This summary provides the key points about managing employee behavior through peer-to-peer accountability:
- Define behaviors that will deliver results for customers, competitive advantage, and what distinguishes the company.
- Implement a peer-to-peer accountability structure using weekly meetings to monitor results and ensure the right behaviors. The peer group helps employees adjust behaviors and stay motivated.
- Motivation comes from employees finding identity and meaning in their work, not from scorekeeping. The peer group helps each employee in this process through ongoing support.
- Leadership should focus on setting the right context and structure, then avoid micromanaging and let the front-line employees and peer groups do their work. Accountability is about
Leading with RESPECT: The Keys to Increasing Employee EngagementPaul Marciano
This presentation was held at Mercer County Community College in Hamilton, New Jersey on 4-20-11. The workshop was intended for HR professionals, supervisors, managers, and small business owners. Anyone who needs to influence, engage, and increase the productivity of others should attend. Specifically, participants learned:
• Why traditional reward and recognition programs fail
• The difference between engagement and motivation
• How increasing employee engagements adds directly to the bottom line
• How to measure employee engagement
• The RESPECT™ Model
• How to create a culture of RESPECT that will drive employee engagement and productivity
This presentation reviews the RESPECT Model, reasons why traditional reward and recognition programs decrease overall morale and productivity, and distinguishes motivation from engagement. For more information, visit my website at: www.PaulMarciano.com or email me directly at: Paul@PaulMarciano.com. Thanks for your interest.
How to Protect Your Culture in Times of CrisisLimeade
Explore the importance of building and maintaining an intentional culture, especially in times of crisis to help your organization return from COVID-19 stronger and unflappable.
Just as trust is the foundation for your healthy personal relationships, trust is a cornerstone of work relationships and an essential part of building a thriving work culture. What’s more, trust in the workplace is a key component of organizational effectiveness. Without it, it’s not just your professional relationships that can endure harm, but the livelihood of your business as well.
Workplace Ethics PowerPoint Content Slides Include:
• Definition/s of workplace ethics
• Learning objectives for this presentation
• Two examples (7 points)
• An organization’s actions (8 points)
• What workplace ethics is (13 points) and 6 points on why you need to be ethical
• Ethics programs (11 points) and 7 points on ethics programs as insurance
• Ethics programs creating citizenship (3 points)
• Ethics programs building values (4 points)
• Ethics programs building image (5 points)
• Ethics programs offering more (8 points)
• Codes of values and 11 principles (10 points)
• Why have a code of ethics (6 points) and 19 points on why have a code of conduct
• Resources required (4 points) and 22 points on ethics of justice
• Ethics of care (18 points) and 32 points on the 4 steps of resolving ethical dilemmas
• Ethics programs (16 points) and 19 points on structure
• Publicizing the commitment (7 points) and 9 points on training
• Managing ethics as a process (9 points) and 6 points on the bottom line
• Avoiding ethical dilemmas (4 points) and 5 point on custom made to fit you
• Consulting key stakeholders (5 points) and 8 points on bewaring of outsourcing
• Grant forgiveness (6 points), 5 points on mistakes (5 points) and 11 points on special challenges
• Key roles and responsibilities in ethics management (28 points)
• Decision making guides (46 points)
• Common ethic code provisions (49 points)
• Writing a code of ethics (52 points)
• Actions steps (16 points).
Leading with RESPECT: The Keys to Increasing Employee EngagementPaul Marciano
This presentation was held at Mercer County Community College in Hamilton, New Jersey on 4-20-11. The workshop was intended for HR professionals, supervisors, managers, and small business owners. Anyone who needs to influence, engage, and increase the productivity of others should attend. Specifically, participants learned:
• Why traditional reward and recognition programs fail
• The difference between engagement and motivation
• How increasing employee engagements adds directly to the bottom line
• How to measure employee engagement
• The RESPECT™ Model
• How to create a culture of RESPECT that will drive employee engagement and productivity
This presentation reviews the RESPECT Model, reasons why traditional reward and recognition programs decrease overall morale and productivity, and distinguishes motivation from engagement. For more information, visit my website at: www.PaulMarciano.com or email me directly at: Paul@PaulMarciano.com. Thanks for your interest.
