My manifesto on how I would manage performance.

1. Bruce Lozano
Business Management
Day-to-Day Performance Management
Please read complete directions that accompany this template before answering
questions. The instructions contain an example of how to answer the questions. When
you begin typing, place your cursor in front of the yellow star to highlight answers.
Please view the video embedded with this assignment.
Business/Employee Information
1. What is the name of your company? (Remember the company is a small start-up.)
Deadboy Management And Screen Printing*
2. How do you make money? (ex: what product or service are you selling?) (Limit
how you make money to one or two items. Please do not choose concert tours.)
We make money by creating and selling merchandise branded to the artists we serve and
by managing artists business dealings. *
3. What is the title of the employee you will be hiring? (This should be a position you
know something about and only one individual, no assistants, managers, co-
owners, or attorneys.)
Screen Printer*
Chapter 1
PEOPLE MANAGEMENT-THE FOUNDATIONS OF SUCCESS
1. Chapter 1 suggests 3 ways to earn employee trust and respect; lead with integrity,
demonstrate humility, and be authentic. What must a manager do to adopt an
authentic approach?
2.
• strive to be the best possible version of yourself, not someone else
• are sincere in your dealings with every member of your team
• let people get to know you
• are upfront and transparent. *
How will you be authentic with your specific, future employee?
I will be authentic by being the best possible version of myself, every day, and never
faltering from that idea to lead by example in every facet of business operation. I will be
authentic by not shying away or filtering who I am on a daily basis with everyone I deal
with, including my screen printer, and allow them to get to know me by being open about
who I am, how I got where I am, and have hopes that would encourage them to pursue
their own dreams and further their goals as well. I will be transparent by allowing the
screen printer to have access to ordering all equipment and supplies themselves on the

2. company card,, so they can understand the cost and profits and their cut in that process.
This is also being sincere with my employee. *
3. What does chapter 1 say are the 4 most important things you should do when
consulting and collaborating with employees?
Ask people to contribute ideas about what you should do and how you should go
about it. Test your ideas, whenever possible, by talking to people about what you
are thinking and planning, remember that it doesn’t all have to be down to you, so
allow some decisions to be made by members of your team, work closely not only
with your team but with your colleagues across the whole business.*
What will you do to collaborate and consult with your specific, future employee?
I will set up weekly meeting sessions to discuss topics of issues, successes, desires, and
more to consult with my employee on a regular basis and establish a foundation and
platform for my employee to feel comfortable coming to me with issues or compliments.
I’ll make sure to collaborate and encourage an feeling of contribution out of myself
towards my employee by working on tasks hands on with them, cleaning up with them
and using that time to discuss and build trust and buy-in, letting them see that I’m willing
to do the same work as them, and with hopes they will see that we own and run the
business together, regardless of titles and duties.. *
4. One of the ten golden rules to successful relationships is to be compassionate and
sensitive. According to chapter 1, how can a manager demonstrate compassion
and sensitivity?
Show you care about the impacts of your decisions and actions on other people. This
doesn’t mean don’t act; just care when there are consequences for other people and
do whatever you can reasonably be expected to do to support them through it. Listen
and demonstrate empathy. You don’t have to agree with people or pander to their
emotions, but most people need to know you are at least willing to hear them.
Reserve judgement. Don’t dismiss people’s feelings without first giving those
feelings reasonable consideration. Don’t lose confidence in people just because
they’ve had an emotional but very human moment. *
What will you do to demonstrate compassion and sensitivity with your specific,
future employee?
Not everyone that has some experience with screen printing has experience with all
facets, and it’s also somewhat of an artform, and it can take quite a bit of a learning
curve along with labor in repetition to get it right, and I would make sure that I would
show them how to get into the groove and find their way into the artform. I know there
will be times where the employee might want to give up, and I will make sure to show
them above and beyond that I am there for them and more than willing to help them. If I
forgot to mention an important or rush order, and it caused my employee to have to
overwork or rush themselves, I would at least offer to buy them lunch, make sure to take
the time to go the extra mile in even just having a conversation with them. If they are
having issues at home that are frustrating them at work, I would make sure I took the

