Download to read offline
Uploaded byDavid Saxe
Who's on your team
This document discusses employee engagement and how to build an effective team. It emphasizes the importance of hiring the right people, clearly defining roles and responsibilities, and establishing core company values. Key points include identifying employees' interests versus employers' interests, giving employees choices and feedback, and motivating employees by energizing their passion rather than just using incentives. The document provides advice on defining core values, creating an organization chart with the right people in the right roles, and establishing clarity around goals and responsibilities. The overall message is that building a strong team with the right people in the right roles and clear vision/values is an organization's greatest competitive advantage.
Who's on your team
- 1. The Good The Bad TheUgly Who’s On Your Team
- 2. Employee Engagement • killscan be learned, but you can’t train a can’t
- 3. Would You Rehire TheseEmployees • skills can be learned, but you can’t train a can’t
- 4. Be Aware ofthe Employer/Employee Disconnect Employees 1. Interesting work 2. Recognition 3. Being well informed 4. Job security 5. Compensation Employers (5) (8) (10) (2) (1)
- 5. Some Interesting Facts •Best way to engage employees • Give them choices • #1 behavior managers score lowest • Giving or soliciting feedback from employees
- 6. Employee Engagement Managers whomotivate with incentives and the power of their vision and passion succeed only in energizing employees who want to be motivated. Nigel Nicholson in “How to Motivate Your Problem People” Harvard Business Review
- 7. Power of Suggestion •kills can be learned, but you can’t train a can’t
- 8. Who To Hire •You can’t teach someone to have a personality or passion. • You can always teach new skills Richard Branson
- 9.
- 10. Defining Your CoreValues Within your company Outside your company
- 11. Examples of CoreValues Encourages team work Shows Respect Acts Professionally Accountability first Demonstrates excellence An Enthusiast A friendly disposition Shows Compassion Customer is always first Wants to improve Shows initiative Does the right thing Thinks like an owner Exudes Confidence Gets things done Has creative solutions
- 12.
- 13. Examples of CoreValues Acts Professionally Accountability first Shows initiative Does the right thing Gets things done
- 14. Your Core Values 1.Create your core values 2. Test those core values
- 15. Your Core Values 1.Create your core values 2. Test those core values 3. Core value speech
- 16. Your Core Values 1.Create your core values 2. Test those core values 3. Core value speech 4. To be followed by everyone 5. Hire, reward, promote & fire 6. Frequent reviews
- 17. The Right People TheRight Seats
- 18. Sales/Marketing 5 Key Roles Name Operations 5Key Roles Name Finance 5 Key Roles Name Organization & Responsibility Chart CEO 5 Key Roles Sr. Management 5 Key Roles
- 19. Copyright Ownership ThinkingTM2011. 303-984-1434, Who Fits Where
- 20. The right people Inthe right seats Doing the right things
- 21. What You DoBest LOVE / GREAT AT DOING LIKE / GOOD AT DOING DON’T LIKE / GOOD AT DOING HATE / NOT GOOD
- 22. Copyright Ownership ThinkingTM2011. 303-984-1434, Clarity
- 23. Clarity • Clearly definedjob description • Clear chain of command • Clearly defined goals • Clearly defined action plans.
- 25. Where To Start •Define & implement core values • Hire, review, reward & fire based on values • Create your organization chart • Clearly defined roles, responsibilities & goals • Right people in right seats with clear vision.
- 26. The Good The Bad TheUgly Who’s On Your Team
- 27. Your greatest competiveadvantage
- 28. Good Luck 1. Nothing 2.A little David Saxe, BBA, CPA, CA, CBC 561-843-3594 www.nextlevelbusinessplanning.com