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Your most valuable asset: your employees.
Most of us went to a school that had a system of grading papers with the letter a that represents a great paper, and the letter f means That work in need was of great improvement. The system worked (for some of us), but many of us could probably have done much better in school when we had teachers who simply focus on helping us to get a a . This is the premise of a unique business philosophy in the book, help people win at work , by Ken Blanchard and Garry Ridge. In this quick reading of a gemstone, Blanchard and Ridge (who is the CEO of WD-40), discuss a new way to motivate employees to motivate review and evaluate performances and check each employee in a new, meaningful employee . In this contribution of the book, we find three important points that you can start implementing today in your business.
The authors Blanchard and Ridge, decided to work in the book after the Ridge used one of the leading Blanchard guide courses in which he teaches at Universityansian Diego. There he heard Blanchard comment that most power assessment systems have classified people as high, medium or low performers. Blanchard said he has learned that many corporate leaders and managers enter all three slots to justify the review. "Some people have to be classified as low performers, and that's exactly how it is," Blanchard is heard. He answers: "How many of them go out to set losers to fill the low evaluation slots?"
Blanchard discusses that as his years as a college professor, he would give students a copy of the final exam in the first class of the class. He would then spend the entire course that helps you develop answers for these questions, making each student a " a " share. Then Ridge Blanchard approached to set the same concept for the business. Ridge writes the successful adoption of these principles on the impressive sales growth of the WD-40 company of $ 100 million to $ 339 million since the inception of the program.
Here are three takeaways that can be used for a positive change in your company:
Establish a strain
Ridge began dramatic change in his company by changing the concept of teams in tribes. He felt that teams work and create winning services - but only during work. Ridge sees the concept of a team as a group of people who emerge to win the matchday. A Tribe offered the WD-40 company a much more richer concept and put the sound for open communication that the company needed. Ridge says we to understand how a tribal culture influences the open communication on open communication, we should think about experimental leaders: they are sitting around a fire and share their knowledge with younger member members.
Ridge says that tribes have an identity and that people have a feeling of a group of better good. People belonging to belong to something, whether it is a poker club, a yoga group or a book club. Tribes offer the following advantages:
Key point: Change Company Considerations of employees or teams to a trunk.
catch people who do something right
Many companies react to business enterprises like a firefighter, the flames expires. Blanchard suggests that we will be proactive to operate our business. He demands the business personalities to catch people who do something right and then build up at that moment. He says, "People who achieve good results feel good in themselves." Help them to feel good by making a big deal when they work well. In other words, "brand my paper does not help me to get a a ."
To do this effectively, start with the performance planning for your tribal members. Establish gates, goals, destinations and performance standards in front. Make sure every member of the tribe knows and understands what is needed, which is a good performance and what goals you should achieve.
Then establish a system of daily coaching, or on which WD-40 company the execution calls: observe and monitor the performance of members, progress and redirect progress and, if necessary, forward. It's about teaching people's answers to the test.
key point: Set performance parameters for tribal members and teach them how to succeed every step of the path.
Become a servant guide
To make the effective implementation of the "Do not mark my paper, help me, a a, " philosophy, the leader must become a serving driver, which includes vision, directional and implementation. The servant must set a vision and a purpose for the position of the Tribal member. The servant guide must then set values ??because they drive the behavior of people working at their vision and their purpose of the future. The servant guide is that all Tribal members are individually successful. This helps in numerous areas, but a critical is to eliminate the mentality "I'm working here only here". It helps Tribal members to take over the result of the result of the company's actions.
keypoint: start to become a service today. (Check out serving , from Robert GreenLeaf).
people help to win at work is a good book to stay in the office and refer to every six months. It reminds us that our company is doing better, and is more productive and more profitable if we satisfied, committed employees.