Transcript: If you haven’t got a career pathway for your employees then this video is for you.
Hi. It’s Jody Johnson with ActionCOACH Team Sage.
Today I want to talk with you about employee engagement, career pathways and why it matters to the younger generations that you absolutely, positively have a clearly laid out career ladder and pathway for them.
The young millennials, and the generation after them, are very, very interested in learning and advancing their careers as quickly as they possibly can. They’re OK with working hard. Contrary to popular talk, they actually are OK with working hard as long as they know where that effort is going and take them in the long run. So, if you leave them wondering what’s the next step for me, then more than likely they’re going to learn whatever it is that they can learn and they’re gonna move on to the next career, to another job, to advance their career.
People want to know what’s next so that they can either go get the training they need to do that or any experience they need to do that. And, they want to stay with you as long you have a good culture and they’re clear that you’re passionate about them and their growth. But, if they don’t feel that, and they don’t see that and they don’t know what the next step is, then they’re already looking, very quickly, after they come to work with you.
So, as an owner, or as a business leader, really thinking through what is that matrix, that if they’ve got this skill set, and they have this skill set, that would actually qualify them for these tasks and this pay grade and then to the next level, and the next level, and the next level.
Not everybody wants to climb up to be the general manager of your organization in 10 years, or even in five years, or whatever they think, but many people do want to know what that next step is. And, then some people just want to become experts at the thing that they love to do and are most passionate about.
So one domain is climbing the ladder of responsibility in your organization. Another domain is actually what’s the expertise that’s required to be “The Expert” at this in your business. Both of them have to be created because there are people who are going to want one or the other of that.
I can tell you, years ago, when I was in the emergency department, and I was clear that I wanted to advance, I took my job description, looked at everything that they were evaluating me for at that, and then went and got that training, went and did those things. And then, I got the next level, and went and did those things and just started climbing, climbing, climbing till I reached the point where I no longer wanted to go further because that was going to be taking me away from the patient bedside and into management, with a lot of responsibility and zero autonomy.
So, I had reached where I wanted to go at the hospital and ultimately left there and started this business.
But, your team members really do need to know what do I need to do, and who do I need to be, in order to be able to advance in the organization. And, if you provide them with that, then you can hang on to them for good long while. Today that’s more important than ever because we have one of the lowest unemployment numbers in 20 years.
So retention is the name of the game, and that’s a key way that you can retain great talent.
If you got value from this video: like it; share it; subscribe.
If you would like to talk with me about creating a pathway for your team then call me 305.285.9264 extension 301 and I’ll be happy to have a strategy session with you about that.
If you have employees that seem to be stuck and their productivity is low, listen to this Coffee with Jody because this episode is for you.
Hi, this is Jody Johnson with ActionCOACH Team Sage.
Today we’re going to talk about what to do when your team is stuck and the productivity is low and you don’t know why.
Sometimes, when the team’s productivity is low and they just don’t seem like they’re motivated, or they’re able to move forward with something, and you don’t really know why, it’s because there’s something incomplete for them from the past.
Either something happened and they didn’t get to talk about it or they have a concern that is in the background that they haven’t actually been able to resolve. So what I like to do is go in and get to the heart of what’s blocking them ,what’s in the way.
Oftentimes I’ll use the above and below the line, which you probably heard me talk about on many occasions in the past in other videos. The concept of: OK who are you blaming or what are you blaming; what are you making excuses about or who are you making excuses about; and then where have you been in denial about the results. Below the line is all of the reasons why something isn’t moving forward the way that we are committed to it.
Then, the above the line of what we’re taking ownership, accountability, and responsibility. And that doesn’t necessarily produce the result but it does produce the condition in which results can happen.
OK let me give you an example of where this can happen in a business.
I had a client that was going and creating their annual plan and the team was just down. They were they were off. They were not the generally energetic and joyous team that I know them to be.
What that tells me is that they’re incomplete with something that happened in the past and it’s in the background as a concern or a consideration about how to move forward.
So what I recommend to the owners is let’s look at what are you feeling, what are you thinking? Because, whatever it is that they’re concerned about, they’re getting it as a vibe, or a feeling, from you.
This particular business owner was able to say gosh you know what I felt like we really failed last year even though they were pretty much at the same even numbers, they felt like they had failed.
