This document summarizes a presentation on how employee engagement drives quality. It discusses how engaged employees are fully involved in and enthusiastic about their work, which influences their willingness to learn and perform. Only 31% of employees are actively engaged in their jobs. The presentation identifies key drivers of engagement, including job importance, clear expectations, career opportunities, feedback, relationships, values, communication and rewards. It provides examples from Chick-fil-A of high engagement leading to strong business results. The presentation concludes with next steps around improving perceptions of job importance and internal communications to enhance engagement.
Quarterly Quality Forum - Employee Engagement Feb 2012Scott Bell
Trase Miller’s managers meet once a quarter to discuss quality and review the performance of our business. Our “Quarterly Quality Forum” is hosted by a team of managers. Here is our Q1 2012 presentation.
Quarterly Quality Forum - Employee Engagement Feb 2012Scott Bell
Trase Miller’s managers meet once a quarter to discuss quality and review the performance of our business. Our “Quarterly Quality Forum” is hosted by a team of managers. Here is our Q1 2012 presentation.
Employee engagement an outcome and a choiceetimes2.com
Employee engagement is an outcome of the individual's experience to date with his/her employer. That experience will have provided lessons. S/he will make choices based on these lessons.
Entrepreneurship Business Plan1BUSINESS PLAN.docxYASHU40
Entrepreneurship: Business Plan
1
BUSINESS PLAN
25
Business Plan
Salexia Timmerman
Entertainment Management Company
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY
1.2 Business Description
1. 3Business Summary
1. 4 Goals and Objectives for the Business
2. INTRODUCTION
3. ORGANIZATIONAL STRUCTURE
3.1 Personal Background
3.2 Organizational chart
4. MARKETING
4.1 Marketing Research Survey and Analysis
4.2 Sales forecasting
4.3 Advertising
4.4 Competition
4.5 Pricing
5. ACCOUNTING
5.1 Income statement
5.2 Income statement Clarifications
5.3 Balance Sheet
5.4 Balance sheet clarifications
6. FINANCIAL OVERVIEW
6.1 History of financial statements
6.2 Financial Projections
6.3 Sources of Funding
7. CONCLUSION
8. REFERENCES
EXECUTIVE SUMMARY
Managing entertainers and talent has an attractive outcome and ongoing luxuries but the work is a task in itself. It takes time to develop, build and a following gain and maintains bookings for all talents while keeping clients happy financially after your commission. T.L Management Corporation is a reasonably commission based talent management company that takes on entertainers in music, television, sports, movies and models with the primary focus on their worth per offer. The establishment of T.L Management Corporation will provide people with quality entertainment services and products. The business plan will include; the organizational structure, marketing, accounting, financial analysis and the operational management steps.
The management of T.L Management Corporation has come up with various strategies aimed at minimizing the risk of business performance. These entail; minimizing the costs of entertainment hence increasing profitability and revenues through economies of scale. Many people will be employed in the corporation to ensure that superior service has been offered hence increasing the level of satisfaction. Building an enhanced customer base will ensure efficient cash flow in the business. The funding from investors in the business will help to build cover expenses required in the initial operations of the business. Since T.L Management Corporation deals with enhancement and improvement of talent, the business shall ensure that the audience has been involved in all aspects of the business.
The main purpose of T.L Management Corporation is to manage talent while delivering quality entertainment for the people.
INTRODUCTION
When starting an entertainment management company I can help clients earn more for their work in comparison to other firms and booking agencies. After observing and being around being around people working behind scenes and learning about the disadvantages of management from the clients themselves, I have gained an interest in starting my own company. I plan on gaining insights based on clients from random companies and coming up with a solution to the plan.
ORGANIZATIONAL STRUCTURE
Personal Background
Salexia Timmerman
I am currently a senior ...
Work-life balance implies a zero-sum game that says we can't have it all. Integration lets us coordinate, blend and bring elements of work and life into a unified whole.
The result: a more engaged, healthier and happier workforce.
We collaborated with Tracy Brower, Ph.D., author of Bring Work to Life by Bringing Life to Work for a Sept. 9 webinar to dig into the topic and provide you with tips and tricks to implement integration at your company.
Download the accompanying e-book here: http://sip.limeade.com/work-life-integration
Empowering Customer Success Managers as Adoption CoachesAmity
One of the most critical functions that Customer Success Managers perform is proactively driving user adoption within your customers' organizations. But how do you do this rapidly, effectively and at scale?