How to Protect Your Culture in Times of CrisisLimeade
Explore the importance of building and maintaining an intentional culture, especially in times of crisis to help your organization return from COVID-19 stronger and unflappable.
Just as trust is the foundation for your healthy personal relationships, trust is a cornerstone of work relationships and an essential part of building a thriving work culture. What’s more, trust in the workplace is a key component of organizational effectiveness. Without it, it’s not just your professional relationships that can endure harm, but the livelihood of your business as well.
Workplace Ethics PowerPoint Content Slides Include:
• Definition/s of workplace ethics
• Learning objectives for this presentation
• Two examples (7 points)
• An organization’s actions (8 points)
• What workplace ethics is (13 points) and 6 points on why you need to be ethical
• Ethics programs (11 points) and 7 points on ethics programs as insurance
• Ethics programs creating citizenship (3 points)
• Ethics programs building values (4 points)
• Ethics programs building image (5 points)
• Ethics programs offering more (8 points)
• Codes of values and 11 principles (10 points)
• Why have a code of ethics (6 points) and 19 points on why have a code of conduct
• Resources required (4 points) and 22 points on ethics of justice
• Ethics of care (18 points) and 32 points on the 4 steps of resolving ethical dilemmas
• Ethics programs (16 points) and 19 points on structure
• Publicizing the commitment (7 points) and 9 points on training
• Managing ethics as a process (9 points) and 6 points on the bottom line
• Avoiding ethical dilemmas (4 points) and 5 point on custom made to fit you
• Consulting key stakeholders (5 points) and 8 points on bewaring of outsourcing
• Grant forgiveness (6 points), 5 points on mistakes (5 points) and 11 points on special challenges
• Key roles and responsibilities in ethics management (28 points)
• Decision making guides (46 points)
• Common ethic code provisions (49 points)
• Writing a code of ethics (52 points)
• Actions steps (16 points).
The 2014 Federal Employee Viewpoint Survey (FEVS) confirmed that federal employee engagement is not moving in the right direction. In fact, the engagement and commitment score hit an all-time low.
This presentation, first posted with 2013 FEVS data, has been updated with the new scores and offers three insights and five specific actions to shift the trend line by constructively engaging with employees in ways that motivate and inspire while also creating shared accountability.
Optimism at Work: Developing and Validating Scales to Measure Workplace OptimismSara Frost
These slides were used to illustrate Dr. Sara Frost's 2021 dissertation of the same title.
ABSTRACT from https://aura.antioch.edu/etds/700/
A growing body of research has shown the benefits of optimism on health, socioeconomic status, and at work. This two-phase mixed-method study revised and validated an instrument to measure an employee’s personal experience with optimism in their workplace. This study also developed two additional scales to measure the degree to which individuals engage in optimistic leadership skills, and an organization’s readiness to cultivate optimism. In Phase 1, 697 responses from an online survey were analyzed using exploratory and confirmatory factor analysis. Regression analysis indicated that an employee’s personal experience of factors associated with optimism at work influenced their perception of their workplace’s readiness to cultivate optimism. Regression analysis also indicated that an individual’s personal tendency toward optimism influenced their personal experience with optimism at work. The study also validated the Maslach Burnout Inventory-General Survey and the Life Orientation Test-Revised for this study’s sample. In Phase 2, the measures developed in Phase 1 were piloted with the 30-person office staff of a Midwestern paper manufacturing company to provide feedback on the accuracy of the scales. The findings help to advance research on optimism at work and support future studies to explore more deeply the impact of optimism at work. This dissertation is available in open access at AURA, https://aura.antioch.edu/ and OhioLINK ETD Center, https://etd.ohiolink.edu/.
Workplace Ethics: How to Tackle the Small Lapses and Avoid a Company CrisisCase IQ
Just because your company has policies, a code of ethics, a code of conduct, a values statement and a culture document doesn’t mean you are immune to ethical lapses, and the consequences. Companies with all the right documentation in place suffer ethics slipups every day, including fraud, sexual harassment, insider trading, conflicts of interest, bullying and other misconduct.