And the team was feeling like they failed them.
Now there’s no way in the world for me to be able to help them to create an annual plan and have them energized by it until we’re clear that that is complete for them. Then they can create.
When we try to create, as business owners, on top of something that’s incomplete it’s a mud pie. It’s murky. It’s like being in quicksand.
So the best way that I know of for team members, and owners, people in general, to get complete is to do that above and below the line exercise that you’ve heard me talk about before.
But just to reiterate quickly who or what have you been blaming, who or what have you been making excuses for, and what have you been in denial about.
And then actually looking from there, at everything, and then saying alright now what can I take ownership, accountability and responsibility for, that’s going to allow the condition in which I can move forward and create.
Unless that work gets done, everything that they do going forward has the energy of something that isn’t working.
So what do you do when the employees seem to be stuck?
You stop the action.
You get into a conversation.
You find out what their concerns and considerations are.
You get yourself clear.
You do an above and below the line exercise with them.
And then you take off and create.
If you got value from this video: like it, share it, subscribe to it and if you’d like to have a conversation with me about this in your workplace call me at 305-285-9264 ext. 301 and I’d be delighted to have a strategy session with you about it.
Hi this is Jody. Another episode of Coffee with Jody from ActionCOACH Team Sage and today I’m going to talk with you about the four quadrants of parent child adult and sociopath.
If you’re frustrated with your employees coming to you with every little complaint about their colleagues and co-workers this video is for you.
Today. I’m going to talk with you about restoring hHealthy employer/employee relationships.
Way back when, there was a book on transactional analysis, and it talked about low self-esteem on a scale to high self-esteem, and then low respect for others on a scale to high respect for others.
And in that lower quadrant, the low respect for self and the low respect for others is sociopathic. So we don’t want anybody like that on our team right.
But, when you have high respect for self and low respect for others that’s a critical parent type of role.
The opposite is low respect for self and higher respect for others which is more of a child’s position.
And when I go into businesses, I often see this parent/child dynamic where the business owner acts, inside of the title of a we’re a family like here, like a parent and then many times will say “Oh you just have to treat your employees like kids, you have to always be telling them what to do. Otherwise, they’re not going to get done what they need to get done.
That particular dynamic actually creates dependent employees who have to run to you as a business owner for every little thing and particularly when they’re not getting along with their co-workers.
It creates an environment where they hide when they’re not actually getting done what they need to get done and they hide mistakes because they’re in a parent/child dynamic where they’re avoiding you’re upset as an owner.
So what I like to do is, go up in the high respect for self and high respect for others quadrant. That’s where adult lives, where they respect themselves and they’re internally motivated to do the right thing as opposed to being afraid of getting in trouble with you.
And, you are relating to them as adults that are capable of solving whatever challenges are coming up in the workplace, whether it’s with their colleagues and co-workers or if it’s with something that they need to learn and that they don’t know yet.
So how do you do that? The best way is to ask a question because a question will always take someone out of their unconscious and into the adult part of the brain that wants to resolve something that’s unsolved yet.
The other thing that you can do, and I highly recommend, is when employees come to you complaining about something that happened with one of their co-workers is to say you know what, you’re both adults. You know what our core values are. I want you to go and solve it for yourselves and then come back and tell me how you’re going to do that.
Because the minute we go in to solve it we may solve it that day, but it’s not sustainable. If they solve it and they find a way to actually resolve their own differences, then they’re going to own that and you can keep building the adults and the environment and then you really have a team that’s an asset for you, as opposed to a bunch of like “feed me” little kids, which all of us business owners can’t stand.
So, that’s how you would go about it. Ask a question and punt back to them for them to solve it at the level of Team amongst themselves.
If you got value from this video today, like it, share it, subscribe.
And, call me if you’d like to have a conversation about how you can resolve this in your own work place at 305-285-9264 extension 301. I’d be delighted to chat with you about it.
Hi. If you’re somebody who’s struggling with how to write the job description, position agreement, or the role that you’re looking to fill in your business then today’s video is for you. I’m going to share with you three things to consider as you get ready to write that job description so that you can fill it with the ideal person for what you need to get done in your business.
Let’s get started.
Hi this is Jody Johnson with another episode of coffee with Jody. Today I’m going to share with you three things to consider as you go about writing that job description, position agreement, or role that you’re looking to fill in your business.
