“People ~ Performance ~ Priorities” = These three “legs of the stool” are the foundation of great organizations. Achieving alignment in these areas drives culture, meaningful outcomes and the ability to distinguish the “important” from the “critical”. Using the “leaders invitation” also builds commitment and a sense of community. * The importance of alignment & engagement * Winning the talent acquisition war * Using the “leaders invitation” to build commitment * Igniting the discretionary energy of team members * Distinguishing the “important” versus the “critical”

1. People&'&Performance&'&Priorities
Brent&Darden,&Owner&
Brent&Darden&Consulting

2. PRIORITIES
PEOPLE
PERFORMANCE

3. POSSIBILITIES

4. PEOPLE

5. IHRSA MEMBER RETENTION REPORT: Volume 1 | Issue 3
Focus on
Member
Loyalty
What makes good clubs good
… and bad clubs bad?
C
®
retentionpeople
the
Customer Experience Solutions from the Retention Experts
People

6. Talent Acquisition

10. Recruiters’ use of online
resources to vet
candidates

11. Norman Brinker-
“wasn’t a fan of hiring people to play first base;
he just wanted to hire a good baseball player”

12. Interview Hard…
…Manage Easy

13. Homework Works

14. INSIGHTFUL
INTERVIEW
QUESTIONS
INSIGHTFUL INTERVIEW QUESTIONS

15. HIRE FROM WITHIN
EXTERNAL HIRES ARE
61% MORE LIKELY TO BE
FIRED THAN INTERNAL
PROMOTES.
INC. MAGAZINE

16. On-boarding Experience

18. PERFORMANCE

19. High achievement always takes
place in the framework of high
expectation …

20. GRAND CANYON: Most Difficult / Isolated – New Hance Trail
For those seeking a more rugged, and therefore more secluded
experience, the New Hance trail offers both. Of our trips along this
path, human contact has only occurred twice! Just finding the
unmarked trailhead takes quite a bit of luck and effort! For much of this
hike you will be using your hands, feet, elbows, heels, backside, heck
maybe even your forehead! It offers no reliable water sources, involves
scrambles over rugged unmaintained trail, and features numerous
technical obstacles.

22. “The loftier the building,
the deeper must the
foundation be laid.”
- Thomas Kempis

23. 250
Cultural Commitment!

24. Yo u g e t w h a t y o u
D E M A N D
y o u e n c o u r a g e
w h a t y o u
T O L E R A T E

26. I G N I T ED I S C R E T I O N A RY
E N E RG Y / E F F O RT

27. 30%
52%
18%
Gallups “State of the American Workplace” - 2013
Engaged Disengaged Actively Disengaged
* 350,000 respondents

28. ENGAGEMENT CATEGORIES
1
Engaged employees work with
passion and feel a profound
connection to their company.
They drive innovation and move the
organization forward.
2
Not Engaged employees are
essentially “checked out.” They’re
sleepwalking through their workday,
putting time — but not energy or passion —
into their work.
3
Actively Disengaged employees
aren’t just unhappy at work; they’re
busy acting out their unhappiness.
Every day, these workers undermine what
their engaged coworkers accomplish.

29. 01
I know what is
expected of me
at work.
07
At work, my opinions
seem to count.
02
I have the materials
and equipment I need
to do my work right.
08
The mission or purpose
of my company makes
me feel my job
is important.
03
At work, I have the
opportunity to do what
I do best every day.
09
My associates or
fellow employees are
committed to doing
quality work.
04
In the last seven
days, I have received
recognition or praise
for doing good work.
10
I have a best friend
at work.
05
My supervisor, or
someone at work,
seems to care about
me as a person.
11
In the last six months,
someone at work has
talked to me about
my progress.
06
There is someone at
work who encourages
my development.
12
This last year, I have
had opportunities
at work to learn and
grow.
GALLUP’S Q12®

30. Gallup found that
“engaged” employees
are in better health and
have healthier habits!

31. “When people are placed
in positions or given
responsibilities that do
not take advantage of
their individual
strengths, they are like
sundials in the shade.”
Abraham Lincoln

32. Lead With Heart
“There is a direct link between
empathy and commercial success.”
Belinda Parmar - Harvard Business Review

33. “Thriving” - 67% “Struggling” - 33% “Suffering” - 1%
How do employees describe their “wellbeing”?