Lapses don’t even have to be outright misconduct to affect the workplace. Many are small incidents that go uncorrected, such as incivility, bogus sick days, gossiping, minor theft or questionable jokes. And whether they involve employees, managers or the C-suite, these small lapses, left unchecked, can build into bigger ones.
Join Janette Levey Frisch, “The EmpLAWyerologist”, as she examines ways to tackle the small ethics lapses in your company, get employees, managers and the C-suite to think and act ethically, and avoid a potential catastrophe.
It is a field of study that investigates the impact of individuals, groups, and structures on human behavior within organizations; the aim is to apply such knowledge towards improving organizational effectiveness.
What it takes to become a best place to workLimeade
Becoming a best place to work comes down to people practicing a set of pivotal habits — at work and at home. As a result, employees perform better and so do companies.
In this webinar, Founder and President of Habits at Work Andrew Sykes will take you through the journey to become a best place to work — with examples of customer successes and challenges.
This pdf file may includes concept of organizational behaviour, characteristics of OB and it's importants to the business organization and leadership process with the major contributing disciplines of organization (Psychology, Social psychology, Anthropology, Sociology and Political Science). This pdf helpful to know about the emerging trends of OB ans d it's challenges and opportunities in an organization. It's also includes the belief systems, attitude of employees and managers towards organization and values and norms of the organization.
Webinar: Understanding the Employee Burnout Complex Limeade
We're all at risk to lose our best talent and most engaged employees. Employees who are deeply invested in their work over long periods of time without intentional recovery have a higher risk of burnout and exhaustion.
In this 30-minute webinar, you’ll hear from Dr. Laura Hamill, Chief People Officer and Chief Science Offer of the Limeade Institute, who has spent 25 years working with some of the world’s biggest companies to successfully implement employee engagement measurement and research strategies. She'll spend 15 minutes sharing the latest research on burnout and discuss three scenarios with burnout challenges.
Guru Group Meeting 7 July 14 - The Engage With What Challenge - Paul SparrowEngage for Success
This was one of the presentations given at our Guru Group Event on 7 July 2014 at Aston University, Birmingham.
The theme of the day was around the future of engagement, to engagement in the future
Slide deck that accompanies the 2-day course designed to provide a foundation in Federal human resources, with an overview of the OPM occupational series.
This presentation comprises a total of fourty slides. Each slide focuses on one of the aspects of Workplace Ethics Powerpoint Presentation Slides with content extensively researched by our business research team. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience.
Creating a Caring Culture to Attract and Retain Talent -12/2/2019Limeade
The needs of the modern workplace have changed. Now, more than ever, organizations like yours are starting to think about how to retain top talent and show employees that their company cares. Care, after all, is the simplest yet most undervalued concept that can turn your workplace into a coveted employer.
Join Limeade and the HR Exchange Network for a webinar that dives deep into the research on the science of care and why it can become a company’s competitive advantage in the war for talent.
Ms. Neerja Verma, presents the 36th session at the NASSCOM Friday's 2.0 at NASSCOM Delhi office.
Sharing 12 elements of great management, Ms. Verma shares her thoughts on what it takes to make a great company.
The 2014 Federal Employee Viewpoint Survey (FEVS) confirmed that federal employee engagement is not moving in the right direction. In fact, the engagement and commitment score hit an all-time low.
This presentation, first posted with 2013 FEVS data, has been updated with the new scores and offers three insights and five specific actions to shift the trend line by constructively engaging with employees in ways that motivate and inspire while also creating shared accountability.
Optimism at Work: Developing and Validating Scales to Measure Workplace OptimismSara Frost
These slides were used to illustrate Dr. Sara Frost's 2021 dissertation of the same title.