I want to take you all the way back down to the very basics, to the ground level, of creating the position agreement. These are all interchangeable words we call them positive agreements, so that’s what I’m going to do.
At the very basis you will want to look at what are the functions that you need to get done in your business.
We often encourage people to start from the lower levels of the org chart to free up your time or your supervisors time and allow for the functions that are not the best use of you or them to get fulfilled.
So we start at the bottom, what are the functions and then – and this is often overlooked – a second point, what are the natural attributes of somebody who would be good at this role. Many times if we’re not good at it we can’t imagine that anybody else would want to do those things we don’t want to do. However everyone is wired differently. So what are the natural attributes of someone who would be very good at that role.
Then I want you to look at what’s the nature of your business culture. Are they going to be a culture fit into use words in their position description that resonate with the way that your business culture lives day in and day out.
Many times – this is the third point – people will hire based on experience. I want you to know that experience can be misleading. People can be wired for something completely different from the experience that they have.
And, yes, their experience amounts to something – they do have knowledge – but, they’ll only ever have baseline competence. They’ll never do this, unless they have a natural wiring for that role.
So when you go to design your next position agreement for the role that you need to fill in your business, yes, we need to look at the functions that you need that person to do, what skill sets they need, and what attributes should this person naturally have and make sure that you’re looking at all of that when you go through the recruitment process.
So let me tell you a little story about a bookkeeper that one of my clients had. So she’d been doing bookkeeping for quite some time and had baseline competencies in it. But what I would tell them is I want people who are naturally wired in execution and strategic thinking who have analytic skills.
People who have a natural sense of where productivity and profitability is leaking out of a company. Because, you can get somebody who will do data entry. You can get somebody who’s going to put in the numbers and hand you the report. But I want somebody who thinks like a number…
I have a son, he’s a fisherman. He thinks like a fish. He absolutely is a fish.
When you go to hire for that role, in this case we’re talking about a bookkeeper, you want them to think like a number. As, somebody who thinks like a number won’t let that be off by one cent. Everything has its place and they question: Does this make sense? Does that make sense? Oh my God we’re higher here than we have been in the last three months and they’re in it. That’s the kind of attributes that you’d want in somebody who is filling a bookkeeping position in your company.
So it’s not enough to get experience or skill sets. You really have to go all the way down to the bottom. Are they a culture fit. What are the natural attributes of somebody who would be good and excel in this role would have. Do they have the skills and do they have the experience but most of all are they wired for this and that.
You then write in, what are the key performance indicators that they need to meet in order for you to know whether or not they’re fulfilling the roles and responsibilities that they have
Now, I would love to hear how you go about writing a job description. If you used any of the things that I’ve talked about, and what difference made. Or, if you’ve had a disastrous experience where you maybe didn’t even give somebody a job description and just hoped for the best.
We do extensive recruitment, hiring and crafting of job descriptions, roles and key performance indicators here in our company and I’d be happy to have a conversation with you if this is an area that you’re struggling with. You can reach me at jodyjohnson at ActionCOACH dot com or on the phone at 305.285.9264 and the extension is 301. If you got value from this video please like it, share it, comment and I hope to be of service to you soon.
Hi. I’m often asked why employee engagement is such a hot topic these days, and is it really important?
Well if you’re somebody who has a workplace of disengaged employees who won’t collaborate with one another, who keep to themselves and only do what is asked of them, you might be dealing with just this issue. Many businesses are.
The average right now is about 16 percent of employees that are actually truly engaged. So where does that leave the rest of us.
If that’s you this video is going to cover the three things for you to be aware about employee engagement and why it’s important to you and your business.
So let’s get started.
Hi this is Jody Johnson and it’s another episode of coffee with Jody.
I’m often asked what drives employees engagement and does it really matter?
The answer is yes it does.
It drives innovation. It drives productivity. And it drives the profitability and growth of your company. It’s essential and it’s a very hot topic out in the business community right now. If you do a google search, there’s like five point six million searches related to it!
It’s a very, very important conversation.
So I want to share with you today three aspects of employee engagement that I think are very critical for you to know and to be thinking about in your business.
The first one is that the best ideas for how to make your business better come from the people who are actually doing the doing. The ones at the bottom on the ground who are actually doing the work in the business.
