Tuesday, December 31, 2013
Wednesday, December 18, 2013
Thursday, December 12, 2013
Gamification to Increase Employee Survey Response Rates
We have written frequently about using custom surveys to increase employee engagement and hence increase retention and productivity.
We frequently hear that survey response rates are not high enough to rely upon the data. We also hear that the length of surveys sometimes creates disengagement from the feedback process.
Ultimately the solution to low utilization
of employee surveys is to increase participant engagement through gamification. The only way for organizations to get more
survey data is to make the experience fun and worth participant’s time, more
like a game. People participate in games
because they are entertaining, stimulating, and above all else, fun. The key to the best games is feedback loops
allowing people to enjoy immediate results and anticipate future moves. Games also take advantage of keeping score and
comparing oneself to the competition.
Our custom surveys are based on technology
with a 25-year history in computer gaming. We have capitalized on these technology
paradigms to harness the most engaging survey technology available. On average, our system’s customers report
getting up to 10 times more information than any other on-line survey
tool. In addition to more data,
customers are enjoying much higher user satisfaction from using our new survey technology.
Our custom survey technology was designed to be
engaging. Survey questions are presented
in animated panels. Users select their
answers and receive immediate feedback on how their answer compares to others
answering the same question. After
answering, a new panel slides into place at the top of the stack. The animated panels reduce page navigation
and create anticipation for the next question (try a live demonstration at http://klgconsultants.blogspot.com/2013/10/blog-post.html)
www.klgconsultants.com
Wednesday, November 27, 2013
Thursday, November 14, 2013
Besides their Pay, What do Employees Really Want?
Contact KLG to Find Out More!
According to a recent poll by Gallup Employees Most Want:
-To know what is expected of them
-A role which fits their abilities
-Positive feedback and recognition regularly for work well done
-Managers and Owners who show care, interest and concern for their staff
-Opportunities for Development
Wednesday, November 6, 2013
Small Talk: Seeds of Value Creation
By- Kenneth L. Greenberg
When leaders and managers are faced with small talk in the form criticism of either of the organization or themselves, we find too frequently the impulsive reaction is to dismiss the negativity and the negative people.
We suggest, and others concur, that this dismissal may be a mistake. One of our white papers contains numerous sources on why critics both outside and inside the organization need a voice. These critics are often passionate about your organization or you, but cannot artfully voice the desire for you or your organization to improve. Worse, when you ignore them, they are denied an opportunity to contribute, collaborate and feel part of an organization. Disengagement leads to unhappiness which, in turn, leads to lowered productivity. As a result you lose an opportunity to keep your critics engaged in your success. Certain credible research suggests if an organization disengages from both internal and external critics and they in turn disengage from you, their passion for your organization can become destructive.
Properly harnessed criticism and complaints can be turned into constructive feedback that can be used to improve professional development programs, products, services and strategic planning.
Criticism directed toward management or leadership is where 360˚ surveys come in. Properly constructed, 360˚ tools can contain criticism and filter it into credible, valid and recognized leadership and management skill categories. Not only are critics given a voice, but also a platform to constructively and candidly engage with company management and leadership. This engagement can lead to meaningful behavior change by management and leadership. Research has proven that, if the correct behavior change is sustained, it will improve an organization’s effectiveness.
Custom surveys can be used to capture qualitative data and feedback about products and services. Properly constructed with statistical validity, these surveys can help interpret changing consumer tastes, competitive threats and demographic trends. Also, this data can be used as leading-edge indicators that drive innovation efforts and strategic planning. We also believe risk identification and risk management can be aided by a properly constructed survey tool.
While criticism may be misdirected or downright mean-spirited, using survey tools can contain the criticism and engage the criticizer. Done right, survey tools will filter the feedback into useful and meaningful data that can be used to improve leaders, managers and thereby improve the productivity and profitability of your organization.
Many experts in organizational development also believe the integration of qualitative data from internal stakeholders such as employees, managers, board members, etc. is a critical part of creating balanced scorecard tools that measure the performance and effectiveness of an organization. When properly analyzed and integrated into the strategic planning process, these tools can help organizations learn and drive change initiatives that promote growth and profitability.
We believe this is why our clients engage KLG Consultants, LLC to provide strategic human resource consulting. This includes our unique custom surveys.
Kenneth L. Greenberg is the CEO of KLG Consultants, LLC a leadership and business development firm based in Colorado. The firm offers large company professional development and training tools to organizations of all sizes. Visit www.klgconsultants.com for more information.
