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08 28 2013

How to Improve Employee Development

Effective Performance Evaluations, Staff Development for Profit

August 2013

Staff Development (Methodology)

This is where you are, but… THIS is where you WANT to be…
No buy-in and no follow through from participants once they return from a workshop or training. Trainings are ineffective or off-target and result in poor recall on Monday morning when trying to implement the new skills. People deeply understand and buy into the training because they were involved from the beginning. They support that which they helped create. Follow through over time is more consistent. Better information retention; a “learning environment” is created by staff where all continue to train and teach each other.
Workshop training manuals get shelved, forgotten, and collect dust. Participants refer to training manuals and rely on them as valuable resources.
Training or team building is like a doughnut (enjoyable, but with no lasting nutritional value). Consistent innovation moves people to take action and create new habits. A greater return is received on every training investment dollar.
The training is “off the shelf,” one-size-fits-all, or so generic it doesn’t translate well to our particular people and their specific challenges. Trainings are specifically designed for our objectives, our culture, and our people so that individual and organizational growth can be measured and maintained. Participants are taught how to overcome daily challenges and integrate information.
We want to utilize the information, but work and pressing issues dictate our priorities. We just don’t have time right now. Trainers don’t leave after one day. They partner with the organization to ensure long-term learning and return on investment is received. Morale is higher and more consistent. Prioritization is improved.
We don’t know how or don’t take the time to implement staff development because our culture/industry/business is unique. Training is designed specifically for us from A to Z. Implementing the information is part of the training process and our people grow consistently over time as a result.

 

You May Want to Ask Yourself These Questions:

  • How do we establish or reestablish trust? Are you ready to improve the heart of your organization?
  • How do our people communicate? How can we really improve cohesiveness and goal setting between and beyond specific teams, departments and projects?
  • Where are we now and where do we all want to go? How can each member of our organization help to improve our bottom line and why should they?

Profit from the inside out. Kelly Graves The Corporate Therapist specialize’s in designing employee development programs tailored specifically for your staff and you. I provide you with the necessary training and tools to ensure that your staff continues to teach itself, monitor itself, and show improved results long after I have left.

Make no mistake about it: all your closest competitors have good R & D… They have access to financing and resources, and they are training their people. The only resource which separates you from your closest competitors is… YOUR PEOPLE… SO INVEST IN THEM EFFECTIVELY.

All organizational challenges will ultimately be solved by and through your people! Whether your challenges are technical, financial, or in some other domain, these challenges will always hinge on human communications and processes. Understanding and improving communication is hugely important to your organization’s survival and success, because the bottom line is: it’s YOUR people who will ultimately take YOUR organization to the next level.

Important considerations for employee development:

  • Urgency and energy are produced to create a new future.
  • Broad participation quickly identifies performance gaps and their solutions, improving productivity and customer satisfaction.
  • First tackle the larger issues or conflicts that are tying up your organization’s time and effectiveness.
  • Alleviate stress and you emphasize camaraderie.
  • Employee morale will soar higher and stay more consistently positive through employee development; when employee’s morale is high, areas of need will be addressed more quickly and effectively, so problems won’t fester under the surface and get out of control.
  • Encouraging employee feedback on business challenges will help people grasp issues.
  • Employees will become aligned around a common purpose and will create new directions, because they understand both the difficulties and the opportunities of change and growth. In short, employee development creates “ownership.”

When employees realize that they have some semblance of control and are being heard, the company, the leadership, and the employees all benefit. Thus, it is through this improved communication and shared purpose that the value of employee development truly begins to sink in for all stakeholders. This is when your team will take your organization to the next level. Through employee development, you are guaranteed lasting commitment and support of your strategic plan and your company vision!

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 1:55 PM

08 28 2013

5 Stages to Empowering Your People and Successfully Implementing Change

Business Management Consulting, Business Strategy and Implementation, Communication Issues, Mergers: How to Manage & Coach People Through Change, Mergers: How to Manage Organizational Change

August 2013

 

Stop for a moment and ask yourself: What significant changes are you and your team facing this season – perhaps a company or department merger, leader or employee development, or a new marketing approach? You probably have all the means – the site, the people, resources, even the blueprints for change – but do you have the ways? Do your people have the skills, knowledge, and experience to avoid lost time, lost tempers, and lost revenue? Can you grow your people and grow your organization, while also experiencing major change?

To successfully navigate and implement a merger or any major change effort, you will need to move your people into, through, and beyond the status quo. This means getting and keeping their buy-in and follow-through based on real trust and shared values. Can you help yourself while also helping them? Yes, it is possible, if you don’t mind putting yourself in what may become a highly political or vulnerable position. Mergers, for instance, induce some significant growing pains. They often lead to the loss of key staff and resources, as well as precious time and money. You may well be able to do it yourself, but keep this fact in mind: Do-it-yourself-ers are one of the main reasons 80% of all mergers fail, and fail miserably, at that. Is this what you want for your people (and your own sanity)?