34. Kill your performance ratings?

35. Pay attention to your employees … any kind of attention!

36. 1 2 3 4 5 6 7 8 9 10
?
Crucial Conversations Feedback Continuum

37. Human Capital Pyramid
People Performance Grid
High Values/
Low Performance
High Values/
High Performance
Low Values/
Low Performance
Low Values/
High Performance
By Gary Hamell

38. Cull the Herd When Necessary

39. Identify & Implement
“pride builders”

40. B A N D W A G O N
t h e
e f f e c t

41. Recognize & Celebrate Success!

42. Employee of the
“Moment”

43. Tie Recognition to specific
behaviors and values.

44. What's going on at TELOS? Stay in the know... View this email in your browser
IT'S PERSONAL.
IT'S A GREAT DAY TO BE A PART OF TEAM TELOS.
Below are the weekly updates and recent CIA recipients.
CIAS:
Chris R.- for sharing our facebook posts and inviting friends to visit the club on
facebook.
Interns and Avri- for helping to prepare for the All Staff meeting.
Lindsay S.- for assisting with party décor.
Member comment of the week:
"TELOS does a great job at keeping the member experience at a high level. And
they care about the well being of each member."
Highlight of the week:
T-shirts for the Anniversary Party!
T-shirts for employees to promote the party will be in this Friday afternoon. Stop by
the business office to pick yours up!
Avri Boswell <aboswell@telosfitnesscenter.com>
To: Brent Darden <bdarden@telosfitnesscenter.com>
FW: TELOS: Team Talk
October 1, 2013 11:13 AM

45. Promote
Potential
Reward

46. Tell Me
Follow the ”Tell Me - Show Me - Involve Me” Formula
Show Me
Involve Me

47. “ENTREpLOYEES”

48. PRIORITIES

49. Understand the
“Principle of Strategic Consumption"

50. Norman Brinker-
“wasn’t a fan of hiring people
first base; he just wanted
good basebal
Master
B S
Business Simplification

51. The
“Why”of everyday work?

52. Establish & Share the
goal Hierarchy

53. 5 Things Loyal Members/ Promoters Care
About Most:
1. Friendly staff / trainers / instructors
2. Plenty of good quality / working equipment
3.Variety and schedule of classes / programs
4. Clean facility
5. Good customer service

54. Members’ experience is largely driven by
their satisfaction with the ‘fundamentals’ –
cleanliness, friendliness, facility,…
1This document is confiden/al and is intended solely for the use and informa/on of the client to whom it is addressed.
11%
(8.8)
11%
(9.2)
10%
(8.8)
10%
(8.3)
7%
(8.7)
6%
(8.5)
6%
(9)
40%
(NA)
Top Drivers
Weight (%); Avg Score (X.X)
Gym Cleanliness
Front Desk Staff
Equipment Condition
Locker Room/Showers
Equipment Selection
Group Exercise Programs
Personal Training Staff
Other
Touchpoints that Drive Retention
(surveyed members only − All Clubs)
…communicate the investments you make in these areas.

55. THE BETTER QUESTION IS NOT
DID I DO MY JOB?
BUT
IS THE CUSTOMER HAPPY?

61. Commitment
Avoid Commitment Drift.

62. Distinguish the “Important” from
the “Crucial”.
Distinguish the “Important”
from the “Crucial”.

64. Mission First — People Always

65. No amount of success at work can
compensate for failure at home.
1. Faith
2. Family
3. Friends
4. Fitness
5. Finance

66. www.brentdarden.com
brent@brentdarden.com

68. Underwrite
Mistakes
When
Necessary

69. “In my experience, the thing that has
the most significant impact on a
movie’s budget—but never shows up
in a budget—is morale. If you have
high morale, for every $1 you spend,
you get about $3 of value.”
-Brad Bird

70. Traditions
Training

71. “Coaching is not what you
know. It’s what your
student learns.”
- Andre Agassi

72. `
all
organizations
are perfectly aligned
to get the results they are getting.

73. share
goalswide
company

74. People ~ Performance ~ Priorities
March 2016
www.brentdarden.com

75. EXERCISE
THE
LEADERS
INVITATION