The answer is to develop and empower your CSMs to be Adoption Coaches. Adoption Coaches don't tell their customers how to run their business, but they guide and help them through adoption to achieve and maintain the full value of your system over the years.
Is employee turnover a serious issue for your organization? Are your current engagement programs and surveys no longer effective? Chances are you have the right intentions, but just the wrong tools.
In this informative webinar, Dick Finnegan, the leading Stay Interview expert and author of the best-selling SHRM book in history, The Power of Stay Interviews, will reveal how HR professionals are using Stay Interview programs to dramatically lower turnover costs and improve employee engagement for organizations of all sizes.
Key takeaways will include:
1. Rethinking Retention - 3 reasons most retention programs don't work & how to avoid them.
2. Stay Interview Structure - How to build an efficient & effective Stay Interview program (that line managers will use!)
3. Stay Interview Strategy - How to use Stay Interviews to achieve strategic HR, effective line managers and engaged employees
4. Stay Interview Solutions - How to build a business case for your Stay Interview program that guarantees ROI (and makes you look like a rockstar!)
Away from the Corner Office: How Line Managers Make or Break Your Engagement ...The HR Observer
Away from the Corner Office: How Line Managers Make or Break Your Engagement Initiatives
• People leave managers: why getting line managers on board is critical to your engagement efforts
• Equipping line managers with the skills to drive employee engagement on daily basis and to build strong personal relationships with their people
• Expectations: how clearly communicating expectations of employee engagement helps managers achieve targets
• Accountability: how to set rewarding and accountability mechanisms for managers against employee engagement results to ensure and maximise buy-in
Fatima Tamtoum, GM Engagement, Al Futtaim Motors
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Employee engagement an outcome and a choiceetimes2.com
Employee engagement is an outcome of the individual's experience to date with his/her employer. That experience will have provided lessons. S/he will make choices based on these lessons.
Entrepreneurship Business Plan1BUSINESS PLAN.docxYASHU40
Entrepreneurship: Business Plan
1
BUSINESS PLAN
25
Business Plan
Salexia Timmerman
Entertainment Management Company
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY
1.2 Business Description
1. 3Business Summary
1. 4 Goals and Objectives for the Business
2. INTRODUCTION
3. ORGANIZATIONAL STRUCTURE
3.1 Personal Background
3.2 Organizational chart
4. MARKETING
4.1 Marketing Research Survey and Analysis
4.2 Sales forecasting
4.3 Advertising
4.4 Competition
4.5 Pricing
5. ACCOUNTING
5.1 Income statement
5.2 Income statement Clarifications
5.3 Balance Sheet
5.4 Balance sheet clarifications
6. FINANCIAL OVERVIEW
6.1 History of financial statements
6.2 Financial Projections
6.3 Sources of Funding
7. CONCLUSION
8. REFERENCES
EXECUTIVE SUMMARY
Managing entertainers and talent has an attractive outcome and ongoing luxuries but the work is a task in itself. It takes time to develop, build and a following gain and maintains bookings for all talents while keeping clients happy financially after your commission. T.L Management Corporation is a reasonably commission based talent management company that takes on entertainers in music, television, sports, movies and models with the primary focus on their worth per offer. The establishment of T.L Management Corporation will provide people with quality entertainment services and products. The business plan will include; the organizational structure, marketing, accounting, financial analysis and the operational management steps.
The management of T.L Management Corporation has come up with various strategies aimed at minimizing the risk of business performance. These entail; minimizing the costs of entertainment hence increasing profitability and revenues through economies of scale. Many people will be employed in the corporation to ensure that superior service has been offered hence increasing the level of satisfaction. Building an enhanced customer base will ensure efficient cash flow in the business. The funding from investors in the business will help to build cover expenses required in the initial operations of the business. Since T.L Management Corporation deals with enhancement and improvement of talent, the business shall ensure that the audience has been involved in all aspects of the business.
The main purpose of T.L Management Corporation is to manage talent while delivering quality entertainment for the people.
INTRODUCTION
When starting an entertainment management company I can help clients earn more for their work in comparison to other firms and booking agencies. After observing and being around being around people working behind scenes and learning about the disadvantages of management from the clients themselves, I have gained an interest in starting my own company. I plan on gaining insights based on clients from random companies and coming up with a solution to the plan.
ORGANIZATIONAL STRUCTURE
Personal Background
Salexia Timmerman
I am currently a senior ...
Work-life balance implies a zero-sum game that says we can't have it all. Integration lets us coordinate, blend and bring elements of work and life into a unified whole.