You have some options. Remember the old adage, knowledge is power? Well, in this case this saying still rings true. Becoming knowledgeable about change can make the difference. The building blocks of change are: Pre-contemplation, Contemplation, Preparation, Action, and Maintenance. Knowing these five distinct stages of change and how to guide your staff through these stages will build a safety net around your staff and make them more productive sooner. Knowing the stages of change will make a real difference when you are seeking to keep rather than lose key people, maintain calm rather than suffer chaos, and know success rather than endure failure.

Helping your people anticipate and become comfortable with each next step, each natural and normal stage in a change process, will build their capacity as individuals and successful team players. This knowledge will have positive long-term, as well as short-term results.

Regardless of which stage a person is in, to get maximum results, it is essential to do the right thing at the right time within that stage. As leaders, we must have the foresight to recognize that each stage is equally important. Skipping or rushing through a stage would be misguided, because it would likely backfire and only slow down the process of productive change. Therefore, it is wise to learn how to slow down and take the time that is needed. In order to get it done faster, you must start slowly.

Five Basic Stages of Change: For a more comprehensive list on change go to: http://www.internalbusinesssolutions.com/?s=ten+stages+of+change&submit=

Pre-contemplation. In this initial stage, individuals may be outwardly unaware of their problems or be in denial. Either way, they definitely do not want to appear broken or damaged. As a general rule, “Pre-contemplators” often wish other people would change, as in: “How can I get my superior to quit bothering me about my poor people skills? That’s just who I am.” or “Things will change during the next quarter when I get through this especially tough assignment.”

Contemplation. Contemplators are aware that they face problems and are seriously thinking about grappling with these problems sometime within the next six months.

Preparation. Individuals and organizations at this stage intend to take action within the next month. These individuals have taken personal responsibility for causing or contributing the need for change. In addition, these individuals have set a personalized measurable goal – a change that is under one’s own control, rather than dependent on someone else’s behavior.

Action. In this stage, individuals and organizations are taking concrete steps to change their behavior, experiences, or environment, in order to overcome their problems. Because action often brings up feelings of guilt, failure, coercion, and yearning to resume old familiar behaviors, individuals and organizations typically need a lot of support during this period. A sobering statistic: at any given time, only 10-15 percent of individuals or organizations in the process of change are engaged in the action stage.

Maintenance. During this stage, individuals and organizations work to consolidate their gains and prevent relapse. It is important that individuals and organizations remember that all merger experiences are different. Assuming a one-size-fits-all approach will not work! Instead, assess the group as individuals, to determine their stage of change. Go slowly. Anticipate backsliding. While the term “stages of change” suggests that change marches forward in a step-by-step, linear fashion, it actually occurs in a spiral pattern, meaning change comes in both forward and backward movement. This is normal and to be expected. Good leaders should educate their staff and clients about the inevitable spiraling nature of change to help counteract doubt, shame, and frustration about regressing to earlier stages.

 

All major change efforts have the probability of providing great opportunities for financial, organizational, and interpersonal growth. Designing the plan for change is the easy part. Implementing the plan effectively and gaining buy-in from all participants is where most leaders fall short. Take the time to assess your people as individuals, as well as in their teams. Know what to look for in advance. Understand the five stages of change and improve your odds of being successful.

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 12:10 PM

08 23 2013

How to Set Goals & Achieve Them

Business Strategy and Implementation, Business Success, Corporate Therapy, Leadership Development/ Executive Coaching, Staff Development for Profit

August 2013

Business Strategy and Implementation, Improvement, Leadership Development/ Executive Coaching, Mergers: How to Manage & Coach People Through Change, Work Place Articles

Many people struggle with achieving goals, not because they aren’t serious, but because they don’t know how and don’t have a map to follow.

Whether learning to lead people, run a department or ski having a proven formula or system to follow will improve your success rate tremendously. Setting goals is commendable but how does one actually implement the process, avoid the obstacles and naysayers, and follow-through to success?

For those of you who want to do this but are fearful, congratulations. If you weren’t ready to take it seriously, then you wouldn’t be feeling fearful or anxious. Take a step toward that fear and you will conquer it.

Remember to have fun as you stretch yourself. The process isn’t always easy. Here are ten steps that will provide you with a higher probability of achieving your goals.

1. Select a Personal or Professional Goal

Examples:

  • Health and exercise. Reduce calories by 38 percent per day, hit the gym three times per week. Do 100 miles a week on your bike.
  • Improve organizational gross revenue by 18 percent in the next 12 months.
  • More quality time to spend with my beloved and children

2. Identify the Benefits to You and/or Your Organization for Making This Change

  • Feeling better, more energy, improved appearance
  • Less stress, happier employees, stronger financial company, improved market share, growth of my business or the department I manage
  • A loving and happier home environment for my children, my beloved and me

3. Identify Strategies for Accomplishing Your Goal

Identifying strategies is a three-part process. First, list ideas for possible strategies to achieve your goals. Next, consider the obstacles that might keep you from reaching your goals. Finally, consider ways to overcome such obstacles:

  • I could get up before work and hit the gym, I could go directly after work.
  • Proactively coach my employees and set clear accountabilities with timelines.