When leaders and managers are faced with small talk in the form criticism of either of the organization or themselves, we find too frequently the impulsive reaction is to dismiss the negativity and the negative people.
We suggest, and others concur, that this dismissal may be a mistake. One of our white papers contains numerous sources on why critics both outside and inside the organization need a voice. These critics are often passionate about your organization or you, but cannot artfully voice the desire for you or your organization to improve. Worse, when you ignore them, they are denied an opportunity to contribute, collaborate and feel part of an organization. Disengagement leads to unhappiness which, in turn, leads to lowered productivity. As a result you lose an opportunity to keep your critics engaged in your success. Certain credible research suggests if an organization disengages from both internal and external critics and they in turn disengage from you, their passion for your organization can become destructive.
Properly harnessed criticism and complaints can be turned into constructive feedback that can be used to improve professional development programs, products, services and strategic planning.
Criticism directed toward management or leadership is where 360˚ surveys come in. Properly constructed, 360˚ tools can contain criticism and filter it into credible, valid and recognized leadership and management skill categories. Not only are critics given a voice, but also a platform to constructively and candidly engage with company management and leadership. This engagement can lead to meaningful behavior change by management and leadership. Research has proven that, if the correct behavior change is sustained, it will improve an organization’s effectiveness.
Custom surveys can be used to capture qualitative data and feedback about products and services. Properly constructed with statistical validity, these surveys can help interpret changing consumer tastes, competitive threats and demographic trends. Also, this data can be used as leading-edge indicators that drive innovation efforts and strategic planning. We also believe risk identification and risk management can be aided by a properly constructed survey tool.
While criticism may be misdirected or downright mean-spirited, using survey tools can contain the criticism and engage the criticizer. Done right, survey tools will filter the feedback into useful and meaningful data that can be used to improve leaders, managers and thereby improve the productivity and profitability of your organization.
Many experts in organizational development also believe the integration of qualitative data from internal stakeholders such as employees, managers, board members, etc. is a critical part of creating balanced scorecard tools that measure the performance and effectiveness of an organization. When properly analyzed and integrated into the strategic planning process, these tools can help organizations learn and drive change initiatives that promote growth and profitability.
We believe this is why our clients engage KLG Consultants, LLC to provide strategic human resource consulting. This includes our unique custom surveys.
Kenneth L. Greenberg is the CEO of KLG Consultants, LLC a leadership and business development firm based in Colorado. The firm offers large company professional development and training tools to organizations of all sizes. Visit www.klgconsultants.com for more information.
Monday, October 28, 2013
Monday, October 7, 2013
Unintended Consequences of The ACA
While the folks in Washington place chicken with the ACA, it
appears parts of the act may stay no matter what changes are implemented; The
ability of people to buy individual and family plans that grant full coverage
despite pre-existing conditions seems likely to be one part that will stay.
What does this mean for employers? If you use your group
health plan as the major incentive for people to work at and stay with your
organization, you may need to rethink your engagement and employee satisfaction strategy.
Our prediction is that voluntary turnover will increase as a
result of the new system. Group health plans will not be the golden handcuffs
they once were as the ACA will most likely serve as life long COBRA. With
subsidies set at fairly high levels, the risk to go it alone through
self-employment may be perceived as lower.
As we have noted elsewhere on this blog, quantitative
incentives overall are losing their ability to create employee loyalty in our
knowledge based economy. With the ACA exchanges
and insurance providers already providing pricing comparisons and the coverage
only three months way from implementation, employers may lose the hybrid
qualitative/quantitative incentive of group health plans.
The answer; Create a purpose based organizational culture
with more opportunities for professional development and continuing education. We have posted evidence elsewhere on this BLOG that financial results
improve when organizations take this approach. With the ACA in place, we envision
culture playing an even more important role in creating loyal and highly productive
employees.
www.klgconsultants.com
Friday, July 26, 2013
Feedback for innovation and growth
by Kenneth L. Greenberg
When leaders and managers are faced with small talk in the form
criticism of either of the organization or themselves, we find too frequently
the impulsive reaction is to dismiss the negativity and the negative people.
We suggest, and others concur, that this dismissal may be a
mistake. One of our white papers contains numerous sources on why critics both
outside and inside the organization need a voice. These critics are often passionate
about your organization or you, but cannot artfully voice the desire for you or
your organization to improve. Worse, when you ignore them, they are denied an
opportunity to contribute, collaborate and feel part of an organization.