3. time to try to reason things out with them and counsel them, or at least just listen to them
vent. *
5. What does it mean to adopt an integrated approach to leadership according to
chapter 1?
An approach that combines the strengths of both a results and a people focus. It is an
approach characterized by a dedicated focus on achieving optimal outcomes while also
engaging the passion and energy of people. *
What will you do to adopt this integrated approach with your specific, future
employee?
I will adopt an integrated approach by focusing on a profit and loss model within the
screen printing shop, but allowing my employee to have the transparency of knowing the
costs and profits within the business and even allow him/her to have a part in the buying
process of all facets within the business, but allowing him/her to have the dignity of being
in charge of making sure that we maintain a profit, reduce costs with supplies. This will
allow me to get the best from my employee by allowing him/her to have a valued and
weighted opinion on business decisions and direction, which will make my employee feel
good and motivated to work towards achieving a common goal. *
Chapter 2 and 3
VISION AND STRATEGY, AND CULTURE
1. How does chapter 2 define ‘vision?’
A clear picture in your mind of what your company’s future holds and what your
company is/does. *
Answer the below questions in formulating your company’s vision.
a) Define what your company does. We create merchandise and manage
their business.*
b) Define your organization’s unique twist to what it does. We combine artist
management with brand story development to lead to emotional
connections we can attempt to monetize and create the merchandise to
monetize when appropriate. *
c) Quantify and refine the customer. Customers tend to be artists that are
managed by the company but can extend to small businesses and other
organizations such as schools and soccer teams, etc. *
d) Add relatable, human, real world aspects. Our “artist/brand story”
development creates a bond between artist and fan that creates a desire
within your fans to support you, their favorite artists, and buy your
merchandise, come to your events, etc. *
e) Combine all of the above answers to provide a vision statement for your
company. Deadboy MGMT and Screen Printing is a merchandise and
management company aimed at taking the business side of the
entertainment industry away from the artists every day struggles so they
can focus on what is important, the art.*

4. 2. What does chapter 2 say are the 6 priorities in creating a strategic plan?
Identify risks and obstacles, choose your strategy, identify resources, decide on your
tactics, decide what you will monitor and measure, document your plans well. *
Using the 6 priorities from chapter 2, describe your company’s strategic plan.
Risks would be artists attempting to leave contracts, or leave due to lack of contracts, not
making enough profits to maintain business space and production, payroll, etc. Other
risks would be flooding damage due to where I live, Inability to obtain profitable artists
to monetize, failed brand story development. My strategy would be to seek out the artists
with the best chance to be monetized, create an easy to understand profit and loss model
for my employee to utilize so were all on par, spend extra time developing the emotion
connect with any person who engages with artists posts and send them links for landing
pages or checkout sites to merchandise we have printed. The resources I have are a
workshop, I have a screen-printing press, a UV Light machine, a flash dryer, an inkjet
printer for screen printing film, I have photo emulsion, plastisol t-shirt ink, and artists to
work with, market and monetize. On a day to day basis, as the owner, I will monitor the
profit and loss charts, maintain signing new artists, make sure funding is always
available for different endeavors the company is taking, I will make sure payroll is filed
every week and that the office space are paid for and maintained, do all accounting and
record keeping. As for the screen printer, they will maintain and track all usage of
supplies and submit a report on profit and loss of specific job for trending and tracking
profits and loss, they will produce all garment print orders to specifications, and notify
customers that orders are shipping when they are complete. I will monitor and measure
profit against loss, social media engagements on contrast to monetization of said artist,
the amount of supplies used and other costs, like labor, to produce products/orders vs.
how much profits were made. We will use excel to document profit/loss model. *
3. What is the purpose of company ‘core values’ from chapter 3?
The purpose of core values is to communicate the attitudes, beliefs, and behaviors
considered most important to the success of your business. *
Identify at least 2 core values important to your company?
Dedicated to and demanding the overall well-being of our clients within the industry and
loyalty. *
4. According to chapter 3, what is the definition of culture?
Culture is created from the collective behaviors of people in a given setting or group. It
can be described as the way things are typically done or as the personality of the
organization. *
What is the design of your company’s culture? Include at least 3 aspects.
My companies culture will be designed to be very collaborative and positive, an
environment that instills purpose in the employees and clients lives, provides opportunity
for everyone within the company structure, employee or client and an environment that
encourages and, again, demands the well-being of our employees and clients is the
highest sought asset. *