4. Obstacles That Might Get in the Way

  • I hate getting up early, this is a hassle, and I’m tired after work.
  • I don’t have time to coach people.
  • I don’t like setting clear and firm accountabilities because I don’t know what to do if they don’t achieve them?

5. Consider Ways to Overcome Such Obstacles

  • I used to work out after work and it actually gave me more energy.
  • I need to re-prioritize my day and make time to coach. We have a great team; if we did this, the gross revenue targets would be very attainable.

6. Adjust Your Surroundings for Successful Goal Attainment

The people and habits you currently have in place can greatly influence your behavior. By creating supportive surroundings, goal attainment can be a successful and satisfying process. Examine your support system. Family, friends, subordinates and superiors can all help or hurt your goal attainment efforts. Help and teach people how to help you attain your goals.

7. Implement Your Strategy and Record Your Progress

Make a game out of it. Wall charts that measure growth are magic at encouraging consistent behavior modification and improvement.

8. Reward Yourself Along the Way

Rewards are key to human motivation and make the process more enjoyable.

9. Visualize Clear Accomplishments

Our brains work very similar to software programs. In fact, the mind doesn’t know the difference between visualization coupled with feelings of succeeding at an event and actually doing it. This is why you often notice professional athletes visualizing a race course or hitting a golf ball. Coaches call this visualization and psychiatrists call  it self-directed Neuroplasticity. The bottom line is it works and there is much empirical evidence to support it. If you consistently visualize (program) in your mind the exact results you want to achieve this will help your brain duplicate it and look for ways to improve.

10. Make Adjustments as You Progress

If you determine that success is not happening like you hoped, review your goals, barriers, and support systems and make adjustments. Persistence is important, but, if your goal process ends up being all work and no fun and you are beginning to dread the change or feel like quitting, it’s time to adjust your approach. Adjustment is a normal part of your evolutionary change process.

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 5:02 PM

08 23 2013

Strategic Planning: How to Chart your Course for Success

Uncategorized

August 2013

Charting Your Course For Success

Business Strategy and Implementation, Business Success, Improvement, Leadership Development/ Executive Coaching, Mergers: How to Manage Organizational Change, Project Implementation: How to Create Ownership

Overview

In order for any business to end the year successfully, it must have begun the year properly by establishing achievable goals at the micro and macro levels. Setting a clear course toward those goals includes gathering accurate formative and summative measures of success and maintaining the flexibility to anticipate and adapt to the unknown. A leader who is clear on the direction of the organization will more easily maneuver around possible bumps in the road ahead.

Given there are a multitude of factors influencing organizational success, not the least of which include developing human capital, usefulness of procedures and policies, growing market share, and coping with the inevitable unknowns, how can a business effectively set broad goals, chart its course, and act accordingly?

The simple answer to that question is in effective strategic planning and purposeful implementation. However, like anything this important, a simplistic answer does not adequately express the depth and breadth of the task at hand. To complete a thoughtful strategic plan, as well as implement this plan successfully, takes time and effort. The basics of writing and implementing a successful strategic plan are as follows:

Clarifying Your Core Values

Prior to writing a strategic plan, an organization needs to ascertain and communicate its guiding beliefs. Core values precede strategy because they represent what the organization believes in. They clarify its purpose; why it exists.

Ask the Following:

  • What do we value and believe about our organization, our responsibilities, our people, and our work?
  • Why are we here doing what we do?

Creating Your Organizational Vision

Next, through representative leadership, the organization must have a vision. The vision establishes what the organization will be, do, know, and look like in the future. In this phase, it is wise to be bold. Use consensusbuilding communication techniques, such as wall charts or document sharing applications to mutually develop where your organization will be by the end of the coming years.

Ask the Following:

  • Where do we want to be in one to two years? (Be VERY specific.)

Scaffolding Your Strategic Plan

Now that there is mutual agreement on your direction toward a clear destination, it is time to formulate the means to get there. Once the picture of the future has been created, it is best to work backward to determine what has to be changed today in order to reach tomorrow.

The strategic plan itself will be in the form of a living document that will likely evolve throughout the year as new information unfolds, but overall its focus will remain the same if the strategies were founded on accurate baseline information. Developing specific incremental steps to get to your future destination should include clear measures of success along the way. Further considerations should include environmental factors, physical plants and facilities, competition, potential threats and opportunities, and any other existing parameters or limitations.

Ask the Following:

  • Given our long-term vision, what factors will influence our success?

Implementing the Plan and Assessing Progress Toward Goals

Ask the Following:

  • How will our leadership, management, and/or supervisory staffs make meaning of this plan in its entirety? (This is a macro point of view.)
  • How will each individual and department on a micro level respond to this plan?
  • What human capital and talents will be required to meet these strategic goals?
  • Who will review the procedures, systems, policies, environments and resources that must be changed in order to best support our people to achieve these goals and objectives?