The second point is unless they feel safe they’re not going to come forth. Many times I see that people on the team, or employees, are afraid to come forth because if they make a mistake and they get yelled at, or they get punished in some way, shape or form, they’re unlikely to come forth with mistakes which can lead to innovation. And, they’re unwilling to come forth with their ideas because they don’t necessarily feel valued and appreciated, much less heard.
So employee engagement includes giving your team a voice. I use a program called Engage & Grow, it’s a 13 week program with teams.
One of the teams that I did this with had some issues where they were disengaged not only from the business, but from one another on the production floor.
We started this and it gave them opportunities to express what was working what was not working. They got feedback from their peers on what was great about them and what didn’t work about them.
Believe it, or not, it was their favorite part!
There was acknowledgement of what value people brought forth and then because we were focusing on both the people side of the business, you might say the heart of the business, and the process side of the business, they started coming forth with leadership acts and leadership initiatives that blew the owners away!
The third thing is your business growth is entirely tied to the synergy and the productivity of your team. So when they’re working together you’re not the one who’s trying to drag that business along. They’re actually pushing the business along and they’re happy about doing that.
This particular team that I was telling you about grew the profitability in the company by 244% the quarter that we were working on that. Astounding results!
And, they are a demand to keep that program going! So we’re doing a modified version of it going forward because they were a request!
Team engagement is probably one of the single most important things for you as a business owner to focus on if you want to grow your business this year.
Now, have you experienced any kinds of programs or tools in employee engagement. If so I’d love to hear about the ones that worked and the ones that fell short of your expectations.
I’d love to hear about the innovations that are actually coming from the ground up that will make a difference in your business and keep you competitive.
And if you’d like to discuss this with me further then please put it in the comment box.
If you have gotten value from this video share it, like it, thumbs up, all of the above and thank you!
You can reach me at JodyJohnson at ActionCOACH dot com or on the phone at 305-285-9264 extension 301.
Transcript: Lots of business owners I talk to, hire because they have a need, right now, and I need somebody right now to help me with that need.
If this sounds like you then let me share with you a way that you can minimize the mis-hire by using profiling in your recruitment process.
Today I’m going to talk with you about the three things that you need to include when you go to recruit to make sure that you have an employee profile that’s going to get you the right hire.
So the first point that I’d like to share with you today is that many people will hire based on experience and that can be a very misleading thing to hire people on. So let me share with you a story of one of my clients. They had a long term employee who the supervisor was complaining about. It was a new supervisor, maybe she’d been there about two years, but she was complaining about him. She was like, he doesn’t do what I ask him to do and he’s always out on the floor talking with the other employees.
The owner knew this man and that he had been working there a long time, she didn’t want to let him go, so she called me.
What can we do about this.
Well let’s take a look at this guy’s profile and as I read through it I said you know it doesn’t seem like he would be somebody who would be a troublemaker. Let me just find out a little bit more. What role does this guy have in your business.
And she said he’s in inventory control. He’s got a warehouse area where all of our inventory is kept and he brings the products in and lets them out to the team as their manufacturing.
I said well I can tell you exactly what’s going on with this guy. He’s 100 percent wired for people. He’s not wired for tasks.
So, when she brought him in it was a need that she had. And, if she had let this guy go, he would have gone to another organization who would have hired him for inventory management because that’s the experience and the skill set that he had. He would have been miserable and they would have been unhappy with his low productivity, because he’s wired for people.
So, what we did was, we took a look out what other roles were available in that organization that he could be a fit with so she could keep him there.
Customer service seemed like a natural fit, but this was years and years and years of somebody cast in the wrong role because profiling wasn’t available back then.
We use profiling not only on the people that have applied for the position but to actually craft the position. What are the attributes of someone who’s going to naturally excel in this role and profiling can help us to make a match for that.
The second thing is profiling won’t necessarily eliminate a mis-hire but it greatly reduces the chances of a mis-hire.
And the third thing is it gives you a natural easy way for this person to go about learning and getting better at their role through training and development program that speaks to their natural talents.
So now you’ve got somebody who’s wired for the role, in the right role and a pathway for training and developing them. And, if you do that at the onset, your life is going to be much easier. You’ll have happier employees, you’ll be happier and there will be a whole lot more engagement and productivity on your team.
And, that’s why you want to use profiling at the earliest stages of recruitment.
