This document provides guidance on how to be one of the world's greatest employers. It discusses the importance of treating employees with respect, fairness, and compassion. Happy employees are more productive and loyal. The best employers foster trust between managers and employees, share success with employees through generous benefits, prioritize work-life balance and employee well-being, and practice servant leadership.
The document outlines the culture and values of a company called PlaySav. It emphasizes that culture is central to the company's success. The core values include integrity, service, excellence, commitment, and doing right. The company aims to hire exceptional people, promote work-life balance, and value logic, transparency, communication and honesty. It expects all employees to treat the company as their own.
Hiring Trends: What Law Practices Can Learn from Silicon ValleyEvolve Law
This document summarizes a presentation about how law practices can learn from Silicon Valley companies when it comes to hiring and building a strong company culture. The presentation discusses how Silicon Valley places a high priority on hiring and ensuring cultural fit. While law firms and tech companies both involve long hours and high stakes work, law firms are lacking some of the cultural aspects that attract talent to tech companies like opportunities for meaningful work, collaboration, autonomy, and work-life balance. The presentation provides examples of unique company cultures and benefits at tech companies and some progressive law firms. It emphasizes the importance of clearly defining a practice's values and living those values through hiring, firing, rewards, and benefits in order to build a culture that attracts and retains top
Our culture is the summary of who we are at meploy & what we value. It make us understand how we work together & treat each other.
This deck is our second edition and will be revised & updated during 2020.
Creating a Cultural Blueprint for the Invisible Architecture of a Community C...Joe Tye
This document provides an overview of Joe Tye's presentation to the Iowa Association of Community College Trustees on crafting an "invisible architecture" of values, culture, and attitude for an organization. It discusses the importance of establishing a strong organizational culture over strategy, and moving from mere accountability to a culture of ownership among employees. It also shares results of a culture assessment survey given to faculty and staff at three Iowa community colleges which identified opportunities to strengthen aspects of their organizational culture such as positive attitudes, respect, and embracing change.
The Change School is an education provider that offers experiential learning programs to help people develop their potential. It aims to encourage personal and social responsibility through self-directed learning. The school believes that change can be a positive force when people have the right tools. It provides collaborative learning experiences through retreats, classes, and private programs to help individuals gain self-awareness, align their values with life and work, and learn to navigate change.
Partoo values people and aims to provide meaningful impact, a strong collective environment, and personal development. Its values of impact, simplicity, high standards, curiosity, fun, and empathy define who gets hired and promoted. The company seeks to recruit and retain talented people through its warm culture, employee empowerment, positive impact, and culture of excellence. It also has a flexible work policy and social/environmental responsibility initiatives to attract and inspire talent.
PSCU MEMBER FORUM Delivering Happiness Nashville TN April 2016Delivering Happiness
Jenn Lim, CEO of CHO and co-founder of Delivering Happiness, gave a presentation at the 2016 PSCU Member Forum about building a culture of happiness. She discussed how focusing on happiness led to her passion for this work and shared lessons from building the culture at Zappos, including committing to core values, transparency, vision, relationships, and hiring the right team. Research shows that vision, meaning and purpose lead to individual and organizational success. Delivering Happiness works with companies to assess and inspire happier cultures through surveys, consulting, and resources like The Culture Book. Studies demonstrate happier employees lead to increased retention, engagement, productivity and profits.
The document outlines the culture and values of a company called PlaySav. It emphasizes that culture is central to the company's success. The core values include integrity, service, excellence, commitment, and doing right. The company aims to hire exceptional people, promote work-life balance, and value logic, transparency, communication and honesty. It expects all employees to treat the company as their own.
Hiring Trends: What Law Practices Can Learn from Silicon ValleyEvolve Law
This document summarizes a presentation about how law practices can learn from Silicon Valley companies when it comes to hiring and building a strong company culture. The presentation discusses how Silicon Valley places a high priority on hiring and ensuring cultural fit. While law firms and tech companies both involve long hours and high stakes work, law firms are lacking some of the cultural aspects that attract talent to tech companies like opportunities for meaningful work, collaboration, autonomy, and work-life balance. The presentation provides examples of unique company cultures and benefits at tech companies and some progressive law firms. It emphasizes the importance of clearly defining a practice's values and living those values through hiring, firing, rewards, and benefits in order to build a culture that attracts and retains top
Our culture is the summary of who we are at meploy & what we value. It make us understand how we work together & treat each other.
This deck is our second edition and will be revised & updated during 2020.
Creating a Cultural Blueprint for the Invisible Architecture of a Community C...Joe Tye
This document provides an overview of Joe Tye's presentation to the Iowa Association of Community College Trustees on crafting an "invisible architecture" of values, culture, and attitude for an organization. It discusses the importance of establishing a strong organizational culture over strategy, and moving from mere accountability to a culture of ownership among employees. It also shares results of a culture assessment survey given to faculty and staff at three Iowa community colleges which identified opportunities to strengthen aspects of their organizational culture such as positive attitudes, respect, and embracing change.
The Change School is an education provider that offers experiential learning programs to help people develop their potential. It aims to encourage personal and social responsibility through self-directed learning. The school believes that change can be a positive force when people have the right tools. It provides collaborative learning experiences through retreats, classes, and private programs to help individuals gain self-awareness, align their values with life and work, and learn to navigate change.
Partoo values people and aims to provide meaningful impact, a strong collective environment, and personal development. Its values of impact, simplicity, high standards, curiosity, fun, and empathy define who gets hired and promoted. The company seeks to recruit and retain talented people through its warm culture, employee empowerment, positive impact, and culture of excellence. It also has a flexible work policy and social/environmental responsibility initiatives to attract and inspire talent.
PSCU MEMBER FORUM Delivering Happiness Nashville TN April 2016Delivering Happiness
Jenn Lim, CEO of CHO and co-founder of Delivering Happiness, gave a presentation at the 2016 PSCU Member Forum about building a culture of happiness. She discussed how focusing on happiness led to her passion for this work and shared lessons from building the culture at Zappos, including committing to core values, transparency, vision, relationships, and hiring the right team. Research shows that vision, meaning and purpose lead to individual and organizational success. Delivering Happiness works with companies to assess and inspire happier cultures through surveys, consulting, and resources like The Culture Book. Studies demonstrate happier employees lead to increased retention, engagement, productivity and profits.