Aligning Individual and Department Objectives with Organizational Goals

Organizational goals and outcomes are useless if the people within the organization do not fully support and “own” them. This may seem obvious, but in our role as professional consultants and objective observers we often hear leaders say one thing and go in one direction only to witness the employees saying something else and going in an entirely different direction.

Ask the Following:

  • What concrete evidence do we have that our people, processes, procedures and programs are aligned with our vision and our strategic plan?
  • How often and in what ways do we need to revisit the vision and strategic plan in order to ensure successful commitment to its goals at all levels?

Strategic Plan Implementation

Most organizations we consult with have well-written strategic plans housed in fancy binders, but often these plans are not utilized because the leadership and the line staff don’t know how, or aren’t motivated to implement the plan.This happens for any number of reasons. But, regardless of why, if an organization doesn’t intend to refer to the strategic plan regularly, ensure its effective implementation, follow its recommendations or at least hire a consulting firm to help to make its goals a reality within the organization, then it would be wiser not to even start the process in the first place.

If your strategic plan is just sitting on a shelf gathering dust, or your individual or departmental goals are not aligned with the organizational vision, it might be because of these reasons:

  • The organization’s goals and objectives are too vague.
  • No one feels “ownership” of this document or process.
  • Leadership and management don’t regularly communicate and revisit the vision or demonstrate the value of the strategic plan.
    • NOTE: This “de-valuing” may be due to the mistaken belief that strategic planning is only an executive-level function.
  • The strategic plan’s components aren’t directly related to or aligned with individual performance expectations and objectives.
  • Individual and departmental goals are not aligned with organizational vision and goals because communication or trust issues exist within the organization.
  • There is little or no reinforcement and monitoring of progress toward macro or micro goals because these features are not clearly delineated within the plan.

Becoming a Wise and Innovative Leader

Unfortunately, many leaders don’t recognize obstacles until after the fact. But, make no mistake about it: It’s the CEO’s job, the business owner’s job, and the department manager’s job to not only chart the course, but also anticipate challenges. In highly competitive markets this is not only good business, it is crucial to survival. And those leaders who have the experience and wisdom to be innovative and proactive will find success beyond their reactionary peers. Through thoughtful strategic planning and implementation, your organization can make it to the next level.

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 1:34 PM

08 23 2013

Technology is no Substitute for Effective Communication

Uncategorized

August 2013

Give Us a Technology Pill to Cure All Our Ills

Communication Issues, Leadership Development/ Executive Coaching, Project Implementation: How to Create Ownership, Work Place Articles

Overview

Technology is no substitute for effective communication, trust and leadership development:

  • Super software will not always cure your organizational ills!
  • Digital systems will not always trim the fat off your budget!
  • Strategic plan software will never help you implement your cool new plan!

I have to admit that I am just as intrigued by fun trends as the next person, but I also have an obligation to speak the truth in front of seductive technologies and their impressive draws: There simply is no substitute for rolling up your sleeves and getting to know the needs of your people and customers. Yes. Trendy software can be pretty darn cool. Yes, improved software programs can be very helpful and may even save you plenty under the right conditions. But no tool will work if you do not have successful communication, trust and professional development as the foundation for your organization.

One way to develop successful communication with your people is to recognize what stage they are in as a group. Most people have heard of Bruce Tuckman’s the four stages of group development: Forming, Storming, Norming and Perfuming.  click here to link to it: http://www.internalbusinesssolutions.com/?s=forming%2C+storming%2C+norming+and+performing&submit

It’s truly sad and very costly that 95% of leaders don’t truly understand how to leverage this knowledge to help themselves and their companies mature and grow through these very normal stages. As we all know, each new passing day in business, departments and organizations go through predictable stages. Having an awareness of these stages will help individuals and leaders recognize and accept these natural phases. You and your people will likely feel a heightened level of safety and security in knowing where you are on your journey and what you need to do to get to the next stage successfully. Often people and organizations get stuck in one of these stages and assume wrongly that “this is just the way it is.” I am here to assure you that nothing could be further from the truth. In this case, knowledge is power and the knowledge of social dynamics is imperative in growing a successful corporation.

Group Development Examples

Laying out the four stages of group development, the model is well-known and highly effective in helping groups and their leaders understand what to look for and then what to do to increase a group’s communication, trust and leadership effectiveness through stages of change. If your organization is facing change brought on by the introduction of a new idea, a new program or a trend, we recommend you give this model some thought. Consider sharing this information with your people to open up a dialogue and begin to build trust. All groups, regardless of their history and regardless of their level of knowledge or skills, will go through or remain stuck in these stages. As you read through these, locate where you are and decide if you want to create effective change. Then take steps toward improving your team, department or organization.

Keep in mind when you are tempted to drop a dime on any number of quick fixes: Business models may appear to be what you need. Even computer programs may seem like the “safe” bet. But they may seem safe because you are caught in the fantasy or illusion that if you buy the new “widget” then you’ll become the success.