The result: a more engaged, healthier and happier workforce.
We collaborated with Tracy Brower, Ph.D., author of Bring Work to Life by Bringing Life to Work for a Sept. 9 webinar to dig into the topic and provide you with tips and tricks to implement integration at your company.
Download the accompanying e-book here: http://sip.limeade.com/work-life-integration
Empowering Customer Success Managers as Adoption CoachesAmity
One of the most critical functions that Customer Success Managers perform is proactively driving user adoption within your customers' organizations. But how do you do this rapidly, effectively and at scale?
The answer is to develop and empower your CSMs to be Adoption Coaches. Adoption Coaches don't tell their customers how to run their business, but they guide and help them through adoption to achieve and maintain the full value of your system over the years.
Is employee turnover a serious issue for your organization? Are your current engagement programs and surveys no longer effective? Chances are you have the right intentions, but just the wrong tools.
In this informative webinar, Dick Finnegan, the leading Stay Interview expert and author of the best-selling SHRM book in history, The Power of Stay Interviews, will reveal how HR professionals are using Stay Interview programs to dramatically lower turnover costs and improve employee engagement for organizations of all sizes.
Key takeaways will include:
1. Rethinking Retention - 3 reasons most retention programs don't work & how to avoid them.
2. Stay Interview Structure - How to build an efficient & effective Stay Interview program (that line managers will use!)
3. Stay Interview Strategy - How to use Stay Interviews to achieve strategic HR, effective line managers and engaged employees
4. Stay Interview Solutions - How to build a business case for your Stay Interview program that guarantees ROI (and makes you look like a rockstar!)
Away from the Corner Office: How Line Managers Make or Break Your Engagement ...The HR Observer
Away from the Corner Office: How Line Managers Make or Break Your Engagement Initiatives
• People leave managers: why getting line managers on board is critical to your engagement efforts
• Equipping line managers with the skills to drive employee engagement on daily basis and to build strong personal relationships with their people
• Expectations: how clearly communicating expectations of employee engagement helps managers achieve targets
• Accountability: how to set rewarding and accountability mechanisms for managers against employee engagement results to ensure and maximise buy-in
Fatima Tamtoum, GM Engagement, Al Futtaim Motors
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
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February 2012 Quarterly Quality Forum - Employee Engagement
1. How Employee Engagement
Drives Quality
Trase Miller Quarterly Quality Forum
February 2012
Trase Miller All Rights Reserved
2. Agenda
Fine Dining Surprise – Special Thanks to Lynette
Robert’s Ice Breaker – Buckle Up (10 minutes)
Employee Engagement – Stacey & Scott (10 minutes)
Best Practices – Pam & Scott (20 minutes)
Plus a brief commercial on TMEC
Next Steps and Doing Your Part – Frank (10 minutes)
Business Review (20-30 minutes)
Frank / Sarah / Debbie / Scott
Trase Miller All Rights Reserved
3. Employee Engagement Defined
An "engaged employee" is one who is fully involved in
and enthusiastic about their work
Will act in ways that furthers TM’s interests
A measurable degree of an employee's positive or
negative emotional attachment to their job, colleagues
and company
Profoundly influences their willingness to learn & perform
Engagement is distinctively different from employee
satisfaction, motivation and company culture
Engaged employees care about the future of our
company and are willing to invest discretionary effort
Trase Miller All Rights Reserved
4. Easier Said Than Done
Employee engagement scores account for as much as
half of the variance in customer satisfaction scores
At large ONLY 31% of employees are actively engaged
in their jobs
They work with passion & feel a profound connection
Trase Miller All Rights Reserved
5. Engagement Drivers
Employee perceptions of job importance
Employee clarity of job expectations
Career advancement/improvement opportunities
Regular feedback and dialogue with superiors
Quality of working relationships (360 )
Perceptions of Trase Miller’s values
Effective internal employee communications
Rewards for engagement
Trase Miller All Rights Reserved
6. Employee Satisfaction – Word Cloud
• A word cloud is a weighted list
presented in a visual design.
These are the most frequently used
words extracted from survey
comments by our people
• It tells a very good and very
positive story that we can all be
proud of
• These are real sentiments and
are not typical of most companies
Trase Miller All Rights Reserved
7. Chick Fil-A Gets Engagement
97% retention rate (corporate and franchise)
“Best drive-through in America" by QSR the quick-
service restaurant trade journal 3 years running
43 consecutive years of positive sales growth
Trase Miller All Rights Reserved
8. The Chick Fil-A Success Formula
Customer-centered leadership
Managers treat their employees how they want those
employees, in turn, to treat customers.