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for ...Joe Tye
1) The document discusses building a culture of ownership within an organization through focusing on core values, corporate culture, and emotional attitude. It emphasizes the importance of an organization's culture over its strategy.
2) Various healthcare organizations are highlighted for their work implementing cultural changes focused on concepts like commitment, engagement, initiative, and passion.
3) The document promotes assessing an organization's current culture and creating specific plans and initiatives to strengthen the culture in areas like building shared vision, fostering respect, and encouraging pride.
Join us to learn actions companies and professionals need to take to keep the Millennial generation and multiple generations interested, on board and engaged.
“Finding and keeping qualified people is the biggest challenge facing Corporate America.” -HR Director
The workplace is not what it used to be. People are staying past their prime; the corporate ladder has crumbled; college grads have job titles that sound like something out of a science fiction flick; and nobody talks on the phone anymore.
The global marketplace has become a myriad of different generations. What the multiple generations want from an employer, their expectations of corporate culture and their motivation to do what is best for organizations differs from generation to generation. Your challenge is NOT figuring out how to work together but how to interface with the varied generations to achieve financial success, personal growth and enriched company morale.
Meagan tackles generational challenges head on. Unwilling to accept standard, by-the-book generalizations Meagan demonstrates, through her own in-depth research and program customization that all generations have differences and strengths that go beyond mere age and appearance.
Move beyond complaining. Learn from Meagan Johnson what you can do right now to make the most of all the generations.
Hear something different, learn something new, redefine your generational perceptions.
The document provides an overview of Patreon's company culture. It discusses the company's mission of funding creators and creating a fulfilling workplace. It outlines 7 core behaviors including putting creators first, being an energy giver, candor, moving fast, seeking learning, respecting time, and fixing issues. It also covers expectations for transparency, manager roles in coaching teams, and a commitment to diversity and inclusion. The overall summary emphasizes Patreon's focus on creators and teammates through its cultural values and behaviors.
This document summarizes a presentation by Jenn Lim on using happiness as a business model. Some key points include:
- Zappos prioritizes company culture and happiness over short-term profits, which has led to long-term success and growth.
- Research shows engaged employees and a shared vision/purpose leads to higher profits, sales, productivity and lower turnover.
- Building meaningful relationships and transparency are important for company culture. Values should align between personal and company values.
- Happiness can be a sustainable business model if companies commit to culture, values, relationships and a shared higher purpose.
Millennials: Shifting the Workplace & the Total Retail ExperienceConsumer Clarity
This document discusses how retailers can be effective with the millennial generation both as customers and employees. It provides insights into understanding millennials by debunking common myths. As customers, millennials demand transparency, authenticity and customized experiences from retailers. As employees, they are looking for employers they can trust who provide meaningful work and opportunities to make a difference. The document recommends retailers implement strategies to recruit, manage and retain millennial talent, and create millennial-ready customer experiences and workplaces.
As the war for top talent is at an all-time high, our need for capable teammates to lighten our load has hit the "yesterday is too late" warning level, and our own desire to get much more out of our career trajectories is somewhere between red and white-hot, a simple question is rarely answered correctly: what are we to do to find the right people and to stand out ourselves?
While the traditional resume has been enhanced by better design techniques (infographics! Presi! personal websites!) and smartly maintained social presences, these mediums can (still) be too easily manipulated in the applicant's favor—just like that supposedly objective reference call that gets made in the final stages of most hiring decisions.
The answer to finding the right talent and / or positioning ourselves better therefore can't be digital, analog, or even external. Rather, it comes down to one simple thing truth: professional excellence. Either you have it, or you need to work hard to achieve it.
This presentation contains practical, next-level tips to help you become the best version of your professional self (for job seekers) and help you better vett talent (for job hirers). Come away armed with the tactics you need to grow and nurture your skills, deliver world class work product, earn trust and respect, successfully collaborate, and generally take your game up a notch so you advance your career.
This document summarizes the culture and processes at CFI. It outlines CFI's mission to provide affordable financial analyst training worldwide. It describes the company's values of being effective, humble, open-minded, creative, and passionate. It also details CFI's goal of creating an empowering and motivating work environment through access to information, autonomy, collaboration, generous compensation and benefits, and a process of semi-annual goal setting and feedback. The overall aim is to foster continuous improvement and meaningful careers.
Ready to build culture from the ground up? DH hosted a lunch-and-learn session on how culture can impact the success of your growing organization.
Together, we discussed the burning culture questions that keep you up at night such as:
• How to create and maintain a productive company culture as you scale
• How to resolve problematic areas that do not embody desired culture
• How to hire for and measure performance based on culture
In attendance were founders looking to develop a strong company culture from the start and leaders in Employee Experience, HR, Talent Management, Learning and Development, and People Operations.
To bring our coaches to your organization for a workshop, email us: culture@deliveringhappiness.com
Learn more: http://deliveringhappiness.com/services/
Hiring for Cultural Fit: How to Create A Happier, More Loyal WorkforceOnPoint Consulting
In this webinar, OnPoint Consulting Managing Partner Darleen DeRosa will guide hiring managers through the art of assessing employees for cultural fit—that intangible factor that often determines whether they’ll stay for the long haul or move on after six months.
This document provides an overview of ID.me's culture and values. It begins with ID.me's vision to be the leading digital identity network and its mission to deliver security and trust online. It emphasizes that culture is defined by actions, not just beliefs. The document then outlines ID.me's cultural philosophy of valuing trust, results, and excellence across all roles. It provides guidance on screening candidates and emphasizes the need for top performers. Finally, it details 24 cultural values that define behaviors at ID.me, such as not tolerating poor behavior, inspiring passion, communicating truthfully, and acting like an owner.
The document provides guidance on how to effectively train new employees. It suggests:
1) Current training practices often involve on-the-job training from experienced installers who may not focus on the new employee's development and may teach bad habits.
2) Companies should establish formal training programs led by trained instructors to teach skills like customer service, safety, and cross-training to help employees see it as a career rather than just a job.
3) Providing growth opportunities, certification programs, and rewards for performance will make employees less likely to leave for other opportunities as they feel invested in their future with the company.
The document discusses designing a professional showroom to aid customers in purchasing garage doors. It notes that a showroom represents a company's image, gives an advantage over competitors, and provides a visual aid to sell products. An effective showroom allows customers to see their options, and they may choose a different style than originally intended after seeing the showroom. Elements of an effective showroom include displaying doors, motors, parts, a photo gallery, and areas for design, local affiliations, industry affiliations, and personal interests.