Disengagement leads to unhappiness, which, in turn, leads to lowered
productivity. As a result you lose an opportunity to keep your critics engaged
in your success. Certain credible research suggests if an organization
disengages from both internal and external critics and they in turn disengage
from you, their passion for your organization can become destructive.
Properly harnessed criticism and complaints can be turned into
constructive feedback that can be used to improve professional development
programs, products, services and strategic planning.
Criticism directed toward management or leadership is where 360˚
surveys come in. Properly constructed, 360˚ tools can contain criticism and
filter it into credible, valid and recognized leadership and management skill
categories. Not only are critics given a voice, but also a platform to
constructively and candidly engage with company management and leadership. This
engagement can lead to meaningful behavior change by management and
leadership. Research has proven that, if the correct behavior change is
sustained, it will improve an organization’s effectiveness.
Organizational 360˚ surveys can be used to capture qualitative data and
feedback about products and services. Properly constructed with statistical
validity, these surveys can help interpret changing consumer tastes,
competitive threats and demographic trends. The key is to engage as many respondents as possible in a safe and anonymous way, not just one or two, like we see on a popular television show. Respondents must know they can be honest and safe from retaliation. Also, this data can be used as
leading-edge indicators that drive innovation efforts and strategic planning long before the financial results are reported.
This gives leadership a chance to see around corners and gain visibility to future trends, dissatisfied customers and employees. We also believe risk identification and risk management can be aided by a
properly constructed survey tool.
While criticism may be misdirected or downright mean-spirited,
using survey tools can contain the criticism and engage the criticizer. Done
right, survey tools will filter the feedback into useful and meaningful data
that can be used to improve leaders, managers, products and services.
Many experts in organizational development also believe the
integration of qualitative data from internal stakeholders such as employees,
managers, board members, etc. is a critical part of creating balanced scorecard
tools that measure the performance and effectiveness of an organization. When
properly analyzed and integrated into the strategic planning process, these
tools can help organizations learn and drive change initiatives that promote
growth and profitability.
Kenneth L. Greenberg is the CEO of KLG Consultants, LLC a
leadership and business development firm based in Colorado. The firm offers
large company, employee selection, professional development and training tools to
organizations of all sizes at an affordable price. Visit www.klgconsultants.com for more information.
Monday, July 1, 2013
Sunday, June 9, 2013
Tuesday, May 28, 2013
Recruitment, Selection, On-boarding and Retention
Does head count drive revenues?
Does low productivity and high turnover drive up costs?
KLG Consultants, LLC can augment the recruitment, selection, on-boarding and retention of your professionals and staff. If you also use our partner company, all paperwork and compliance (including the upcoming ACA regulations) will be taken care of as well. This is an integrated HR solution for any company and we believe it enables organizations to increase retention, productivity and scale.
HR Solutions for Organizations of All Sizes-
Contact us today to meet with with us and our partner in HR solutions.
www.klgconsultants.com
Friday, May 24, 2013
Thursday, May 16, 2013
Wednesday, April 24, 2013
Hiring and Promotion Decisions?
• Do you want to find and hire high-potential employees and decrease
turnover?
• Is it a priority to develop your personnel and promote the “right”
people in order to get the most out of your employees?
• Is your backup leadership in place? How do you plan for succession?
• Merging? What do you do with the extra CFO?
With approximately 46% of all new-hires failing in the first 18 months and a
turnover cost of roughly 150% of that individual's compensation package, it has
become even more essential to have reliable systems to identify who is right for
what job. KLG has 5 years experience administering the industry-leading and
highly test-retest viable, ProfileXT.
Because your company is unique, this tool generates a custom benchmark for
each position in your organization and has an excellent track record of helping
select, promote and develop high-potential individuals. It measures 20
performance indicators against a normed database and reliably identifies how
an individual will preform relative to the general populace. Completed, it yields
a total person overview of an individual's professional thinking style, behavioral
traits and occupational interests. The profile can be administered online in 60
minutes and results are instant.
Further the tool graphs the individual's tendencies onto the specific needs of
the job and provides managers with insights on how the individual will respond
to various types of coaching in order to maximize the employee's potential
within his or her role.
“KLG Consultants provided us with a methodical and systematic process that included identifying
the type of person needed for success in the position, ascertaining what strengths would be
needed to complement the current leadership, and assessing top candidates using a tool that
measures behaviors and skills to evaluate the degree of fit. Throughout the whole process, KLG
Consultants provided key insights that assisted us in understanding how certain attributes would
benefit or cause disruption for our organization. Having this objective perspective was
immensely valuable in this process. Not only did I learn better ways to gauge a candidate’s fit
with our organization, I also found the information helpful in the on-boarding process of our new
hire. I am confident that with the assistance of KLG Consultants, we have made exceptionally
good decisions in hiring our two new executives, and I look forward to working with them again
in the future."