The Tools are Only as Good as the User

Models, diagrams, computer programs, technologies and trends are just tools. That’s all they are. Tools. In the hands of the right people, they will enhance a good thing. But, on their own, they will not help us change our behaviors. Further, they alone will not help us improve our communication. They alone will not build trust or buy-in. They won’t do our work. They will only postpone the inevitable. Make no mistake about this. Businesses succeed or fail through their people. The better your people communicate with each other and your internal and external customers, the better off your business will be. If you understand this then utilize the models, the best technologies, and the motivational programs, but always with the caveat to see them for what they are: just tools to help your people grow and develop your organization and themselves.

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 1:20 PM

08 21 2013

Mergers & Family Business Succession Plans: How to Coach and Manage People Through Change

Corporate Therapy, Mergers: How to Manage & Coach People Through Change, Mergers: How to Manage Organizational Change

August 2013

 

This is where you are, but… THIS is where you WANT to be…
  • People attend meetings, but they clearly aren’t working together nor are they working toward the same goals.
  • Some people are overly cautious and quiet while others are playing a silent game of tug-o-war.
  1. Problems, both spoken and unspoken, are discussed and effectively dealt with so that the team may focus on the tasks at hand.
  2. Additional evidence of improved communication can be seen by alleviating tension, as well as stressing joint camaraderie and vision.
  3. There are measurable reductions in the change timelines and expenses.
  • We have a clear vision of what our end results should look like, but we don’t have a step by step process on how to get there.
  • We don’t have a process to get our people to buy into our vision.
  1. Leaders, managers, and employees possess the skills necessary to navigate the ten stages of change which will help them be more creative and productive sooner.
  2. When people become aligned around and supportive of a common vision, their ability to embrace change increases.
  • This change process is creating challenges between management and employees that I’ve never encountered before.
  1. Leadership knows what employees need based on what they say and on which stage in the change process they are in.
  2. Leaders will know how to motivate or assist employees through all ten stages of the change process.
  3. Alternate solutions to management/employee challenges are found with effective techniques and clear results.
  4. Individual, group and organization performance will be measurably improved.
  • Leadership is making haphazard, uncalculated short-term decisions in order to ‘put out the fires.’
  • Reactive rather than proactive problem solving is not the approach we want to use, but leadership does not yet have the skills or knowledge to effectively implement any other approach.
  1. Management/leadership has a definite grasp of what behaviors to look for and what to say in various situations to elicit desired results.
  2. Communication and effectiveness are improved between management and staff.
  3. Bottom line objectives are met or exceeded.

Leadership Skills Necessary to Support Change

Over and over people bemoan, “Things are changing faster than ever.” Changes in what we do, how we do it, and who we do it with can leave employees out of breath and overwhelmed. Because employees and family members often feel caught in the middle of all of these changes, leadership needs to know what people are experiencing and what to do to assist them. All will benefit when guided respectfully through the predictable reactions to the various stages of change. The reactions may include conditions such as debilitating stress, poor morale, attitudes of non-commitment, and reactionary impulses, just to name a few.

The ineffective “olden days” when top leadership mandated, “Jump!”, and all employees responded with, “How high?” are gone. Companies nowadays have to change their focus quickly to excel through these more complex times. From the mass production models of the industrial revolution to today’s technology-based, high-speed information systems to the rapid-fire future issues of our global economy that are just around the corner, it behooves all of us to find a systematic way to grow ourselves and our people. The secret is to take the time to realign, rebuild, and recharge our departments and divisions, as well as to empower and revitalize those seemingly tired, angry employees to go forward, step up, and successfully meet the challenges that come with any change. Experiencing any major change process, like a merger or family succession plan, for example, is similar to experiencing a surgery. Like with surgery, every decision that is made before, during, or closely after the experience will likely do one of two things: improve your condition or worsen it. The challenge is, you had better be very confident in your objectives and methods before you make that first cut. or things will go down hill very quickly.

Let me show you today how you can improve your family business and increase market share by implementing these three crucial elements:

  1. Leading, managing, and coaching family members and employees through the ten stages of change; understanding the behaviors that individuals, families and organizations go through during a major change process. We will then focus on the management techniques necessary for meeting your objectives.
  2. Leading and managing people through various forms of feedback.
  3. Creating buy-in; giving the various family members and employees a voice so they will develop the intrinsic ownership of the vision which will be necessary for a successful merger or family succession plan.

Careful and considerate Merger Facilitation and family succession plans can give your family business and organization a clear direction — and truly redefine your company’s objectives. Contact me today to see how I can help you profit through improved communication before, during, and after your merger or family succession plan.