El reporte meteorológico de la semana describe el clima de lunes a viernes, con sol el lunes, calor el martes, viento el miércoles, lluvia el jueves y frío el viernes.
This article discusses the benefits of implementing a new customer relationship management system for a business. The author explains that a CRM system can help streamline processes, improve customer service, and provide valuable customer insights. It is recommended that businesses research different CRM options and implement a system that best fits their specific needs and goals.
Makalah ini membahas tentang pengertian akhlak dalam Islam, ciri-ciri akhlak Islam, dan jenis-jenis akhlak seperti akhlak kepada Allah, diri sendiri, keluarga, dan sesama manusia. Akhlak didefinisikan sebagai sifat yang melekat pada jiwa manusia yang menimbulkan perbuatan baik secara spontan sesuai dengan ajaran agama. Ciri akhlak Islam diambil dari al-Quran dan hadis, dengan tujuan
Este documento presenta las condiciones climáticas de una semana, asignando un número del 1 al 5 a cada día de la semana de lunes a viernes e indicando si llueve, hace calor, frío, viento o nieva.
This document provides guidance for door systems technicians to be professional in their work. It discusses preparing for each day, driving and working safely, interacting with customers, and exhibiting leadership. The key points are to take pride in your work, adhere to safety policies, treat customers well, and represent your company professionally in all aspects of the job. Being a role model through hard work, attention to detail, and demanding excellence will make you a highly successful technician.
This document contains a resume for Deepthy K.S. for the role of Business Analyst. It summarizes her skills and experience including over 5 years of industry experience in business analysis, technical skills, analytical skills, and communication skills. Her responsibilities would include business process analysis, technical recommendation and testing, project execution, communication, and teamwork. Her employment history includes roles as a Software Engineer at Valtech Software Services from 2012-2014 and 2010-2012 where she interacted with clients and managed projects. She has a B.Tech in Electronics and Communication from 2007-2003.
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for ...Joe Tye
1) The document discusses building a culture of ownership within an organization through focusing on core values, corporate culture, and emotional attitude. It emphasizes the importance of an organization's culture over its strategy.
2) Various healthcare organizations are highlighted for their work implementing cultural changes focused on concepts like commitment, engagement, initiative, and passion.
3) The document promotes assessing an organization's current culture and creating specific plans and initiatives to strengthen the culture in areas like building shared vision, fostering respect, and encouraging pride.
Join us to learn actions companies and professionals need to take to keep the Millennial generation and multiple generations interested, on board and engaged.
“Finding and keeping qualified people is the biggest challenge facing Corporate America.” -HR Director
The workplace is not what it used to be. People are staying past their prime; the corporate ladder has crumbled; college grads have job titles that sound like something out of a science fiction flick; and nobody talks on the phone anymore.
The global marketplace has become a myriad of different generations. What the multiple generations want from an employer, their expectations of corporate culture and their motivation to do what is best for organizations differs from generation to generation. Your challenge is NOT figuring out how to work together but how to interface with the varied generations to achieve financial success, personal growth and enriched company morale.
Meagan tackles generational challenges head on. Unwilling to accept standard, by-the-book generalizations Meagan demonstrates, through her own in-depth research and program customization that all generations have differences and strengths that go beyond mere age and appearance.
Move beyond complaining. Learn from Meagan Johnson what you can do right now to make the most of all the generations.
Hear something different, learn something new, redefine your generational perceptions.
The document provides an overview of Patreon's company culture. It discusses the company's mission of funding creators and creating a fulfilling workplace. It outlines 7 core behaviors including putting creators first, being an energy giver, candor, moving fast, seeking learning, respecting time, and fixing issues. It also covers expectations for transparency, manager roles in coaching teams, and a commitment to diversity and inclusion. The overall summary emphasizes Patreon's focus on creators and teammates through its cultural values and behaviors.
This document summarizes a presentation by Jenn Lim on using happiness as a business model. Some key points include:
- Zappos prioritizes company culture and happiness over short-term profits, which has led to long-term success and growth.
- Research shows engaged employees and a shared vision/purpose leads to higher profits, sales, productivity and lower turnover.
- Building meaningful relationships and transparency are important for company culture. Values should align between personal and company values.
- Happiness can be a sustainable business model if companies commit to culture, values, relationships and a shared higher purpose.
Millennials: Shifting the Workplace & the Total Retail ExperienceConsumer Clarity
This document discusses how retailers can be effective with the millennial generation both as customers and employees. It provides insights into understanding millennials by debunking common myths. As customers, millennials demand transparency, authenticity and customized experiences from retailers. As employees, they are looking for employers they can trust who provide meaningful work and opportunities to make a difference. The document recommends retailers implement strategies to recruit, manage and retain millennial talent, and create millennial-ready customer experiences and workplaces.
As the war for top talent is at an all-time high, our need for capable teammates to lighten our load has hit the "yesterday is too late" warning level, and our own desire to get much more out of our career trajectories is somewhere between red and white-hot, a simple question is rarely answered correctly: what are we to do to find the right people and to stand out ourselves?
While the traditional resume has been enhanced by better design techniques (infographics! Presi! personal websites!) and smartly maintained social presences, these mediums can (still) be too easily manipulated in the applicant's favor—just like that supposedly objective reference call that gets made in the final stages of most hiring decisions.
The answer to finding the right talent and / or positioning ourselves better therefore can't be digital, analog, or even external. Rather, it comes down to one simple thing truth: professional excellence. Either you have it, or you need to work hard to achieve it.
This presentation contains practical, next-level tips to help you become the best version of your professional self (for job seekers) and help you better vett talent (for job hirers). Come away armed with the tactics you need to grow and nurture your skills, deliver world class work product, earn trust and respect, successfully collaborate, and generally take your game up a notch so you advance your career.
This document summarizes the culture and processes at CFI. It outlines CFI's mission to provide affordable financial analyst training worldwide. It describes the company's values of being effective, humble, open-minded, creative, and passionate. It also details CFI's goal of creating an empowering and motivating work environment through access to information, autonomy, collaboration, generous compensation and benefits, and a process of semi-annual goal setting and feedback. The overall aim is to foster continuous improvement and meaningful careers.
Ready to build culture from the ground up? DH hosted a lunch-and-learn session on how culture can impact the success of your growing organization.