ABSTRACT from https://aura.antioch.edu/etds/700/
A growing body of research has shown the benefits of optimism on health, socioeconomic status, and at work. This two-phase mixed-method study revised and validated an instrument to measure an employee’s personal experience with optimism in their workplace. This study also developed two additional scales to measure the degree to which individuals engage in optimistic leadership skills, and an organization’s readiness to cultivate optimism. In Phase 1, 697 responses from an online survey were analyzed using exploratory and confirmatory factor analysis. Regression analysis indicated that an employee’s personal experience of factors associated with optimism at work influenced their perception of their workplace’s readiness to cultivate optimism. Regression analysis also indicated that an individual’s personal tendency toward optimism influenced their personal experience with optimism at work. The study also validated the Maslach Burnout Inventory-General Survey and the Life Orientation Test-Revised for this study’s sample. In Phase 2, the measures developed in Phase 1 were piloted with the 30-person office staff of a Midwestern paper manufacturing company to provide feedback on the accuracy of the scales. The findings help to advance research on optimism at work and support future studies to explore more deeply the impact of optimism at work. This dissertation is available in open access at AURA, https://aura.antioch.edu/ and OhioLINK ETD Center, https://etd.ohiolink.edu/.
Workplace Ethics: How to Tackle the Small Lapses and Avoid a Company CrisisCase IQ
Just because your company has policies, a code of ethics, a code of conduct, a values statement and a culture document doesn’t mean you are immune to ethical lapses, and the consequences. Companies with all the right documentation in place suffer ethics slipups every day, including fraud, sexual harassment, insider trading, conflicts of interest, bullying and other misconduct.
Lapses don’t even have to be outright misconduct to affect the workplace. Many are small incidents that go uncorrected, such as incivility, bogus sick days, gossiping, minor theft or questionable jokes. And whether they involve employees, managers or the C-suite, these small lapses, left unchecked, can build into bigger ones.
Join Janette Levey Frisch, “The EmpLAWyerologist”, as she examines ways to tackle the small ethics lapses in your company, get employees, managers and the C-suite to think and act ethically, and avoid a potential catastrophe.
It is a field of study that investigates the impact of individuals, groups, and structures on human behavior within organizations; the aim is to apply such knowledge towards improving organizational effectiveness.
What it takes to become a best place to workLimeade
Becoming a best place to work comes down to people practicing a set of pivotal habits — at work and at home. As a result, employees perform better and so do companies.
In this webinar, Founder and President of Habits at Work Andrew Sykes will take you through the journey to become a best place to work — with examples of customer successes and challenges.
This pdf file may includes concept of organizational behaviour, characteristics of OB and it's importants to the business organization and leadership process with the major contributing disciplines of organization (Psychology, Social psychology, Anthropology, Sociology and Political Science). This pdf helpful to know about the emerging trends of OB ans d it's challenges and opportunities in an organization. It's also includes the belief systems, attitude of employees and managers towards organization and values and norms of the organization.
Webinar: Understanding the Employee Burnout Complex Limeade
We're all at risk to lose our best talent and most engaged employees. Employees who are deeply invested in their work over long periods of time without intentional recovery have a higher risk of burnout and exhaustion.
In this 30-minute webinar, you’ll hear from Dr. Laura Hamill, Chief People Officer and Chief Science Offer of the Limeade Institute, who has spent 25 years working with some of the world’s biggest companies to successfully implement employee engagement measurement and research strategies. She'll spend 15 minutes sharing the latest research on burnout and discuss three scenarios with burnout challenges.
Guru Group Meeting 7 July 14 - The Engage With What Challenge - Paul SparrowEngage for Success
This was one of the presentations given at our Guru Group Event on 7 July 2014 at Aston University, Birmingham.
The theme of the day was around the future of engagement, to engagement in the future
Slide deck that accompanies the 2-day course designed to provide a foundation in Federal human resources, with an overview of the OPM occupational series.
This presentation comprises a total of fourty slides. Each slide focuses on one of the aspects of Workplace Ethics Powerpoint Presentation Slides with content extensively researched by our business research team. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience.
Creating a Caring Culture to Attract and Retain Talent -12/2/2019Limeade
The needs of the modern workplace have changed. Now, more than ever, organizations like yours are starting to think about how to retain top talent and show employees that their company cares. Care, after all, is the simplest yet most undervalued concept that can turn your workplace into a coveted employer.
Join Limeade and the HR Exchange Network for a webinar that dives deep into the research on the science of care and why it can become a company’s competitive advantage in the war for talent.
Ms. Neerja Verma, presents the 36th session at the NASSCOM Friday's 2.0 at NASSCOM Delhi office.