So I’d like to ask you: Have you used profiling in your recruitment process?
And, if so, can you share a story about that?
Have you hired the wrong person based on their skillset, or their experience, and then went you know there is something totally off here with this person?
If you have more questions, what I would suggest is that you have a consultation with me and we look at what are the attributes of that role to begin with and then what are the profiling tools that we recommend to all of our clients when they go about doing their recruitment. So please reach out to me, I’m happy to help you with that.
Hi! Are you struggling with low productivity employees. If you are, it’s not unusual, many business owners are. And, if that’s the case then this video today is for you.
Hi, I’m Jody Johnson and this is another episode of coffee with Jody.
Today I’m going to share with you the three things that you can put in place this week to transform your experience of low productivity employees.
Ready to get started? Let’s go…
So the first thing that I’d love you to consider is, have you given this employee everything they need in order to win in that role?
Again, I see many, many business owners who haven’t done that, so let me share with you a story.
I had a client and she wanted to let go of her secretary. So the first thing I said to her is: “Have you given her everything that she needs to win?”
She goes: “I think so.”
I said “Well, does she have a job description?”
“Does she have key performance indicators so that she knows whether or not she’s doing a good job?”
“Do you have weekly meetings where you talk about what’s going on in the business and what your expectations of her are?”
And I go: “Okay, so how could this possibly be fair? I’m not saying you’re going to keep her. But let’s give her everything she needs to win. And then see again in three months whether or not she’s transformed into a higher performing employee.”
The second thing I’d like you to consider is, how long has this person been working for you and your business.
Many times we hire somebody because we have a big need right now and we expect them to come in and be an asset right away. And that is very rarely the case.
I’m often saying to business owners, the first nine months someone’s on your team they don’t even know what planet they landed on, much less how to be a real asset to you. It generally takes about that long to get the lay of the land, to find out who’s who in the business, who are the vendors, the systems that you use. It just takes that long.
There’ll be about two years before somebody has really been exposed to just about everything that can happen in your business and is truly an asset for you. So if you have an expectation that they’re going to be further along, then it may be an unrealistic expectation.
The third thing I’d like you to consider is, when you have an employee who’s been with you for a while, are you someone who is substituting loyalty for performance.
I had a client who had an employee that had been with her for 17 years.
And who she was when they first started the business and the skill set she brought then were sufficient for a 300,000 dollar business.
But, when they were a three million dollar business those skill sets woefully insufficient. And so they struggled with the loyalty that they had.
In another video I’ll go over some of the things that you can do when you have an employee that you feel loyal to and you want to keep for whatever reason.
Make sure that the low productivity isn’t a result of you justifying in some way, shape or form that their low productivity is okay in your business.
If you have any comments, or anything that you’d like to contribute or a question you’d like to ask me, then please put that down in the comment box.
If you got value from this video then please like, give a thumbs up, share, all of that.
The best way for you to reach me is by email: JodyJohnson at actioncoach.com or on my phone which is 305-285-9264 extension 301.
Today what I’d like to share with you is about the world of communication and management. Management, good management, is a function of the relationships you have with your team.
And the quality of the relationships that you have with your team, is a function of your ability to communicate, both the speaking, and being responsible for how it lands with that person.
And also in a way that you listen.
We have a saying, in ActionCOACH, that communication is the response you get. And it’s based on – well it’s not the truth, because maybe you’re talking to a psychopath, or something – but, it’s the idea of communication is the response you get is based on, what did you communicate, or fail to communicate that got the response that you received.
And it goes from just the words themselves, which is about 7 percent of your communication; 38 percent, the tone of your voice; And 55 percent body language. If you are on the phone, those two are reversed.
But, when you’re communicating with a team member, the best way to communicate with them is face to face. Particularly if it’s a difficult or important conversation. Because there are physical cues that you can’t necessarily get if you’re not face to face or you’re communicating through a text or an email, or in some other way such as that, that is often misunderstood.
You know I had a client the other day say they put it in caps that means they’re yelling at me. Well, maybe, maybe not. Maybe it’s just to emphasize a point. Nevertheless there was a misunderstanding.
So communication is the response you get. Meaning that you’re responsible for how your communication lands over there.