Together, we discussed the burning culture questions that keep you up at night such as:
• How to create and maintain a productive company culture as you scale
• How to resolve problematic areas that do not embody desired culture
• How to hire for and measure performance based on culture
In attendance were founders looking to develop a strong company culture from the start and leaders in Employee Experience, HR, Talent Management, Learning and Development, and People Operations.
To bring our coaches to your organization for a workshop, email us: culture@deliveringhappiness.com
Learn more: http://deliveringhappiness.com/services/
Hiring for Cultural Fit: How to Create A Happier, More Loyal WorkforceOnPoint Consulting
In this webinar, OnPoint Consulting Managing Partner Darleen DeRosa will guide hiring managers through the art of assessing employees for cultural fit—that intangible factor that often determines whether they’ll stay for the long haul or move on after six months.
This document provides an overview of ID.me's culture and values. It begins with ID.me's vision to be the leading digital identity network and its mission to deliver security and trust online. It emphasizes that culture is defined by actions, not just beliefs. The document then outlines ID.me's cultural philosophy of valuing trust, results, and excellence across all roles. It provides guidance on screening candidates and emphasizes the need for top performers. Finally, it details 24 cultural values that define behaviors at ID.me, such as not tolerating poor behavior, inspiring passion, communicating truthfully, and acting like an owner.
The document provides guidance on how to effectively train new employees. It suggests:
1) Current training practices often involve on-the-job training from experienced installers who may not focus on the new employee's development and may teach bad habits.
2) Companies should establish formal training programs led by trained instructors to teach skills like customer service, safety, and cross-training to help employees see it as a career rather than just a job.
3) Providing growth opportunities, certification programs, and rewards for performance will make employees less likely to leave for other opportunities as they feel invested in their future with the company.
The document discusses designing a professional showroom to aid customers in purchasing garage doors. It notes that a showroom represents a company's image, gives an advantage over competitors, and provides a visual aid to sell products. An effective showroom allows customers to see their options, and they may choose a different style than originally intended after seeing the showroom. Elements of an effective showroom include displaying doors, motors, parts, a photo gallery, and areas for design, local affiliations, industry affiliations, and personal interests.
El reporte meteorológico de la semana describe el clima de lunes a viernes, con sol el lunes, calor el martes, viento el miércoles, lluvia el jueves y frío el viernes.
This article discusses the benefits of implementing a new customer relationship management system for a business. The author explains that a CRM system can help streamline processes, improve customer service, and provide valuable customer insights. It is recommended that businesses research different CRM options and implement a system that best fits their specific needs and goals.
Makalah ini membahas tentang pengertian akhlak dalam Islam, ciri-ciri akhlak Islam, dan jenis-jenis akhlak seperti akhlak kepada Allah, diri sendiri, keluarga, dan sesama manusia. Akhlak didefinisikan sebagai sifat yang melekat pada jiwa manusia yang menimbulkan perbuatan baik secara spontan sesuai dengan ajaran agama. Ciri akhlak Islam diambil dari al-Quran dan hadis, dengan tujuan
Este documento presenta las condiciones climáticas de una semana, asignando un número del 1 al 5 a cada día de la semana de lunes a viernes e indicando si llueve, hace calor, frío, viento o nieva.
This document provides guidance for door systems technicians to be professional in their work. It discusses preparing for each day, driving and working safely, interacting with customers, and exhibiting leadership. The key points are to take pride in your work, adhere to safety policies, treat customers well, and represent your company professionally in all aspects of the job. Being a role model through hard work, attention to detail, and demanding excellence will make you a highly successful technician.
This document contains a resume for Deepthy K.S. for the role of Business Analyst. It summarizes her skills and experience including over 5 years of industry experience in business analysis, technical skills, analytical skills, and communication skills. Her responsibilities would include business process analysis, technical recommendation and testing, project execution, communication, and teamwork. Her employment history includes roles as a Software Engineer at Valtech Software Services from 2012-2014 and 2010-2012 where she interacted with clients and managed projects. She has a B.Tech in Electronics and Communication from 2007-2003.
This document discusses driving employee engagement through discretionary effort. It outlines 12 truths that can inspire discretionary effort: 1) recruit the right talent, 2) earn trust, 3) communicate clarity, 4) listen, 5) set a good example, 6) empower with responsibility, 7) create community, 8) inspire a common cause, 9) ensure meaningful work, 10) provide feedback and accountability, 11) stimulate personal growth, 12) encourage the heart. Engaged employees lead to higher service, satisfaction, sales, profits, retention, productivity and loyalty. The greatest gift a leader has is creating a culture where employees freely give discretionary effort.
For years, manufacturing companies have been striving towards enterprise excellence throughout their organizations utilizing the philosophy, thinking and tools of lean. There are two basic pillars of lean including continuous improvement tools, and respect for people. There has been a very strong focus on the continuous improvement tools (kaizens, value stream mapping, A3 problem solving, 5S, cells/flow, setup reduction, etc.) with very little emphasis on respect for people. Businesses struggle with understanding the skills and abilities of leadership at every level of the organization required to inspirationally lead towards excellence.
As a result of the combination of the process initiatives over the past 100 years, seven out of eight people report leaving their jobs each day feeling that they work for a company that does not care about them. People are disengaged and unenthusiastic about their work resulting in huge losses of productivity to the entire organization.
Recently, the Association for Manufacturing Excellence (AME), the premier not-for-profit organization dedicated to the journey of continuous improvement and enterprise excellence, invited Barry-Wehmiller to partner with them in addressing the challenges facing manufacturing today. Together they hope to lead the way in transforming manufacturing companies through adoption of people-centric leadership practices. Their vision is to ignite a manufacturing renaissance driven by people-centric leadership coupled with enterprise excellence.
For more information about this topic at the AME Boston 2017 Conference, visit http://bit.ly/2oHMiTh
The document discusses developing a 21st century leadership mindset. It defines leadership as influence and the process of guiding others toward shared goals while respecting their freedom. Old models of top-down management are shifting to more collaborative, results-oriented models where employees are empowered and organizations prioritize customers. Developing key leadership qualities like vision, risk-taking, and integrity are discussed. Leaders must also reinvent themselves and their organizations to adapt to changing times.
PowerPoint slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the executive leadership team of HCA South Atlantic Division, 12-05-2018.