Sharing 12 elements of great management, Ms. Verma shares her thoughts on what it takes to make a great company.
##FINAL-POSTED-GRADE##Add question on this pag.docxmayank272369
##FINAL-POSTED-GRADE##
Add question on this page
ETHICAL LEADERSHIP
Within any organization, there are certain responsibilities that begin and end with the leadership. One of the most important aspects is the ethical behavior of any organization. In different types of organizations, different ethical practices must be observed. There is not a one size fits all approach to every organization and making sure that they are making ethical decisions. Add two sentences here In this paper, the author will discuss diversity in the workplace, ethical behavior and guidelines that govern ethical practices.
Definition of Ethical Leadership
What is the definition of ethical leadership? Bennis defined “leadership is really a matter of character. The process of becoming a leader is no different than the process of becoming a fully integrated human being” (as cited in Gini & Green, 2014, p. 1). This quote really sums up the idea that there is no one definition of leadership. The definition of leadership can vary depending upon the people who are involved, time, place, and always the situation being addressed. A Coach of a basketball team and a Sales Manager will have a different definition for ethical leadership.
While there are many different definitions of leadership, there are three core characteristics that are always present in ethical leadership. They are character, stewardship, and experience (Gini & Green, 2014). Character can be most commonly related to how others see a person. When a situation happens, and a well-known person is involved in an incident, such as a fight, it might be hard for some people to believe that a person was involved. Because the person usually displays a very calm demeanor, it would be hard to believe that this person was involved in an altercation. The phrase “that is out of character” is used when something happens that a person would not normally be associated with. When using the term character, it is used to describe how others see a person. A person’s character is displayed in how they treat others as well as their values.
According to author Peter Senge, steward means that leaders recognize that the ultimate purpose of their work is others and not self (1990).A steward just like a leader is focused on others around him/her. A good steward will ensure that they are looking out for the best interest of those around them. When peeling back the onion on stewardship, the ability to ensure the it is closely and intimately like leadership. The steward looks to implement policies and procedures that will guarantee a positive change occurs for the benefit of those around him/her.
It is interesting how there are countless books about how to become successful in any given area of life. However, there are very few if any on how to fail. Although no one wants to fail, without failures, the successes would not be so sweet. Nelson Mandela attributed his success as a leader to being in prison. ...
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
Principal of Management Report : Pharmaplex CompanyShahzeb Pirzada
Shahzeb Pirzada and his group partners make a report on a survey of a company "Pharmaplex".....
Course: Principal of Management
Details:
The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky.
Business ethics corporate culture and strategic leadership for organization...IAEME Publication
Emerging Globalization of business and reducing importance of human values, it
has become extremely important to adapt correct strategies as well as include Ethics as part
of the day-to-day business. In Indian Institute of Management Calcutta (IIMC) has made
'Business Ethics' as a mandatory subject for all the programs they are running. This is one of
the examples of Ethics becoming an important part of Business.
If we look at most successful businesses today, companies like Infosys, Apple, and
IBM have a combination of ‘Values’ combined with ‘Strategy’, which is demonstrated by the
great leaders who founded and nurtured these companies. It will be interesting to see how
Strategy and Ethics can go hand in hand to create promising corporate culture for employees
in a Corporate.
Strategic Leader giving high importance to business ethics can create a great corporate
culture and encourage its employees to prosper in this environment. We have seen disasters
like Enron Corporation and Satyam Computers where strategy was at its best but business
ethics was missing which shows importance of both going hand-in-hand to make the culture
blossom and make the Corporates a successful entity producing high quality manpower in the
business and society.
Our mission is to take the drudgery out of running and growing a club or association. Using the powerful technologies of the Internet, we make it as easy as possible to create, manage and sustain a strong, vibrant club, one that people join because it's fun, because it helps them, and because it adds to their communities. Our objective is to earn your business by earning your trust and by demonstrating extraordinary customer service. We will price our products and services reasonably for non-profit organizations, so that the officers of a club or association, no matter how small or how little they charge, will see ClubExpress as a good choice to help sustain and grow their club.
