Calvin Dorsey is the president of Dorsey Management Services, a training company. According to a survey of 1,300 people who attended Calvin's training programs: - 97% rated the trainer as excellent or very good. - The company provides training to a variety of industries such as manufacturing, healthcare, education, and government. - Job titles of attendees included directors, engineers, teachers, and human resource professionals. - Dorsey Management Services has been providing training nationwide since 1992.

1. Presenter: Calvin Dorsey, President
Dorsey Management Services
855-483-5104

2. Results
• 1,300 people who have attended Calvin Dorsey’s training programs were asked to “rate and describe the
effectiveness of today’s trainer”.
• Excellent = 973
• Very Good = 286
• Good = 35
• Fair = 5
• Poor = 1
•
• Types of businesses and organizations represented in the survey: Manufacturers, Distributors, Energy,
Health Care, Communications, Wireless, Government (federal & state), School Districts, Colleges, and
Non-profit.
•
• Job titles: Director, Project Manager, Accountant, Engineer, Operations Mgr., Regional Mgr., Architect,
Program Analyst, Branch Mgr., Production Mgr., Safety Specialist, Sales, IT, Business Analyst, Counselor,
Teacher, Foreman, Compliance Mgr., RN, Administrative Coordinator, Office Manager, Purchasing,
Facilities Mgmt., Human Resources, Team Supervisor, General Manager, Occupational Therapist, and
Early Intervention Specialist.
•
• To reach a higher level of productivity, Call Calvin Dorsey @ 1-855-483-5104
• 4dorsey@gte.net
• www.dorseysolutions.com

3. Results
Trainer Effectiveness
Excellent
Very Good
Good
Fair
Poor

4. Industries Served
• Since 1992, Dorsey Management Services ( DMS) has provided training for many businesses throughout
the United States. The list shows the number and type of businesses by industry classification served by
DMS in the past five years.
•
• Government = 21 ( Federal, State, & Local )
• Mfg./Dist. = 18
• Education = 12
• Energy = 11
• Other = 15
• Note: Other ( Medical, Transportation, Leisure, Communications, Technology, and Financial sectors )
•
• Dorsey Management Services
• www.dorseysolutions.com
• 4dorsey@gte.net
• 855-483-5104

5. Gallup Engagement Hierarchy
Copyright © 1993-1998, 2011 Gallup, Inc. All rights reserved.
Growth
Teamwork
Management
Support
Basic Needs

6. Versatility Improves Managerial Performance By
the following percentages:
Leading Teams
• 27%
Coaching Others
• 25%
Conflict Management
• 22%

7. Employee Engagement: Key Finding
Employees who feel engaged at work and who
can use their strengths in their jobs are more
productive and profitable, stay longer, have
happier customers, and produce higher quality
work.
Source: State of Global Workplace Study / Gallup 2014

8. Employee Trust Levels
I feel safe in expressing
my opinions openly without fear
of retribution.
We live by the principle that “my
success is your success.”
People are treated fairly—
favoritism is not a problem.
We do not undermine
each other.
We make decisions based on the
best ideas and information rather
than on office politics.
Source: FranklinCovey xQ Survey of 12,000 U.S. workers . ( 2003 )
Percentage who agree with the statement:
The Case for Trust

9. John Kotter – Harvard University
“ Because of the furious pace of change in
business today, difficult to manage
relationships sabotage more business than
anything else – it is not a question of strategy
that gets us in trouble, it is a question of
emotions.”
9

10. Note about Slide: Behavioral EQ
• SEVEN clicks are required to view the content
on
the next slide ( Behavioral EQ ).

11. Importance of Behavioral EQ
Behavioral EQ:
• Distinguishes between star and average performers.
• Applies across cultures and occupations.
• Is linked to critical business measures and
individual success.
• Becomes more important as a career
progresses; IQ and job-specific skills
are often entry-level requirements.
• Is important for non-
leadership positions.
• Can be learned and developed.

12. Three Categories of Non-Negotiables
• Compliance with policies and procedures
• Interpersonal conduct and behavior
• Minimum performance expectations

13. Manager
• Increased productivity; employees going
beyond basic job requirements
• Greater bench strength
• Reduced need to “micro-manage”; increased
team member accountability
• Enhanced quality
Team
• Fostering of camaraderie and trust
• Openness to change
• Focus on learning and continuous
improvement
• Unified common purpose
Organization
• Customer loyalty
• Strong financial results and profitability
• Strong employer brand; attraction of talent
• Increased employee retention
Benefits of High Performance Teams
Employee
• Increased engagement and motivation
• Creativity, innovation and risk-taking
• Clear connection to company mission
• Enhanced personal and professional growth
13

14. “It is a fact that in the right
formation, the lifting power
of many wings can achieve
twice the distance of any
bird flying alone.”
~Author Unknown

15. Tension Productivity
Model
Tension —A force
which stimulates
activity.