– Sally Spencer-Thomas, Psy.D., MNM: CEO & Co-Founder, Carson J Spencer Foundation
Tuesday, April 23, 2013
Small Talk: Seeds of Value Creation
When leaders and managers are faced with small talk in the form criticism of either of the organization or themselves, we find too frequently the impulsive reaction is to dismiss the negativity and the negative people.
We suggest, and others concur, that this dismissal may be a mistake. One of our white papers contains numerous sources on why critics both outside and inside the organization need a voice. These critics are often passionate about your organization or you, but cannot artfully voice the desire for you or your organization to improve. Worse, when you ignore them, they are denied an opportunity to contribute, collaborate and feel part of an organization. Disengagement leads to unhappiness which, in turn, leads to lowered productivity. As a result you lose an opportunity to keep your critics engaged in your success. Certain credible research suggests if an organization disengages from both internal and external critics and they in turn disengage from you, their passion for your organization can become destructive.
Properly harnessed criticism and complaints can be turned into constructive feedback that can be used to improve professional development programs, products, services and strategic planning.
Criticism directed toward management or leadership is where 360 surveys come in. Properly constructed, 360 tools can contain criticism and filter it into credible, valid and recognized leadership and management skill categories. Not only are critics given a voice, but also a platform to constructively and candidly engage with company management and leadership. This engagement can lead to meaningful behavior change by management and leadership. Research has proven that, if the correct behavior change is sustained, it will improve an organization’s effectiveness.
Custom surveys can be used to capture qualitative data and feedback about products and services. Properly constructed with statistical validity, these surveys can help interpret changing consumer tastes, competitive threats and demographic trends. Also, this data can be used as leading-edge indicators that drive innovation efforts and strategic planning. We also believe risk identification and risk management can be aided by a properly constructed survey tool.
While criticism may be misdirected or downright mean-spirited, using survey tools can contain the criticism and engage the criticizer. Done right, survey tools will filter the feedback into useful and meaningful data that can be used to improve leaders, managers and thereby improve the productivity and profitability of your organization.
Many experts in organizational development also believe the integration of qualitative data from internal stakeholders such as employees, managers, board members, etc. is a critical part of creating balanced scorecard tools that measure the performance and effectiveness of an organization. When properly analyzed and integrated into the strategic planning process, these tools can help organizations learn and drive change initiatives that promote growth and profitability.
We believe this is why the Denver Metro Chamber of Commerce engaged KLG Consultants, LLC to provide strategic human resource consulting. The scope of the engagement included design and delivery of employee surveys and their integration into the strategic planning process for the Chamber.
Research For Business Owners, CEOs and Organizational Leaders
“Start with good people
who are right for the job;
train and motivate them;
give them opportunity for
advancement; and your
organization will
succeed.”
J.W. Marriott
Kouzes and Posner’s book, The Leadership Challenge notes
that: Organizations with a foundation based on purposeful values:
•
grew revenues more than 4
times faster than those without values and purpose.
•
created jobs seven times
faster than their competition.
•
grew their stock price 12
times faster than those without values and purpose.
•
created 750% higher profit
growth than those companies without values and purpose.
Dan Pink notes in his video that the Federal Reserve’s research shows
that money incentives were less effective than purpose in high cognitive
functions. http://www.youtube.com/watch?feature=player_embedded&v=u6XAPnuFjJc
In Built to Last, James Collins and Jerry
Porras reveal that purpose- and values-driven organizations outperformed the
general market and comparison companies by 15:1 and 6:1, respectively.
In Corporate
Culture and Performance, Harvard professors John Kotter and James
Heskett found that firms with shared-values–based cultures enjoyed 400% higher
revenues, 700% greater job
growth, 1,200% higher stock prices and significantly faster profit performance
as compared to companies in similar industries.
In Firms of
Endearment, marketing professor Rajendra Sisodia and his coauthors
explain how companies that put employees’ and customers’ needs ahead of
shareholders’ desires outperform conventional competitors in stock-market
performance by 8:1.
Leaders who have a clearly articulated purpose
and are driven to make a difference can inspire people to overcome insurmountable
odds writes Roy M. Spence Jr. in It’s Not What You Sell, It’s What You
Stand for.