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 4:38 PM

08 21 2013

How to Lead Profitable Productive & Efficient Meetings: A Quick Guide

Business Success, Communication Issues, How to Lead Profitable Meetings

August 2013

How to Lead Profitable Meetings

This is where you are, but… THIS is where you WANT to be…
  • Meetings end with unspecific goals.
  • Vague timelines make people wonder who is going to do what and by when.
  1. Meetings are planned more effectively for better results.
  2. Achievable and measurable goals are clearly defined.
  3. Effective meeting facilitation skills are the norm.
  4. Specific timelines with clear responsibilities are the norm.
  • Employees dread attending meetings.
  1. Break-out sessions are used effectively to reduce meeting time and maximize results.
  2. All participants are encouraged to contribute and provide value.
  • Meeting participants don’t feel heard or valued.
  1. A safe environment is created.
  2. Norms and rules for resolving disagreements are established and followed by all participants.
  • Participants rarely contribute their honest ideas and feelings.
  1. The value of pre-meeting assignments is clear.
  2. Roles for participation are defined for all.
  • Participants have different interpretations of what was said and agreed to.
  1. Flip charting and note taking techniques to summarize and get consensus are the norm in all settings.

 

Unsuccessful and unproductive meetings are a waste of your organization’s valuable time and resources. Creating a productive and goal-oriented environment for your business or executive meetings is singularly one of the most valuable tools you can implement for your organization.

Successful leaders, executives and managers stay focused on how they can stay on course and continue to execute on the strategic & business Plan. Therefore, roughly 10-20% of time spent in meetings should be dedicated to looking at your strategic plan, business plan, vision, mission statement, or core values and discussing with participants how you and they intend to apply these principles so they positively impact everyone’s decisions, actions, statements and behaviors. At first this WILL seem cumbersome. But it is the only way to stay “on-course.” most executives and managers are ACTION oriented and believe the fire directly in front of them is of most importance. (If this belief is plaguing you and/or your executive or management team, you are fighting a losing battle and you know it). Get ahead of the curve and you will be able to lead proactively rather than reactively. A great fist step in this process is to make the most of everyone’s time and improving meeting productivity is usually where you will find the lowest hanging and sweetest fruit.

If you have tried these or similar (conferences, books, coaching, etc) steps before with limited results, you don’t have a meeting process problem you have a people, conflict or cultural issue. In that case, please contact me so we can dig a little deeper into the real problems and partner on finding solutions to these and not get sidetracked with superficial symptoms. Kelly@InternalBusinessSolutions.com

For a more exhaustive list regarding meetings, please go to http://www.internalbusinesssolutions.com/advanced-productive-business-meetings-protocol/?preview=true&preview_id=1318&preview_nonce=1fd9c6970a

Purpose of the meeting?

  1. What is purpose or outcome you intend this meeting to produce; the end-result? The purpose should state why the meeting is needed.
  2. Discuss clear objectives/challenges. Come prepared with all relevant information or better yet, email it prior to the meeting so people can have time to prepare (discussed at the bottom of this paper titled Pre-meeting assignments).
  3. Discuss possible options
  4. The group or leader (depending on your executive culture) decide on the best option given time and resources
  5. One person is given the task to carry out the functions and is 100% accountable for its completion in the given time frame provided. Special note: all executives are responsible for its success, but this one person is 100% accountable.
  6. A clear date and time will be given as to its final completion. If multiple stages are required, then milestone dates and times will be provided and met.
  7. Desired outcomes?
    1. Outcomes focus the meeting by indicating what information is to be shared and what decisions or actions need to occur.
    2. A clear and concise agenda preferably sent at least 24 hours prior to meeting.

Active Facilitation Strategies

Set ground rules so people know how to behave. It keeps the meeting focused. Example:

  1. Start & stop on time
  2. All participate. The facilitator should invite the quieter members to participate
  3. Challenge ideas instead of people
  4. One conversation at a time. Don’t speak over people
  5. We finish with a recap of who will complete what by when.

Pre-Meeting Assignments

Meetings are the biggest wasters of time in all organizations. Therefore, having participants prepared ahead of time and ready to discuss topics will ensure efficiency and productive decision making. Pre-meeting assignments are tasks done by participants in advance of the meeting. If you assign them abide by these rules:

  1. Explain why it is important
  2. Give adequate lead time
  3. Provide clear instructions (i.e., read and be ready to discuss, analyze, or provide us with a synopsis of this topic etc)
  4. Assign only if you intend to use it and then fully leverage the time and material

 

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 12:43 PM

08 21 2013

Strategic Plan & Project Implementation How to Create Ownership

Business Strategy and Implementation, Project Implementation: How to Create Ownership

August 2013

Project Implementation: How to Create Ownership

This is where you are, but… THIS is where you WANT to be…
  • An “us versus them” culture has been created and will not relent.
  1. People grasp the issues.
  2. Individuals and departments are aligned around a common purpose.
  3. People understand both the difficulties and the opportunities inherent in change.
  4. Goal-oriented, positive atmosphere and attitudes are measurably increased.
  • Communication and conflict resolution are poor and steadily getting worse.
  • Vital information is being withheld or hidden as a means of control.
  1. Capacity for future change increases.
  2. People develop the skills and processes to meet not just the current challenges, but the future challenges, as well.
  • The strategic plan, project plan or merger outline is clear, but implementing it is proving more difficult than expected
  1. Involving stakeholders ensures their input and buy-in early in the process.
  • Production schedules and timelines are being missed.
  1. Enhanced stakeholder involvement translates into diversity of ideas.
  2. Bottom line results are measurably improved.
  3. People articulate personal and departmental buy-in to organizational goals, objectives, and specific timelines.
  • People are nodding in agreement, but silently fighting the changes and direction.
  1. Collaboration with internal and external stakeholders builds cohesive and profitable partnerships.
  • Frustration and stress are increasing.
  1. Improved communication translates to less frustration.