5. Chapter 4
RECRUITMENT
1. From chapter 4, what are 4 areas of capabilities you should consider when
determining who will be the best person for the job?
Knowledge and skills, experience, qualifications, values and behaviors *
Describe 4 areas of capabilities you will require of your specific, future
employee?
Ill require my employee to have knowledge of screen printing and the process, at least 6
months experience screen printing, the qualifications are the prior two capabilities and
Id add in working transportation, and the values and behaviors I’d look for would be
kind-hearted, loving, hard-working and a dreamer. *
2. What does chapter 4 say is the ‘buy and sell’ equation during recruitment?
You are both buying capabilities into your business and selling what you have to offer. *
What do you have to sell your specific, future employee so they will want to work
for your company?
I want to offer them a living wage for employment with them, and opportunities to get
involved with the music industry in different ways, and a direct connection to me, almost
as a mentor within the culture of our company. *
3. According to chapter 4, what are the 5 most important things you should do to
assess a candidate’s cultural fit?
Identify the values and behaviors you want to assess and ask questions that expose the
candidate’s alignment with each. Read between the lines and observe attitude when
reading application documents, conducting interviews or completing reference checks.
Assess the candidate’s priorities, philosophies, beliefs, prejudices and motivations.
Consider the likely impact each will have on their approach to doing their job and
dealing with others. Observe how they engage with you and other people before, during
and after interviews and other face-to-face interactions. Notice shifts in behavior or
expressions of attitude towards individuals and groups. For example, does the candidate
respond differently to people they perceive to be senior, level or junior to them? *
Provide at least 1 question you will ask your candidates to access cultural fit?
Would you please tell me about a time that you faced a challenging situation, good or
bad, and what you had to do to overcome the obstacles you faced and what the outcome
was? *
4. What does chapter 4 say are the 5 things you should look for to assess a
candidate’s competence?
The ability to apply their capabilities consistently within the context of the role. An
awareness of the core objectives, responsibilities, challenges and complexities of the role,
the levels of knowledge, skill and experience needed to perform at the standard expected.
The ability to plan and integrate a number of different tasks to achieve an outcome, the

6. ability to respond to irregularities, breakdowns and other unanticipated events and the
capacity to deal with the responsibilities and expectations of the work environment,
including working with others. *
What is 1 question you will ask your candidates to assess competence?
Can you explain to me how you’d walk through setting up a screen for image burning
and ink pressing on different substrates? *
Chapter 5
COMMUNICATION
1. Chapter 5 discusses keeping your employees informed and consulted. Why is
communicating the right information or insights important to employees?
How much people feel they are informed and consulted can significantly influence the
degree to which they feel trusted or respected.*
What 2 things will you communicate to your newly hired employee in order to
inform and consult with them?
I would want to communicate finances from a profit and loss model, meaning how much
supplies cost, how much profits are being generated, and I would consult with them to
consider ways we could grow the company and reduce costs of production etc. *
2. According to chapter 5, what is employee ‘buy-in?’
Buy-in simply means earning support for the things you want to do and achieve. *
What will you say to your newly hired employee to get them to ‘buy-in’ to your
company vision? Be sure to state your vision first.
My vision statement is “Deadboy MGMT and Screen Printing is a merchandise and
management company aimed at taking the business side of the entertainment industry
away from the artists everyday struggles so they can focus on what is important, the art.”
I would explain to them that we have the opportunity to help artists and that they can be
an important part of the role, business and life of an artist, and it would obviously help if
they are into the artists we work with. *
3. What are 4 key priorities for approaching communication well?
Successful Behavior, know when enough is enough, tell, ask and listen, question and
challenge.*
How will you apply each of these priorities when communicating with your newly
hired employee?
I will apply successful behavior by showing my employee I value them, by being in the
best mental state I can be in and exemplify that, I’ll make sure to use common courtesies,
and be understanding to what they might be going through. I’ll know when enough is
enough by monitoring and filtering the amount of information I give him when I do
inform and consult with my screen printer, and make sure that I have a clear
understanding of what I’m trying to convey to my employee so they don’t hit the “switch
off” button. I’ll make sure my screen printer knows the jobs that need to get done for that

7. day versus jobs for the week and overloading them. When I communicate with my screen
printer ill make sure I convey profit and loss within the structure of the screen printing
business, I’ll ask his input on different facets of their role that might be able to be
revised, how we could achieve higher profits from the day-to-day approach to their
position since I may disconnected from those motions, and listen to everything they have
to say so I can make sure I catch everything to over on the spot advice or feedback, and
also so I can expand on their concerns as needed. I’ll apply question and challenge by
encouraging them to experiment with different things to try to increase productivity, even
if it doesn’t go by conventional standards. *
Chapter 6
MANAGING PERFORMANCE
1. How does chapter 6 define performance objectives?
Performance objectives describe broad categories under which more specific outcomes
are defined. They identify essential areas of achievement that enable overall success in a
role.*
What 2 performance objectives will you set for your specific, new employee?
One performance objective id set would be a shirt per day quota that would need to be
met, and then maintaining the second performance object, which is profit and loss,
maintaining documentation of how much t-shirt supply is being used for each order and
how much each order brought in revenue. *
2. How does the eBook explain tasks?
Activities that have to be done in order to achieve the performance objectives. *
What 2 tasks are necessary for your new employee to achieve their performance
objectives?
They would have to maintain shirt stock to make sure they have enough shirts to get them
through the week and they would also maintain documentation of how much t-shirt
supply is being used for each order and how much each order brought in revenue. *
3. According to chapter 6, what are key performance indicators (KPI)?
Key performance indicators (KPIs) help you to understand how well people are
performing in relation to these objectives; they are the measurable factors that enable
you to define the success of a particular task or activity *
What 2 key performance indicators will you require of your new employee so you
will know when they have achieved their performance objectives? (Be sure to
express them as a percent)
I want a 90% success rate in ensuring the shirt printed per day quota was met, and I
would want 100% success rate in ensuring proper profit-and-loss model documentation
is recorded.*
4. What does enable performance mean according to the eBook?
To manage performance well you need to interact with your team every day and provide
them with the direction, advice and guidance they need to succeed. To get the best from