See More @
http://www.klgconsultants.com/testimonials
Saturday, March 16, 2013
If you want your people to be accountable, hire accountable people!
We often hear from employers who need or want a method to motivate their employees and their team to be more accountable. We hear stories of employers struggling with employees who won't take direction, won't submit to management decisions and are generally disagreeable.
The typical answer to this challenge is discipline, suspension or termination. This takes a tremendous financial and psychological toll on an organization. We recommend that organizations who desire highly manageable employees and team members, look for and screen for those type of people.
Hire right in the first place, and many of these accountability issues will go away.
** KLG's licensed assessment technologies meet or exceed all 13 of the U.S. Department of Labor's criteria for Best Practices and satisfies all requirements of EEOC, ADA, DOL, and the Civil Rights Act.
The Profile XT
A multi-purpose assessment that is used for selection, coaching, training, promotion, managing, team building, right-sizing, and succession planning. It is a powerful and dynamic management tool that employs 21st Century technology to put the right people in the right jobs. It is administered on the Internet and reports are immediately available.
Profiles WorkForce Compatibility
A tool for measuring the compatibility between a manager (executive, director, supervisor, team leader) and employees. Productive working relationships are created when you know more about your similarities and differences. You and your employee benefit by a better understanding of how you can work together to realize both your individual and cumulative potential. This WorkForce Compatibility Report consists of Profiles Summary, Characteristic Comparisons, Working Together, and Next Steps.
Profiles Team Analysis
Makes team building both challenging and rewarding. Effective teams achieve results far beyond what individuals could accomplish on their own. But team building is far more than putting a group of people together and hoping for the best. This system reports the attributes of each team member, shows the team’s strengths, and alerts the team leader to potential problems.
The typical answer to this challenge is discipline, suspension or termination. This takes a tremendous financial and psychological toll on an organization. We recommend that organizations who desire highly manageable employees and team members, look for and screen for those type of people.
Hire right in the first place, and many of these accountability issues will go away.
** KLG's licensed assessment technologies meet or exceed all 13 of the U.S. Department of Labor's criteria for Best Practices and satisfies all requirements of EEOC, ADA, DOL, and the Civil Rights Act.
The Profile XT
A multi-purpose assessment that is used for selection, coaching, training, promotion, managing, team building, right-sizing, and succession planning. It is a powerful and dynamic management tool that employs 21st Century technology to put the right people in the right jobs. It is administered on the Internet and reports are immediately available.
Profiles WorkForce Compatibility
A tool for measuring the compatibility between a manager (executive, director, supervisor, team leader) and employees. Productive working relationships are created when you know more about your similarities and differences. You and your employee benefit by a better understanding of how you can work together to realize both your individual and cumulative potential. This WorkForce Compatibility Report consists of Profiles Summary, Characteristic Comparisons, Working Together, and Next Steps.
Profiles Team Analysis
Makes team building both challenging and rewarding. Effective teams achieve results far beyond what individuals could accomplish on their own. But team building is far more than putting a group of people together and hoping for the best. This system reports the attributes of each team member, shows the team’s strengths, and alerts the team leader to potential problems.
Saturday, March 9, 2013
Wednesday, February 20, 2013
Making Extraordinary Things Happen in Asia Workshop and Training
An in-depth look at how leaders in Asia apply the Five Practices of Exemplary Leadership in their organizations
Kouzes and Posner's Five Practices of Exemplary Leadership is the most trusted and proven leadership paradigm in the business world. Making Extraordinary Things Happen in Asia focuses on the unique ways leaders in Asia have applied the Five Practices and documents their success with it. Using actual case studies and first-person experiences, the book examines the Five Practices framework, shows how the behaviors of individual leaders make a difference, and reveals what leadership in Asia looks like on a daily basis.
Each of the Five Practices is supported with five or six case studies illustrating what the Practice looks like on a behavioral level. After examining the Five Practices, the book then reveals what actions would-be and current leaders in Asia can do to improve their leadership skills and effectiveness.
http://www.klgconsultants.com/contact_us
Kouzes and Posner's Five Practices of Exemplary Leadership is the most trusted and proven leadership paradigm in the business world. Making Extraordinary Things Happen in Asia focuses on the unique ways leaders in Asia have applied the Five Practices and documents their success with it. Using actual case studies and first-person experiences, the book examines the Five Practices framework, shows how the behaviors of individual leaders make a difference, and reveals what leadership in Asia looks like on a daily basis.