High Touch Sales Executive helping companies transform their presence using technology
with consultative guidance to reach their goals. Fostering partnerships by balancing
thoughtfulness and speed to simplify complex situations.
The Executive Business Strategy Session is a one-to three-hour business conversation with one of
the industry leaders in IT services. It is an opportunity for the business to collaborate with IT in a way
that is fairly simple, yet fairly uncommon. The purpose is to discuss what the business and IT objectives
are and look at how IT is supporting the business and where they may be facing challenges.
The Real-Time Communications (RTC) Labs are a collaborative space to design, test and study the performance and behaviors of real-time communications APIs, applications and services. The RTC Labs are located in Chicago and Wheaton, IL and are open to companies, researchers, students, faculty and staff via prior arrangement. The labs are the site of lab assignments for courses in Telecommunications over Data Networks and the Web.
The RTC Labs are a place where industry and academia connect. The labs bring together technical professionals, entrepreneurs, educators and leaders from the data and telecommunications industry, standards bodies, policy and regulatory institutions, and universities to promote an open exchange of ideas to lead future development in the rapidly changing field of real-time communications.
The RTC Labs are architected to be highly configurable and to support multiple projects simultaneously. It enables users to create and operate real-time communications applications and services on networks whose configurations can be easily varied.
Small and Midmarket Communications - Avaya IP Office™ Platform 9.1 and 9.1. The Avaya Professional Credential Program is designed to ensure individuals have the knowledge and
skills to successfully sell, design, implement and maintain Avaya products and solutions that exceed
customer expectations. The Avaya Professional Credential Program currently consists of Sales, Design,
and Services Credentials and distinguishes between Solution Credentials and Product Specific
Credentials.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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In this summary you will learn: The first step isn’t engagement; it’s execution.
Get employees working together to deliver results first. Build team trust, then go
after the right functional behaviors and motivate the heck out of those behaviors.
Get everyone enthusiastically pulling in the right direction.
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Utilize team-based peer-to-peer accountability through a very effective and
disciplined methodology. Define the behaviors that deliver:
• The customer experience you want;
• The development of your competitive advantage;
• The three or four things that distinguish you in the eyes of your
customers.
Motivate those behaviors. Use the team to ensure behaviors and motivators align
to deliver the right results. Smart leaders stay out-of-the-way until needed.
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Behavior is all you get from your employees. Behavior is what your employees
say and do. It is what you pay for. Their behavior determines what gets done,
how well it gets done, how much money your company makes, how fast you
grow, and what reputation you enjoy.
Every company seeks to manage employee behavior. It is a common belief in the
marketplace that you need to define your core values because they define your
culture and thereby your employees’ behavior. It’s surprising that we focus on
proactive management in other areas of the business and assume that we can be
reactive when it comes to behavior. Establishing core values feels proactive;
however, the mistake companies make is in believing core values will govern
employee behavior. However, values don’t have much to do with behavior
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This notion about values driving behavior is not unreasonable. We accept it
presumptively. This notion is a popular idea with business book authors. But it
is wrong.
Yale University psychologist Stanley Milgram demonstrated that people will obey
an authority figure to perform acts that conflicted with their personal conscience
$$$Execution
+ Engagement
= Great Results
Execution starts
with the right
behaviors
3. (their values). Dr. Milgram showed that, “Ordinary people, simply doing their
jobs, and without any particular hostility on their part, can become agents in a
terrible destructive process. Moreover, even when the destructive effects of their
work become patently clear, and they are asked to carry out actions incompatible
with fundamental standards of morality, relatively few people have the resources
needed to resist authority.”
Authority isn’t the only driver of our behavior. More recently, psychologist Dan
Ariely has shown the influence of the peer group on behavior. The “herd” has a
very strong hold on our behavior. It is why, when the speed limit is 55 mile per
hour we are all going 75. It is the influence of the social environment that causes
us to do things every day that conflict with our values.
Our values have very little influence on behavior. However, the good news is we
can leverage the social context to get the behaviors we want in business. We
build a structure around that and call it peer-to-peer accountability.
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You start by defining the behaviors that will get you the results you want. Always
start where it is easiest. The easiest behaviors to define are those you want
employees to exhibit when dealing with customers. Next you look at the
behaviors that distinguish your company in the eyes of customers, and finally on
behaviors that create competitive advantage, including how you behave
internally.