Participative Management

My experience with successful organizations has led me to focus on the dynamic tension between leaders’ ownership of the strategies for change and their key stakeholders’ acceptance and buy-in of the plan. (Key stakeholders here are those who are crucial to the successful implementation of the desired change.) Often, there is a dynamic gap between these two entities that must be bridged successfully if the desired change is to proceed effectively.

The process I recommend can be used with internal and/or external stakeholders, as well as for regular feedback on many topics from strategic planning to mergers and change management.

In reality there are eight parallel process steps necessary to bridge the gap between those who lead change and those who implement it. Any mis-step or short cut will inevitably lead to breakdowns later in the process and require extensive duplication of work and a slowing of the project. Briefly, I will describe how vitally important real-time meetings held with leadership and key stakeholders prove to be an integral step in this process. For a more in-depth explanation on this process and how we may partner on your implementation project, please contact Kelly@InternalBusinessSolutions.com

The purpose of real-time meetings is twofold:

  1. to share information and provide feedback to the core leadership team in order to troubleshoot and improve the plans, and
  2. to gain understanding, acceptance (i.e., buy-in), and commitment to the overall direction and implementation of the plan.

One important factor to remember is: people support what they help create. Thus, it is crucial to involve key stakeholders early on in the planning and change process. If this crucial step is omitted or briefly touched on, long term organizational outcomes will pay the price. Poor stakeholder motivation or ambivalence later on is an expensive problem to fix. It is much more effective to alter a plan before it is put into place, rather than try to turn back time and re-work a process mid-stream.

Successful leaders plan ahead for their organizations strategic and human change needs. Even though change is inevitable, in order to be efficient and effective, managing successful change takes preparation and planning. Simply put: investing in and creating buy-in and ownership at all levels pays off.

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 11:31 AM

08 19 2013

Organization Business Strategic Plan Implementation Skills Assessment

Business Strategy and Implementation, Business Success, Effective Performance Evaluations, Improvement

August 2013

The Reality of Strategic Plan Execution should be clearly apparent. You must measure your teams understanding and ability to execute or you’re simply lying to yourself and others and wasting time and money under the illusion you’re doing strategic planning.

Whether I call it a strategic plan for larger organizations or a plan of attack for smaller mom and pop businesses, the foundational elements are the same. Having a clear plan on where your business is going and how to successfully and consistently achieve goals, so that all of your employees, managers and leadership fully understand their respective duties on how to get there, is paramount. The most pivotal aspect of this entire process rests on the ability of leadership and every employee under them to implement the strategic plan so that actions, statements, and behaviors result in improved conditions at all levels within your organization. When this takes place, your internal and external customers will benefit greatly and your competitors will try to emulate; resulting in your leading and your competitors following.

In my experience, however, working with National and International companies, approximately 95% of them have strategic plans, but only 3 to 7 % implement them consistently and effectively; most of these beautifully made documents start collecting dust after a mere 4-6 weeks after their launch. For example, and this represents the majority, not the minority; I had one President share with me that his organization had just completed a yearlong, mid-six-figure, strategic plan creation project; and it was a work of art housed in a leather bound embossed casing. However, when I asked him what he intended to do with it, he replied with a deer-in-the-headlights expression, “I don’t know.” Many of the problems surrounding implementation don’t stem from lack of trying, but rather from lack of understanding. Company leadership either believes the creation of the plan is enough and implementation will automatically take care of itself, or they confuse general strategic plan knowledge with the processing of the plan. In other situations, I have found they have gathered inaccurate information or no information at all, which they base their strategic plan on. Successful strategic plan implementation requires that your leadership team have skills, knowledge and experience, which creates competency when faced with follow-through.

A plan will not and cannot do anything but suggest a way to go; its a map. It does not promote ACTION. People promote action but usually don’t know what actual steps they need to take next because it requires them to do and be different than who and what they were 5 days before and leadership doesn’t know how to help model new behaviors. There are a lot of steps and stages that must be taken and met for a strageic plan can do you and your organization any good. The first step in this process is to determine if everyone on the leadership team and then within the organization knows about the plan, understands the plan and then knows what steps THEY must take to help implement the plan. This quick and easy assessment will help you determine how well the plan is understood.