Learning The Principles Of A Healthy CareerDiana Miller
This document discusses the challenges of working in the 21st century and principles for maintaining a healthy career. It notes issues like downsizing, the need for ongoing education, ageism, and frequent job changes. It provides statistics on current unemployment rates. It outlines four principles for career fitness: seeing yourself as the captain of your career, exercising freedom to pursue your potential, stretching yourself through challenges, and continuously improving your work. It emphasizes finding fulfilling, challenging work and passion as keys to career well-being.
The document outlines the management philosophy of J. Willard Marriott, the founder of Marriott Corporation. It discusses his core beliefs of concern for employees, hands-on management, and commitment to customers. Marriott believed in treating employees like family, communicating with them, meeting their needs, and helping them develop their careers. He emphasized the importance of managers being involved in the details of operations and setting a good example for employees through hard work. The goal was to provide excellent customer service and hospitality.
The document outlines the management philosophy of J. Willard Marriott, the founder of Marriott Corporation. It discusses his core beliefs of having concern for employees, the importance of hands-on management, and an unrelenting commitment to customers. Some of his key philosophies included treating employees like family, communicating with them, recognizing good work, and paying close attention to details. The overall message conveyed is the importance of good management practices and treating people well in order to build a successful business.
The document summarizes 10 secrets of leadership based on a presentation given at the 2009 MAILCOM convention in Atlantic City, NJ. The secrets include: 1) lead by example, 2) respect and loyalty are inseparable, 3) recognition means more than just money, 4) communication is more than just talking, 5) know what you want to do, 6) tell people what to do not how to do it, 7) realize you're in sales whether you get paid commission or not, 8) great customer service is a requirement, 9) character counts, and 10) humor helps. The presentation was given by James P. Mullan and Paul Dreifuss.
Stand In The Gap - Leaders Think and ActClay Staires
This document discusses building leadership skills through different stages of development from worker to team builder to manager to leader. It emphasizes the importance of systems and execution to scale a business. It notes that most entrepreneurs are merely technicians who work in their business rather than on their business. To advance, it suggests focusing on developing systems, using checklists for accountability, and learning to delegate in order to gain freedom from the daily work. The overall message is that leadership requires ongoing learning and a shift from an individual production mindset to one focused on developing others and scalable processes.
Jenn Lim is the CEO and co-founder of Delivering Happiness, a company focused on using business practices to increase happiness. The document discusses how Lim became passionate about happiness after experiencing personal hardships and success at Zappos. It summarizes Delivering Happiness' approach of using core values, transparency, vision, relationships, and culture to create happier companies and communities. Research is presented showing the business benefits of prioritizing employee happiness, such as increased sales, productivity, and profits. The presentation encourages applying these lessons to build sustainable brands and redefine how the world works.
pdxMindShare's November Presentation with Terry "Starbucker"pdx MindShare
Terry "Starbucker" St. Marie shares his presentation for the November 2014 event pdxMindShare hosted at Trader Vic's in downtown Portland, OR. He inspired attendees on how to be a better leader through his 8 principles on More Human Leadership. Afterwards, Portland professionals networked.
Clay Staires - Strand Hospitality ServicesKendall Pope
The document provides tools and strategies for building a high-performing team that stays "on the same page." It discusses the importance of constant recruiting, strategic interviewing, and systematic onboarding to hire "A players." Regular meetings are emphasized, including monthly "same page" meetings, weekly management meetings, and daily stand-ups. Templates are provided for agendas, timelines, and checklists to standardize communication and ensure consistency. The goal is to equip leaders with concrete actions for developing a united, goal-oriented "dream team" through structured processes for recruitment, training, management and accountability.
This document provides an overview of a presentation by Jenn Lim on building a culture of happiness. Some key points:
- Jenn discusses research showing vision, meaning and higher purpose can lead to happiness and business success.
- Zappos is highlighted as a case study for prioritizing culture through their Culture Book, hiring for culture fit, and training.
- Frameworks are presented for understanding different types of happiness and parallels between business success and happiness.
- The ROI of a happy culture is discussed in terms of improved retention, engagement, productivity and profits based on research.
- Reframing work culture to focus on happiness, core values, transparency and relationships is advocated based on lessons from
Do you like making hiring mistakes? Of course not; they’re not fun.
Getting the right (or wrong) people on your team can make (or break) your business, but it’s tricky to get this right. In fact, all the innovation over the past 30 years (job boards, hiring software) hasn’t impacted employee hiring success in a material way. Average employee tenure has been dropping like a stone and employee turnover rates continue relatively unchanged. Hiring mistakes are so accepted that “money-back guarantees” have become table stakes for any recruiter.
But there IS a better way. In this session, we’ll review some epic hiring mistakes and how to avoid them ... also how you can hire great people who will stick around a long time and help increase the value of your business.
The Best Culture Wins is a case study on how HR and management worked together to build the best culture in a competitive industry. Not only did their culture produce financial results in the top 1% for comparable companies, but they transformed the idea of how leaders define, measure and improve company culture. www.ourthreads.com
All Hands on Deck, Leadership Retreat for Becker Morgan GroupJoe Tye
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In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
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1. How to be the World’s
Greatest Employer
Presented by Randy Oliver
HollywoodCrawford
san antonio, texas
2. Two researchers at the Yale
School of Medicine found that
the inability to appreciate humor
can indicate emotional
problems.
3. Why would you want
to be one of the
World’s Greatest Employers?
4.
5. Recent studies indicate 30 to
40 percent of the working
population is unhappy in their
jobs to the extent they have
“checked out mentally and
emotionally.”
Joyce Gioia – President – The Herman Group
Management & Consulting Firm
6. According to the Marist College
Institute for Public Opinion the
most popular resolution this past
January (2004) was to
get a better job and
become a better person.
7. If government projections are
accurate, a labor shortfall
beginning in 2005 could
threaten the survival of
companies that fail to
prepare for it now.
Donna Oldenburg – Hemisphere Magazine
“Maximizing Performance Through People”
8. Happy Workers = High Returns
Based on studies
of Fortune magazine’s
Top 100 Best Places to Work
9. According to the Great Place to
Work Institute other benefits are:
Receive more qualified job applicants
Experience a lower level of turnover
Higher levels of customer satisfaction
Greater innovation and creativity
Higher productivity
10. Or maybe it is because
you don’t want to end up
like this . . .
11. Who do you think are the
World’s Greatest Employers?
12. So what does it take
to be one of the
World’s Greatest Employers?