Defining behavior doesn’t get the behavior. For that you will use a peer-to-peer
accountability structure based on deliverables. Behavior delivers results. If the
peer group isn’t seeing the results the first place to look is at behavior. It is
possible that the employee needs to refocus on the right behaviors, or it could be
that the behaviors are not the right ones for the desired results. The peer group
(which includes the group’s manager) fine-tunes the right behaviors.
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You will learn that motivators that lend themselves to scorekeeping can have
short-term positive impacts for individuals and always have negative long term
impact on the organization. Motivators that do not lend themselves to
scorekeeping are both more powerful and more enduring. You will use the peer
group to drive the two powerful motivators of Identity and Meaning.
The peer group works with every member to identify how each can enjoy the
identity they want and produce the meaning they need from the work they do.
This is a structured iterative and ongoing process.
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As the US Army discovered, leaders can lose the battle but they cannot
win it. Front-line soldiers do the winning. The same is true in business.
Define the behaviors
that will get the
results.
Get those behaviors
thru peer-to-peer
accountability.
Engagement comes
from sustainable
identity & meaning.
4. Employees produce the results. We suggest you invert the organization
chart. The person who is usually lowest on the organization chart is now
on the top. The top box is the customer. Right below the customer are
the customer facing employees. Everyone else is there to support and
enable the customer facing employees to do their most-critical job:
working with the customer.
The best leadership advice came from Dr Robert Sutton at Stanford; go
hire a bunch of smart, capable people and stay out of their way until they
ask for your help.
With the right peer structure, less leadership is better than more
leadership. Start with a blank page. If the behavior does not support
employee motivation, then it’s impact on behavior is irrelevant. If it does
support employee motivation then it should also support the desired
behavior for the affected employee.
Leadership’s job is to ensure that a structure is put in place to nip bad
behavior in the bud. Additionally, leadership is responsible for context.
Context ensure that any action, policies, procedure, behaviors on the part
of people in the company support the motivation and behaviors of
workers. When it comes to what they say and do, leaders need to think
things through thoroughly.
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The center of peer-to-peer accountability is the weekly Rated 10 Meeting.
In this meeting each employee reports results and is accountable for their
behavior and their motivation. The peer group helps define and adjust
behavior standards. It is also responsible for ensuring that the employee is
fully motivated. The group supports the efforts of the employee to
establish and maintain the identity they want and to derive meaning from
the work they do. On a rotational basis each employee is asked to answer
three questions:
1. “On a scale of 1 to 10, how likely is it that you would recommend our
company as a place of employment to a qualified friend or relative?”
2. “On a scale of 1 to 10, how successful are you at creating the identity
you have set out for yourself from the work you do?”
3. “On a scale of 1 to 10, how successful are you at creating the meaning
you want from the work you do?”
The peer group is responsible to lift the person to honestly answer a 9 or
10 for each question.
Peer-to-peer
accountability is the
most powerful
accountability.
5. ;285/258%!
Structure ensures that the desired behaviors flourish, and the banned
behaviors don’t. Structure also provides the mechanism for delivery. Set
SMART goals with singular accountability; then implement a discipline
for actively auditing the accountabilities. Behavioral Advantage does this
through highly disciplined very effective weekly meetings. Additionally,
the business uses short daily meetings, full day quarterly meetings, and an
annual meeting to reset long-term goals. All meeting are structured to
deliver prescribed results.
Structure also includes the policies needed to effectively and quickly deal
with behavior that crossed the boundaries, including bad leadership
behavior.
D4.2%E2
Context is about trying to help prevent the ‘senior commanders from
losing the battle’. The gap in most leadership solutions is found between
what a leader does to generate the right behaviors, and the impact that
action has on long-term motivation. “Just do it the way I told you to do
it!” gets the desired behavior, but likely doesn’t do anything positive for
motivating that behavior. Context ensures that leaders in the company
connect how they behave with both employee behavior and motivation.
$
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Accountability’s power
comes not from being
answerable, but from a
discipline of routinely
answering.