Leadership Team Competency

These questions will help you and your team discover if you are ready to implement your strategic plan or if you must slow down and make sure everyone knows what the objectives are and their place in helping the company achieve those objectives. So many times I witness leadership going in one direction only to turn around and watch the rest of the company heading off in an entirely different direction–strange but, unfortunately very true.

Now for the assessment:  For ease of wording I use the term “leaders.” I suggest you mentally use all people of authority in your organization including executives, supervisors, directors, managers, assistant managers and so forth. I suggest you use a 0-5 Lickert Scale, where zero means “none of the leaders” and five means “all the leaders.”

  1. Your leaders understand the strategic plan and are able to successfully set department goals in support of the strategy?
  2. Your leaders lead meetings in which strategic issues are discussed in relation to operations?
  3. Your leaders, if asked, could provide a priority list of issues directly related to strategy implementation for which they are responsible?
  4. Your leaders set their subordinates’ goals and objectives according to the strategic goals that relate to their operations?
  5. Your leaders evaluate, reward, and promote their people with strategic goals in mind?

 

How did you and your Leadership team do? 

If you Scored…

Then…

High: 4′s and 5′s You are probably doing well despite economic or industry conditions.
Midrange: 2′s and 3′s You are doing OK, but now you know who/what needs improvement.
Low: 0′s and 1′s You and your leadership team would be wise to take your noses off the grind stone and put some time and energy into your destination and how you intend to get there.

 

Working Hard vs Working Smart

Working hard is needed, but working smart is required and nothing is more important to business success than working toward a specific destination and making sure you and your team have the fundamental skills, knowledge and competency to create and implement a useful strategic plan. For additional information on any or all of this material, please contact Kelly@InternalBusinessSolutions.com so we can schedule an appointment for you and i to speak about how to improve you and your company.

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 3:38 PM

08 19 2013

How to Improve Employees’ Functionality by Improving Internal Customer Service

Barriers to Effective Communication, Business Management Consulting, Communication Issues, Conflict Resolution, Corporate Therapy, Improvement, Mergers: How to Manage & Coach People Through Change, Project Implementation: How to Create Ownership, Staff Development for Profit

August 2013

Moving our bodies from point A to point B requires the use of our two legs working together to achieve this simple task. If one or the other of the two legs does not fully support the body, or if one does not make a full and even stride, then the act can be diminished by varying degrees.

The metaphor holds true for your organization and its internal customers as well. Internal customers are those people who make up the other departments that work with you inside your business. For example, accounts-receivable, sales, production, finance and marketing are each other’s customers. For your organization to function smoothly, people among departments must communicate clearly, organize tasks and timelines, and implement or take “action” on these tasks.

The more effective people are at serving each other, the smoother their processes will be, and they will achieve better results (i.e., production, efficiencies, and profits). Likewise, the more efficient a person is with “leg movements,” the better they will be at walking, jogging, and even running. If they take this act seriously and become expert in this area, they may even end up running faster than others, which is, of course the objective in business — outpacing the competition.

Here are suggestions on how to provide stellar internal customer service:

1. Be aware of what you think about yourself and others. Behavior follows thought. Are your thoughts helping you and building you up, or are your thoughts hurting you and making circumstances more difficult? Practice self-respectful thoughts.

2. Communicate clearly and often. Ask for clarification when you are unsure of what is conveyed through verbal and non-verbal means.

3. Talk face-to-face or by phone to others instead of using e-mail. The benefits of this process far outweigh the time saved by using e-mail. Too much e-mail can be a “crutch” and seriously impact the fluidity of a group of people working to achieve common goals.

4. Conduct department-to-department staff meetings so that people can ask each other for information, clarification and process refinement, etc. It’s like “speed dating” for departments. For instance, gather staff from each department and give those people 10-15 minutes to ask people from another department for what they need or could provide to make their processes or organization function more smoothly. In other words, this is what we need from you. What do you need from us to make your jobs easier, more effective and fun?

Prioritize these ideas, assign who will do what by when, and then monitor in thirty days to determine results and make adjustments. In fewer than 60 minutes, the people in both departments will have gathered tons of precise information and a new outlook on their colleagues.

5. Talk about the white elephant in the corner that everyone knows about and talks about in their “cliques” but doesn’t address directly or in formal meetings.

These “TABOO” topics are the “real problems” that keep departments and companies from running faster than they currently do and could if they learned to overcome them.

Everyone knows about these white elephant topics and the professional “manipulators”, so the quicker these topics are brought to the table the quicker the organization can find solutions to them and move forward. I am not saying this process is going to be fun. All I’m saying is that I’ve done this HUNDREDS of times and in every case 99% of the people are much more productive and happier. and as a result, the organization can dump the anchors and start moving swiftly again. (the one percent that aren’t happy are the manipulators that either have to change their game to get along or are forced out).

This part of the process is often very difficult to decide on and implement. But like surgery, everyone is much healthier after the fact and the business and people within it will fly once this ball and chain topic or person isn’t keeping it grounded.

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@CorporateTherapist.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 2:42 PM