8. people, you must challenge their thinking, influence their understanding, encourage them
to reflect, and ultimately help them to learn and grow on the job. *
In order for your new employee to achieve their performance objectives, what 3
things will you provide to enable them.
I will meet with my employee every day to report on profit and loss achievements and
areas of improvement while making sure I provide the proper guidance to ensure there
are improvements. Ill offer insight from my knowledge to help provide my employee with
expertise training, but also allow them the free will to experiment with what would make
them the most productive and allow them to set up how they feel is best or most
comfortable for them, but also let them know what I’ve found worked for me. *
5. From chapter 6, what are the 5 most important things you need to do to provide
feedback that make a tangible difference to performance?
be specific and descriptive, pick your time and place, be constructive, tailor to the
individual, and be consistent. *
Assume your new employee has been with your company for over 6 months.
Also, this individual is exceeding their key performance indicators. Using the
above ‘most important things’ state what you would say to give your employee
positive feedback and what would be the setting.
What I would tell them is “I really appreciate all your hard work in making sure that you
not only met my 90% per day quota for shirts, but you have exceeded my expectations
and have met 97%-100% of my quota per day, if not more. You’ve also done amazing in
ensuring that you’ve documented every facet of the business that goes into the profit and
loss model we run. You’ve come in with your best face, best attitude, and unwavering
hard work. Keep up the amazing work.” Since the setting is very small business based,
meaning one or two employees, the time and place to address him/her would be in the in
the workshop. *
Chapter 7 and 8
LEARNING AND DEVELOPMENT, AND REWARD AND RECOGNITION
1. Chapter 7 discusses creating a development plan for your employee. The first step
is to determine development objectives. What is a development objective
according to the eBook?
the broad areas of competence that need to be learned or improved*
State 1 of your employee’s performance objectives from chapter 6, question 1.
To ensure your employee will be able to continue to achieve their performance
objective into the future, what 1 development objective will be necessary?
(Consider skills and knowledge needed)
Maintain and document the profit and loss of the business on a daily basis. To ensure he
would be able to achieve this performance objective in the one areal of focus would be
attention to detail, for the means of documentation. Another would be a background or
education of what profit and loss means to ensure they record the profits and losses
correctly. *

9. 2. What 3 learning methods are identified in chapter 7?
Facilitated learning, Experiential learning, Self-learning. *
Detail how these learning methods will help your employee accomplish their
development objective?
With facilitated learning, I personally would be able to help with my employee
accomplish their development objective by giving them the background/education in what
the business model of profit and loss is in essence. With experiential learning, Ill allow
them to learn by actually recording the losses from the materials they use, and recording
the profits of the orders they work, and then double check their work to make sure its
correct and bring any errors in the model to educate and help develop their
understanding of the model. I would encourage self-learning by asking them to review
and research what business models are, what profit and loss is and means from outside
sources other than myself, *
3. According to chapter 8, what are 5 key elements of performance that should
be considered for rewarding or recognizing employees.
Key elements of performance that should be considered for reward or recognition
include:
• achievement of challenging objectives
• superior standards of achievement
• reaching milestone targets
• supporting roles played to enable the success of other team members
• business and team performance.*
What actual performance did you decide to reward or recognize for your
employee and which of the 5 key elements does their performance reflect?
(This should also relate to your answers about key performance indicators
and feedback. Chapter 6, questions 3 and 5.)
I asked for 100% success rate on their documentation of a somewhat complicated and
self-managed business model, and because they met this superior standards of
achievement, I acknowledged them earlier. *
4. From chapter 8, what 6 aspects of behavior should be considered for reward and
recognition?
Aspects of behavior and approach that should be considered for reward and
recognition include:
• alignment with the organization’s core values
• integrity and generosity of spirit
• a collaborative and respectful approach
• a positive influence on the spirit of the team
• discretionary effort brought to the role and the business
• commitment demonstrated by effort and time invested.*

10. What employee behavior did you recognize and which of the 6 aspects of
behavior do their actions reflect?
(This should also relate to your answers about culture and core values.
Chapter 3, questions 3 and 4.)
My screen printer has shown that he/she is in alignment with my company cores values
through his loyalty to our company, the owners, and our customers/artists, by ensuring
that not only my expectations are met, but are also exceeded when it comes to effective
production of products and haste supply, which leads into our main core value, being
dedicated to and demanding the overall well-being of our clients within the industry. *