14. Republic Bancorp # 5 – 2004
Approximately 22% (300 of 1360)
of their employees were awarded
trips to Aruba, Cancun or the
Dominican Republic
15. S. C. Johnson & Sons #23 – 2004
Company-owned & employee
directed 146-acre park -
includes a large indoor recreation
center, a spectacular aquatic
complex, child care center, softball
fields, tennis courts, a golf driving
range and a miniature golf course,
among other attractions.
16. JM Family Enterprises
#19 – 2004
Use of the corporate yacht & jet
Yoga & massage therapy
Dry cleaning & shoe repair
Barber shops & manicure services
17. SAS Institute #8 – 2004
77,000 sq. ft. recreation facility
Two on-site day care centers
Three on-site cafeterias –
one with a lunchtime pianist
18. Great Place to Work Institute
Trust between managers and
employees is the primary
defining characteristic of the
very best workplaces.
19. Don’t send mixed messages
like a sign at the front desk of
a country inn in England that
read: “Please introduce
yourself to your fellow guests
since we are one big happy
family. Do not leave
valuables in your room.”
21. “At the heart of our definition
of a great place to work – a
place where employees trust
the people they work for,
have pride in what they do,
and enjoy the people
they work with.”
Great Place to Work Institute
23. A note was hung on the hot air
hand dryer in the restroom
at work: “Push here for a
word from the boss.”
24. “Criticize in private using a
reasonable tone as though you
are trying to solve a problem.”
Bill Winser – Winser Doors
25. One should keep his words
both soft and tender,
because tomorrow he may
have to eat them.
26. However, communication should
be crisp and too the point. Such
as the sign seen in Chicago:
“WARNING! BEWARE OF DOG
ON DUTY – SURVIVORS WILL
BE PROSECUTED!”
27. Integrity
• Do what is right
• Tell the truth – always
• High morals and ethics
29. Fortune dubbed this company
the most innovative three
years in a row. They really
encouraged their people to
think outside the box.
1999 - #73
2000 - #24
2001 - #22
(Enron)
30. Respect
• Involves providing employees with
the equipment, resources, &
training they need to do their job
• Appreciating good work and effort
• Providing a work environment that
is safe and healthy
• Means that the work/life balance is
a practice, not just a slogan
• Soliciting and using their input
31. “Respect who they are
and what they do.
This would be #1 in my book”
Bill Winser – Winser Doors
32. “A good boss shows
appreciation. Let employees
know how much you value them.
Appreciation can be a simple
“Thank you for the nice job you
did at Mrs. Smith’s.” Everyone
likes to be thanked and praised.”
Jim Lett – A. B. E. Doors and Windows
1998 Joe Caputo Dealer of the Year
33. “Nothing you do for this
company, no matter how much
profit or opportunity may be lost,
is worth an injury to you.”
Todd Thomas – I. D. E. A.
34. “A good boss provides a
safe work environment.
Properly train your employees in
safe work practices.
Consider hiring an outside
safety consultant. Keep your
equipment properly maintained.”
Jim Lett – A. B. E. Doors and Windows
35. Fairness
• Economic success is shared
equitably
• Everybody receives equitable
opportunity for recognition
• Hiring and promotions are made
impartially
• To be fair, you must be just
36. “A good boss pays his
employees a fair wage.
Most employees work hard
for what they earn.”
Jim Lett – A. B. E. Doors and Windows
37. Pride
• Pride in the company’s reputation
• Pride in the company’s products
• Pride in their team’s work
• Pride in their job and individual
contributions
38. Camaraderie
• The workplace becomes a
community
• They feel they can be themselves
at work
• Socially friendly and fun
atmosphere
• Celebrate the successes of their
peers
39. Fish! Philosophy
“Work Made Fun Gets Done!”
The World Famous
Pike Place Fish Market
Seattle, Washington
Fish! By Stephen C. Lunden, Ph.D.,
Harry Paul, and John Christensen
40. “What word describes what
will determine our
happiness, acceptance,
peace and success?”
42. “Your attitude will determine
your altitude.”
“It is hard to soar with the
eagles when you’re
thinking, acting, and
walking like a turkey.”
John C. Maxwell
43. “Our attitude determines our
approach to life”
“For some, attitude presents
a difficulty in every
opportunity; for others it
presents an opportunity in
every difficulty.”
John C. Maxwell
47. 1. “Make the World Go Away”
2. “Raindrops Keep Falling on my
Head”
3. “I Did It My Way”
4. “Oh, What a Beautiful Morning”
Attitude Application
Which song best reflects your
approach to life, your attitude:
48. Raindrops keep fallin' on my head
But that doesn't mean my eyes
will soon be turnin' red
Cryin's not for me
'Cause I'm never gonna stop the
rain by complainin'
Because I'm free
Nothin's worryin' me
B. J. Thomas
49. “ It is not what happens to you in
life that matters as much as how
you respond to what happens. . .
Life is what you make it.”
Rick’s Rinderle’s Dad
50. A little girl asked her
grandmother how she felt.
She said she felt fine.
The little girl asked,
“Well, if you feel good, why
don’t you tell your face?”
51. Be Present
Give people your full attention
Listen, listen, listen!
Eye contact
Body language
52. One man said to his friend one
day, “My wife talks to herself a
lot.” His friend answered, “Mine
does too, but she doesn’t know
it. She thinks I’m listening.”
53. It’s impossible for a worthwhile
thought to enter your mind
through an open mouth.
56. What do over twenty of the
Best Places to Work,
including some former #1’s
such as Southwest Airlines,
the Container Store, and
Synovus Financial Services
have in common?
58. What is Servant Leadership?
“The Servant as Leader”
by Robert K. Greenleaf
The Greenleaf Center for
Servant Leadership
59. What are Servant-Leaders?
“The servant-leader is servant
first. It begins with the natural
feeling that one wants to
serve, to serve first. Then
conscious choice brings one to
aspire to lead.”
60. Simply and plainly
defined‚ servant-leaders are
people who have followers. They
have earned recognition and
respect.
61. Once a fellow called needing a new
door, but couldn’t afford one at the
time. His wife had just undergone
drastic cancer surgery and was
undergoing radiation treatments,
and was unable to get her car out of
the garage. They installed a new
door and operator at no charge.
John & Bill Mathews – J. B. Mathews Co.
62. Servant-leaders are a teacher‚ a
source of information and
knowledge‚ and a standard
setter‚ more than a
giver of directions and
a disciplinarian.
