates • Universal gift certificates • Web certificates/ points • Open incentive cards • Cash/Payroll • Trophies/Plaques (H&R) • Logoed merchandise • Event tickets • In-kind/discounts/coupons • Frequent flyer miles • Phone Cards • Selective or “filtered” incentive cards
  • 75. © 2001 - 2004 BusinessHive. All rights reserved.75 ‘Individual Success’ = Spirit
  • 76. © 2001 - 2004 BusinessHive. All rights reserved.76 ‘Individual Success’ = Spirit • Have a strategy for reinforcing the new behaviors that align with your new work design - Creating a successful team structure requires changes in behavior for everyone. Identifying the desired behaviors, and reinforcing them immediately, will bring about a smoother change. • Use a demand-pull model for motivating employees - The specific, team-supportive behaviors expected from employees should be clearly communicated. As team members and leaders begin to use these behaviors and become more self- directed, they should be given more control and more freedom to act, make decisions, gain autonomy, get access to reward/celebration funds, etc. With this approach, teams are motivated to move forward, receive more training, and excel within the team system. Reference: Daniels, Aubrey. Bringing Out the Best in People
  • 77. © 2001 - 2004 BusinessHive. All rights reserved.77 ‘Individual Success’ = Spirit • Make the criteria for receiving reinforcement and rewards clear and achievable - The more unclear contingencies for rewards are, the more confusion and skepticism employees will exhibit. • Reward and reinforce individual efforts as well as team performance - Individual recognition is important, but use it to reinforce a members contributions to the team. Reference: Daniels, Aubrey. Bringing Out the Best in People
  • 78. © 2001 - 2004 BusinessHive. All rights reserved.78 ‘Individual Success’ = Spirit • Empower teams gradually and systematically - turn over responsibilities such as self- management and decision making only when team members are ready, and initially provide a limited scope for them. Handing over complete empowerment immediately, especially when employees are not used to it, can be disruptive and counter-productive. Reference: Daniels, Aubrey. Bringing Out the Best in People
  • 79. © 2001 - 2004 BusinessHive. All rights reserved.79 Other Ideas • Find ways to help employees lives by offering service for performance, like lawn care, house cleaning, chef in the house • Hold peer review session twice a year where each member presents what they think is the best they have done and why – let peers review, stay out of it (yet make sure it doesn’t get nasty) • Have activities that involve the family
  • 80. © 2001 - 2004 BusinessHive. All rights reserved.80 Topic Change Preparedness Ideas: • Meet with employees to build a plan of action in case of disaster • Build a phone and e-mail list (including personal contact information) and mail to all homes, keep a copy in safe deposit box • Reference attached article
  • 81. © 2001 - 2004 BusinessHive. All rights reserved.81 Final Thoughts Energy, effort and enthusiasm are all parts of successful creative efforts. Take care of yourself physically. Eat & exercise sensibly. Get enough rest and relaxation. Creativity and creative life are marathons, not hundred-yard dashes. The environment you fashion out of your thoughts, your beliefs, your ideals, your philosophy is the environment you live in.
  • 82. © 2001 - 2004 BusinessHive. All rights reserved.82 Thank You For Your Time David Carrithers, Chief Bee Keeper Providing consulting services for business individuals looking for honest and straightforward counseling, coaching & implementation of business solutions that improve profit performance and loyalty with employees, channels and customers. www.BusinessHive.com Generating Results Through: •Targeted Individualized Coaching Program •Improved Customer & Employee Loyalty •Enhanced Product, Market & Business Development Results • Profitable Brainstorming & Product Creation •Faster & More Accurate Product & Business Launch Management •Unbiased Incentive Program Assessment & Support •Dynamic Organizational Development 707-484-3620 or e-mail David@BusinessHive.com

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