And its ever more important today because the old saying: “People don’t leave a job they leave a manager,” is more true than ever. As we go into what some are calling not just the war on talent like it’s about to go nuclear war on talent, where we will have a shortage of talent over the next two decades – that’s the prediction.
How we treat the people that are under us, and in our care, is going to be ever more important. So if you haven’t taken a course in communication. I invite you to consider taking a course in communication.
And, remember, everything communicates.
So be mindful of that and you’ll be a better manager.
If you like this, then go ahead and subscribe to my channel, or like it. And, if you’d like to have more information on how communication can impact your team in a positive way, then please reach out to me.
The end of the year was the perfect time for setting goals. Now, the beginning of the new year is time for new idea, new actions and making your plans happen. That goes for you, your business, and your team. Aligning all those goals is key for everyone to have success in 2018. Alignment of goals is a growth strategy that you cannot ignore.
How do you make sure that your team’s goals match the goals you have for yourself and your business?
Make sure you have clearly stated company, division, and department goals. You need to know what you want to do in the New Year before you can expect your team member to contribute to the business’ success. Communicate those goals with everyone before beginning any discussions of individual goals.
Connect each team member’s work to the goals of the department, division, and company. The work done by a salesperson in bringing in new clients and getting new orders is pretty easy to connect with overall sales goals. But, how does the work of an HR or administrative person align with company goals?
Set a specific time to sit down with each team member. Let that person know what you want to accomplish and how that person needs to prepare before the meeting. This gives the team member time to prepare his or her thoughts.
Work with the team member to develop individual goals that align with the larger organization goals. Both of you should bring suggestions to the table and work together to create the final list. By involving the team member in the goal making process, you are letting that person take ownership of those goals.
Ask the team member to come back with an action plan for each goal set. Setting a goal is one thing. Making sure that goal gets accomplished is another. A plan sets the stage for success.
Follow up throughout the quarter. Once you set goals and make plans, your work has only just begun. Set aside time every month to review progress on goals. It is a time to see what is working and if there are challenges preventing the team member from moving forward. You can make adjustments, change plans, and manage expectations.
Communicate department, division, and company goal progress with everyone. People need to see that their efforts are making an impact. Letting everyone know how things are going keeps them on track.
Goal alignment between you and your team is a growth strategy that sets you all up for success in 2018.
Marketing and sales are two aspects of a single business task: attracting and retaining customers. A common mistake made by inexperienced entrepreneurs is viewing them as completely separate aspects of the business. Building a cohesive marketing and sales strategy is one of the most important business growth strategies for any company.
Here are five key points for building your marketing and sales strategy:
Know your unique selling proposition (USP). What makes your products, your services, and your company unique from the competition? What will draw customers to your business and away from your competition? The thing that makes you unique is your strongest selling point. You need a clear selling position before you can create a successful marketing and sales strategy.
Know your target audience. Before you can sell your products and services, you need to know who would have the most interest in it. For example, if you are in the business of selling video games, your target audience will include die-hard gamers and teenagers just getting started. You need to know as much as possible about your target audience. This includes who they are, what they do for a living, what pain points they have, and how your product or service can help them. This information helps you develop an effective marketing strategy. It also gives your sales staff the ability to target prospects with the right sales pitch.
Know what you want to accomplish in 2018. For success, your marketing and sales strategies must align with your company’s goals for 2018. If you want to add a new product line to your company, you need to make sure that is part of your marketing and sales plans for the upcoming year.
Identify the right advertising and promotional options for your business. The options depend on what kind of business you are in and what kinds of products/services you offer. It also depends on your company’s goals for 2018. These options can take on many forms. This includes giving out free samples and coupons, doing demonstrations, sending out press releases, creating content, gathering customer testimonials, putting up billboards, taking out radio/TV ads, and even having a booth at an industry trade show. Finding the ideal mix is one of the business growth strategies you cannot afford to miss.
Align your promotional, advertising, and sales efforts with your company’s sales process. For example, it is a waste of time and effort to have your sales staff trying to convert leads that have not gone through a qualification process. In fact, it is a poor business decision. By concentrating their efforts only on qualified leads, you will see sales numbers going up and lead conversions increasing.
By concentrating on these five keys, you will be able to form a comprehensive marketing and sales strategy. It will be aligned with what you want to accomplish in 2018. Make sure this is one of the business growth strategies you make a part of your company in the coming New Year.