63. “None of our achievements
would have been realized
without recruiting, training and
retaining really good people . . .
When one invests in their
employees it is something that
they see, they realize,
they can hold on to.”
Dan Apple – Apple Door Systems, Inc.
64. The Container Store (#1 on
Fortune’s Best Places to Work
For list in 2000 & 2001) train
each employee an average of
162 hours per year. Store
managers spend 50% of their
time on staff development.
65. “Our philosophy here is that
we try to give our people
the tools that they need,
the training they need,
the recognition they need.”
Russ Bookbinder – Executive V.P.
San Antonio Spurs
Reigning NBA Champions
66. Servant-leaders see things
through the eyes of their
followers. They put
themselves in others’ shoes
and help them make their
dreams come true.
67. “A good boss is compassionate.
Employees are human just like we
are. If the weather is unbearable
give your technicians some slack.
Don’t expect 100% performance
during sweltering heat or freezing
cold conditions.”
Jim Lett – A. B. E. Doors and Windows
68. Servant-leaders do not
say‚ “Get going.” Instead‚ they
say‚ “Let’s go!” and lead the
way. They do not walk behind
with a whip; they are out in
front with a banner.
69. A motivational sign at work:
The beatings will continue until
morale improves.
70. Servant-leaders assume that
their followers are working
with them. They consider
others as partners in the
work and see to it that
they share in the rewards.
They glorify the team spirit.
71.
72. “We don’t have people work
for us, but rather with us.”
Marlene Rinderle – Rinderle Door
73. “Consider every team member
having equal status. Is the
salesperson more important than
an installer? Is the president more
important than the receptionist? In
a business that is growing, every
position is of equal importance. . .
Greet every day with a smile, and
live by the “Golden Rule”.
Dewey Stewart – Midwest Garage Door Co.
74. “Treat everyone like you would
want to be treated.”
Bob Hammersley – Crawford Door Systems
75. Leaders are people builders.
They help those under them
to grow big because the
leader realizes that the more
big people an organization
has‚ the stronger it will be.
76. “If you want to be a leader, you
must be constantly producing
leaders . . . If you are growing
leaders in your business, you’re
going to lead the market …
you just are!”
Dan Apple – Apple Door Systems, Inc.
77. “It’s important to surround
yourself with others
who are leaders.”
John Mathews – J. B. Mathews Co.
78. Leaders do not hold people
down… they lift them up.
They reach out their hand to
help their followers
scale the peaks.
79. Leaders have faith in people.
They believe in them. They
have found that others rise to
their high expectations.
80. Leaders use their heart as
well as their head. After they
have looked at the facts with
their head‚ they let their heart
take a look‚ too.
81. “What makes Apple Door
Systems successful is that their
people care from the heart.
They care for their customers.
They care for each other. Life
teaches us that when one puts
others first, the result is most
always success for all.”
Chris Long – Nov/Dec 2002
82. Chris Long summarized his visit
to Price Overhead Door with one
word, “Caring”. The people of
Price Overhead Door Co.
joyfully care for their customers,
vendors, community
and each other.
83. “A smile is worth a lot when
people know you really care
about them.”
Keith Glover – Farmer Garage Door Co.
84. Bob Hammersley & John Zoller
Crawford Door Sales
Wilmington, North Carolina
85. People will forget
what you said . . .
People will forget
what you did . . . but
People will never forget how
you made them feel.
86. “People don’t care how much
you know until they know how
much you care”
John C. Maxwell
87. Leaders keep their eyes on high
goals. They are self-starters.
They create plans and set them
in motion. They are persons of
thought and persons of action —
both dreamers and doers.
88. “There is a great step
between knowing
what to do and doing it.
The great ones do it.”
Bill Winser – Winser Doors
89. “I have not failed. I’ve just found
10,000 ways that don’t work.”
Thomas Edison
90. Even if you’re on the right track,
you’ll get run over
if you just sit there.
91. Leaders are faced with many hard
decisions‚ including balancing
fairness to an individual with
fairness to the group. This
sometimes requires ‘weeding out’
those in the group who‚ over a
period of time‚ do not measure up
to the group needs of
dependability‚ productivity
and safety.
92. The world is full of willing people.
Some willing to work and
some willing to let them.
93. “Sacred cows make the best
burgers – deadwood –
a good company must chop
out the deadwood –
people that don’t produce.”
John Mathews – J. B. Mathews Co.
94. When Dan Apple went to work
for his father after getting out of
the Navy within the first six
months he fired all but two
employees. In his opinion, the
people his father had working for
him were just taking advantage
of his good nature. Dan began
building a team at that point.
95. Rick and Marlene Rinderle help
make their new employees
accountable to the team by
telling them “that their fellow
employees will ultimately
determine whether or not they
will remain on the team.”
96. “Give yourself a chance.
Council or get rid of
malcontents. You do not have a
chance if you are being
undermined by a few that will
never be happy doing anything.”
Bill Winser – Winser Doors
97. “Get rid of bad apples. . . One
negative individual who does not
share a company-wide
commitment at being the best
can cause serious harm to the
firm. When that happens,
sack the dude and keep all your
good employees.”
Todd Thomas – I.D.E.A.
98. Leaders have a sense of
humor. They are not stuffed
shirts. They can laugh at
themselves. They have a
humble spirit.
99. Blessed are they who can
laugh at themselves,
for they shall never cease
to be amused.
100. During their Executive Committee
meetings Bill purchased toy dart
guns and if someone in the group
became an “issue” they enjoyed a
“group shot”. The darts helped
relieve both tension and anger.
John said as a matter of fact, Bill
was late for the second meeting
and they all shot him.
J. B. Mathews Co. – John & Bill Mathews
101. Rick Rinderle of Rinderle Door Co.
of Big Bend, Wisconsin once used a
small remote control forklift in a
trade show booth and invited
visitors to run the little forklift
through the display door openings
and timed them. At the end of the
day the person with the best time
won the little forklift.
102. Synovus Financial Group
We‘re so serious about fun at work,
it‘s one of our corporate goals!
We‘ve had Team Appreciation
Weeks, Tree Lightings, Breakfasts
with Santa, Weekend Retreats,
Easter Egg Hunts, Bass Fishing
Tournaments, and more. We
believe in having much fun.
103. Third Federal S&L – 2004 #14
Third Federal Idol Contest
with a free Karaoke machine for
each contestant.
