| "Do what you do so well that they will want to | | | | teaching and coaching employees - only then can |
| see it againand bring their friends." | | | | they justify holding employees accountable to |
| - Walt Disney | | | | meet all expectations. Leader's take ownership |
| What is your organization striving to achieve? | | | | and are accountable. |
| - Big Profits? | | | | - Motivation - It's a personal choice every |
| - Big Growth? | | | | employee makes every day when they walk in |
| - Big Stock Price? | | | | the door. It's not our responsibility to motivate |
| - Big Accolades/Recognition? | | | | employees, but it is our responsibility to hire |
| - Some other Big Result? | | | | self-motivated individuals and then provide a |
| All of the above? | | | | working environment that supports and inspires |
| Okay, just so we are clear - all of the above | | | | employees to want to consistently improve their |
| goals/outcomes are NOT bad things to | | | | skills. |
| experience. | | | | - Support/Lead a Growth Environment - Every 90 |
| However, we all must realize as leaders that all | | | | days we must grow. Businesses either grow, or |
| these wonderful "outcomes" are actually the | | | | eventually die. We will grow by anticipating and |
| result of good leaders staying focused on the | | | | meeting our customers needs, improving current |
| fundamentals. | | | | relationships and developing new ones. |
| Leaders clearly know that if they are able to | | | | Teamwork |
| execute the fundamentals well - the rewards are | | | | - Definition of "FUN" - Fun in our organization is |
| virtually inevitable. | | | | defined as when we realize/achieve our goals |
| Ask yourself the following questions: | | | | after working extremely hard. The thrill of victory |
| - Can I expect to achieve sustained Big Results | | | | is only a thrill if the prize is hard-fought. When we |
| without strong Leadership? | | | | are creative in finding solutions, plan appropriately |
| - Can I expect to achieve sustained Big Results | | | | and then put forth monumental effort toward |
| without great Teamwork? | | | | achieving our vision - the feeling we then |
| - Can I expect to achieve sustained Big Results | | | | experience is: FUN! |
| without delivering quality Customer Service? | | | | - Energy/Enthusiasm > Experience - While |
| Answer to all three questions above? - NO! | | | | experience is certainly valued in our company, it's |
| Sound too elementary? Perhaps - but the point | | | | been proven that individuals who are highly |
| here is that a great leader will ensure that "The | | | | energetic and enthusiastic can more quickly gain |
| Big Three" topics - Leadership/Teamwork | | | | experience and do a phenomenal job. To the |
| Service, will always remain central to their overall | | | | contrary however, experienced individuals who do |
| message when speaking to Employees, | | | | not possess the energy and enthusiasm for their |
| Customers, and/or Shareholders. | | | | job, should go somewhere else to work. Those |
| It's too easy to lose sight of the fundamentals | | | | without a passion for their work should go work |
| once you create momentum and start | | | | for any one of our competitors. |
| experiencing growth and get a taste of success. | | | | Customer Service |
| But know this - the minute you take your eyes | | | | - Every Employee Takes It Personal - When a |
| off the things that created your initial success, | | | | customer leaves to do business with a |
| you are sure to experience shorter gains and | | | | competitor, you should take it personal. Taking it |
| potentially a downward spiral. | | | | personal means you care. Talking it personal |
| So how do you ensure you stay focused on the | | | | means you are disturbed enough to change what |
| fundamentals? (aka: The Big Three - Leadership | | | | you are doing so that next time you win the |
| Teamwork/Service) | | | | business. Taking it personal ensures you get to |
| Make "The Big Three" part of your every day | | | | the top and stay on top. How "disturbed" are |
| CULTURE! It's actually easier than you might think. | | | | you? |
| Read on for a sample blueprint of a Leader's | | | | - We Have The Advantage! - We have the |
| message that is clearly staying focused on the | | | | secret weapon. We have something that none of |
| fundamentals. | | | | our competitors can claim to possess. We have |
| "Well done is better than well said" | | | | "what makes the difference". |
| - Benjamin Franklin | | | | What is IT you say? Simple, WE HAVE YOU! YOU |
| Consider using the following real life Leader's | | | | are the key to the success of this organization. |
| Notes example as a blue print for how a Leader | | | | YOU make the difference with each customer |
| can clearly communicate the importance of "The | | | | interaction. YOU are my secret weapon - and I |
| Big Three" - Leadership, Teamwork and | | | | truly value and appreciate all that you do. |
| Customer Service. | | | | "In business you get what you want by giving |
| Talking Points for addressing team members: | | | | other people whatthey want - the way they |
| Leadership | | | | want it." |
| - Teach/Coach/Expect - talk about the | | | | - A. |
| importance for all managers to be hands-on in | | | | |