"If we have to keep telling people what to do, it means
we're not modeling the behavior ourselves and if we're
living it every day, we don't need to talk about it”
Careful screening of employees and training that
revolves entirely around the customer
Golden Rule Sensibilities - Customers are people
Every Life has a Story
Trase Miller All Rights Reserved
9. Customers Are People
http://www.youtube.com/watch?v=2v0RhvZ3lvY
Trase Miller All Rights Reserved
10. A Few Words on TMEC
Founded in 1996 – Same Mission Today
Fun
Events and Recognition
Community Service
Volunteers
Coordinator = Pam now in 2nd year
Current volunteers = 8/9
Your ideas to refresh
Trase Miller All Rights Reserved
11. Next Steps and Doing My Part
Focus on shaping perceptions of job importance
Connecting the dots to the employee sat survey
More effective internal employee communications
TMEC enhancements
3/3/3 Plan Worksheet
Volunteers for next Quarterly Quality Forum (May)
Trase Miller All Rights Reserved
13. Marketing Update – Modified Message
• Painting with broader brush
• LOYALTY
• Introduction of Tagline
• We’re here to help you
• Authenticity
• Enhancements from move
• Align messages to mission
• Quality
• More Reach
• Pinterest
• YouTube
Trase Miller All Rights Reserved
Editor's Notes
Review with Group
StaceyHeadline: The concept of employee engagement has been around since the early 1990’s and is an evolved rendition of job satisfaction that Sarah will speak about laterOrientation:EE is a business management concept. (Review 3 points)Point:We decided to dig in on the topic of EE as an extension of our quality efforts and to continue the discussion we had on quality in our last QQFTransition: Lots of HR departments in lots of leading companies talk about EE but how many managers truly understand what it means and moreover decide to do something about it?
StaceyHeadline: So the answer to that question is NOT VERY MANYOrientation: Here we see Dilbert’s boss talking the talk but it is obviously just as a buzzword and not with an honest understanding about how important EE isPoint: We are certain that our “actively engaged” number is way better than the 31% figure you see here based on assumptions about our employee satisfaction survey but we also know that we have room for improvementTransition: So what are the things that our people need and are driven by to feel a profound connection?
StaceyHeadline: There are 8 drivers of EEOrientation: We should point out that according to a 2006 study (Seijts and Crim) - employees attitude toward job importance had the greatest impact on loyalty and customer service then all other employee factors combined.Point:Remember we are here talking about EE as it relates to quality so though all these drivers matter the number one lever to pull as managers is helping to shape the perceptions of our people as it relates to feeling importantTransition: This wouldn’t be a good presentation without a chart or graph so let’s put one up here…
ScottHeadline: We see these word cloud graphs all the time but here is one that represents the sentiment of our people from the most recent survey work we didOrientation: Important to note that this is a somewhat scientific approach to charting the sentiment of our people. The words most often used by our people are the words that are biggest on the slidePoint: The point is that we are encouraged that the word SUCK doesn’t appear up here and for the most part it appears that our people are in fact engagedTransition: So we know we do a good job around here with engagement – How about we go outside the company to look at best practices of another leading company to see how they drive engagement. Anyone want to guess who we are looking at tonight?
ScottHeadline: ChickFil-A and yes they get it!Orientation:We should point out about this slide is that the word cloud was developed by an independent research company that studied the most admired brands in America by a survey sample of 6,000Point:We have marveled and boasted about our RR but it doesn’t come close to the 97% CF has. CF is a family business that sells nearly $4 BILLION annually worth of sandwiches. They get EE.Transition: CF gets EE and here is where and how it fits into their success formula
Headline:Not a lot of companies stay in business for over 40 years let alone increase profits each year. That in itself is success definedOrientation: The CF Mission Statement is simple - - "Be America's Best Quick-Service Restaurant“ And their operating philosophy is too. It centers around the Golden rule, People and Customer centered leadership Point: We all know the golden rule right? It’s ??? (__________________) Treat people like you want to be treated. Transition: We have a training clip that CF uses for their employee orientation.
Headline: This clip is a great reminder that customers are people NOT objects and not a meaningless noun Orientation: When you look at this think about it in the context of what we do over the phone. Point We don’t have face:face interactions but we do make assumptions based on accents, tone of voice, grammar, speech speed and vocabularyFILMTransition: Powerful reminders right?