104. Other ideas for fun:
Team fitness competition
Company sports team
Company picnics
Group volunteer activities
Dessert bake-off
Anything to do with food
105. Leaders can be led.
They are not interested in
having their own way‚
but in finding the best way.
They have an open mind.
106. Some minds are like
concrete, thoroughly mixed
up and permanently set.
107.
108. “Don’t assume you know all of
the answers. Ask your people for
their ideas and input. Give them
the glory and the rewards. Their
success is your success.
Celebrate their victories every
chance you get.”
Dan Apple – Apple Door Systems, Inc.
109. “Nothing ever gets accomplished
at our company unless it
is a team effort.”
Tripp Zumwalt – Zumwalt Corp.
110. “We run our business with the
understanding that more brains
are better than one brain.”
Russ Bookbinder – Executive V.P.
San Antonio Spurs
111. “It takes ten hands to put the ball
through the net.”
John Wooden, legendary
basketball coach at UCLA
112. Remember, the only fool who is
a bigger fool than the person
who thinks they know it all is the
person who argues with her.
113. Best Test of
Servant Leadership
Do those served grow as
persons? Do they, while
being served, become healthier,
wiser, freer,
more autonomous, more
likely themselves to
become servants?
114. “In my belief, servant-leadership is
anything than weak. In fact, it
takes a toughness and a strength
of character because you are, in
fact, making a commitment not just
to the bottom line financially but to
the bottom line when it
comes to people”
Larry Spears – CEO of the Greenleaf
Center for Servant Leadership
115. “Servant-leadership challenges
people to be brave and
courageous, and to bring ideas
like friendship and perhaps even
love to the work place.”
Larry Spears – CEO of the Greenleaf
Center for Servant Leadership
116. What is the only company
to make the top 10
of Fortune magazine’s
“Top 100 Best Companies to
Work For” list every year?
117.
118. TDIndustries Company Profile
• Mechanical/Electrical/Plumbing
Contracting & Facility Service Co.
• Founded: 1946
• 2003 Revenue: $239 million
• Number of Partners: 1300+
• Number of Partner Stockholders: 900+
• Offices in: Dallas (HQ), Fort Worth,
Austin, San Antonio, Houston,
Washington, D.C., Denver & Phoenix
119. So what makes TDIndustries
one of the
World’s Greatest Employers?
120. “The reason we are in business
is to be a great place to work.
You have to have an intention
or passion to be a
great place to work.”
Jack Lowe, Jr. – President
TDIndustries
121. “People are not getting into the
construction industry.
Construction has always had
that bad name – low pay, dirty
work, no benefits, no future.
We’re trying to turn that around.”
Billy Platts – Vice-President
TDIndustries – San Antonio
122. Servant Leaders are active
listeners… they elicit trust… and
share power. Our Basic Values
are the most important
characteristic of TDIndustries
and guide all of our relationships
— with our customers‚ our
suppliers‚ our communities‚ and
among ourselves.
123. Belief in the Individual
•Concern for each individual
•Each individual has importance
•People are basically honest
•People want to do a good job
•Draw strength from the uniqueness
of each individual and together they
become greater than the sum of
their members
124. Concern for the Individual =
Safety
National Safety Excellence Award
Associated General Contractors - 2000
127. Don’t be like W. C. Fields
who once said:
“I’m free of all prejudices,
I hate everybody equally.”
128.
129. Honesty
Always the best policy and at
TDIndustries, it is simply the
only policy when it comes to
dealing with each other, our
suppliers, and our customers.
130. “A good boss needs to be
honest with employees,
customers, vendors, etc. If you
receive more merchandise than
you were charged for, let the
vendor know. If a customer
overpaid on an account, return
the overage.”
131. “If you or your staff damaged a
door, don’t call your supplier to
tell them it came in damaged,
admit that you damaged it.
When your employees see that
you are honest in your dealings
with others, you will earn their
trust and respect.”
Jim Lett - A.B.E. Doors and Windows
135. High Standards of
Business Ethics
TDIndustries has a reputation
for “doing the right thing.”
Over time, “doing the right thing”
is also the best business
philosophy.
137. Top 100 Training Organizations
Training Magazine
2001, 2002, 2003
138.
139. The Marks We Leave
As time goes on and we reflect
On the things we’ve said and done;
The places we’ve been,
The people we’ve met
And we think of all the fun.
We realize the marks we leave in life
Aren’t made of stone or steel
But rather of the lives we’ve touched
And how we make folks feel.
140. For people are far more valuable
Than achievements great and high,
Than cars or planes or space shuttles
Or buildings reaching to the sky.
You and I can leave our mark in life
By doing all we can
To serve and praise and uplift
The lives of children, women and men.
Mark Sanborn
141. “Raising the Door Tour” – www.doors.org
TDIndustries – www.tdindustries.com
Great Place to Work Institute – www.greatplacetowork.com
Top 100 Best Places to Work For – www.fortune.com
FISH! Philosophy – www.fishphilosophy.com
World Famous Pike Place Fish Market – www.pikeplacefish.com
John C. Maxwell – www.maximumimpact.com
Mark Sanborn – www.marksanborn.com
Jeff Blackman – www.jeffblackman.com
Institute of Door Dealer Education & Accreditation –
www.dooreducation.com
Job Descriptions and Management and Employee Evaluation
Forms – www.doors.org (members only section)
If you are not a member of IDA but would like information on
joining IDA please contact me at randyo@hollywoodcrawford.com
Resources
Editor's Notes
“Ah, I’m just working here till a good fast food job opens up.”
T ime. Take time to listen and give feedback on performance. R espect. Give the potential leader respect and he will return it with trust. U nconditional Positive Regard . Show acceptance of the person. S ensitivity. Anticipate the feelings and needs of the potential leader. T ouch. Give encouragement—a handshake, high five, or pat on the back.
Raindrops keep fallin' on my head And just like the guy whose feet are too big for his bed Nothin' seems to fit Those raindrops are fallin' on my head, they keep fallin' So I just did me some talkin' to the sun And I said I didn't like the way he got things done Sleepin' on the job Those raindrops are fallin' on my head, they keep fallin' But there's one thing I know The blues they send to meet me won't defeat me It won't be long till happiness steps up to greet me Raindrops keep fallin' on my head But that doesn't mean my eyes will soon be turnin' red Cryin's not for me 'Cause I'm never gonna stop the rain by complainin' Because I'm free Nothin's worryin' me B. J. Thomas