Each of the Five Practices is supported with five or six case studies illustrating what the Practice looks like on a behavioral level. After examining the Five Practices, the book then reveals what actions would-be and current leaders in Asia can do to improve their leadership skills and effectiveness.
- Customizes the legendary Five Practices of Exemplary Leadership framework specifically for Asian leaders, and a companion to The Leadership Challenge
- Features real case studies that show the Practices in action on a daily basis
- From leadership gurus James Kouzes and Barry Posner, together with one of Asia's top leadership experts, Steve DeKrey
http://www.klgconsultants.com/contact_us
Tuesday, February 19, 2013
IMPROVE YOUR EMOTIONAL INTELLIGENCE Improve Your Business
What is the EISA assessment and workshop designed to do?
1. To familiarize participants with the components of emotional intelligence and their relevance in the
workplace.
2. To aid participants in the identification of emotionally intelligent actions and behaviors.
3. To help participants improve their own emotional intelligence by understanding and practicing effective
behaviors.
What specific skills or knowledge does the EISA assess?
The EISA provides a strong, fundamental assessment of emotional intelligence (EI) along with five core factors that can be developed to maximize emotional and social functioning. The EISA is designed to provide the participant with feedback on self-described and observer-rated frequency of emotionally and socially intelligent behaviors across five dimensions. The report provides information on the emotional and social factors that affect success at work. These five factors are:
1. Perceiving
2. Managing
3. Decision Making
4. Achieving
5. Influencing
“The Emotional Intelligence Skills Assessment is a great training workshop for every business that wants not only to survive but thrive in our competitive economic climate. It should be made mandatory for all levels of employees from top to entry level.”-Dawn Modlin, President and CEO, Training for Excellence Inc.
"EISA is a clearly detailed, comprehensive and research-based model that provides an integrated method for problem solving emotional issues." -John Sun, learning development consultant; Shanghai Powersite Learning Co., Ltd
“The EISA is a great enhancement to our MBA Leadership curriculum. “-Dr. Ray Eldridge, Associate Dean, The College of Business, Lipscomb University
Contact KLG To Learn More-
other resources-
303-721-1467
1. To familiarize participants with the components of emotional intelligence and their relevance in the
workplace.
2. To aid participants in the identification of emotionally intelligent actions and behaviors.
3. To help participants improve their own emotional intelligence by understanding and practicing effective
behaviors.
What specific skills or knowledge does the EISA assess?
The EISA provides a strong, fundamental assessment of emotional intelligence (EI) along with five core factors that can be developed to maximize emotional and social functioning. The EISA is designed to provide the participant with feedback on self-described and observer-rated frequency of emotionally and socially intelligent behaviors across five dimensions. The report provides information on the emotional and social factors that affect success at work. These five factors are:
1. Perceiving
2. Managing
3. Decision Making
4. Achieving
5. Influencing
“The Emotional Intelligence Skills Assessment is a great training workshop for every business that wants not only to survive but thrive in our competitive economic climate. It should be made mandatory for all levels of employees from top to entry level.”-Dawn Modlin, President and CEO, Training for Excellence Inc.
"EISA is a clearly detailed, comprehensive and research-based model that provides an integrated method for problem solving emotional issues." -John Sun, learning development consultant; Shanghai Powersite Learning Co., Ltd
“The EISA is a great enhancement to our MBA Leadership curriculum. “-Dr. Ray Eldridge, Associate Dean, The College of Business, Lipscomb University
Contact KLG To Learn More-
other resources-
303-721-1467
www.klgconsultants.com
Monday, February 18, 2013
Conflict between Managers and Direct Reports
Conflict is inevitable when people work together, and it’s one of the
most difficult challenges facing managers. But it’s a challenge that
successful leaders learn to address. Managers who develop an
understanding of difference without judgment and are willing to see more
than one perspective or solution are in a good position to manage
conflict with their direct reports. Conflict between managers and direct
reports highlights a power relationship and affects the work itself—the
tasks for which managers and direct reports share responsibility.
Managers who look to see both sides of conflict can resolve it, but it
means assessing the differences between themselves and their direct
reports and finding out how those differences affect the conflict.
After assessing those differences, managers can devise a plan to use before, during, and after a conflict resolution session. They will be better prepared to understand emotions that can trigger conflict, to clarify performance expectations so their direct reports know what’s expected of them, and to provide ongoing feedback for the support and development of their direct reports.
Contact KLG to learn about our Pfeiffer sponsored workshop!
303-721-1467
After assessing those differences, managers can devise a plan to use before, during, and after a conflict resolution session. They will be better prepared to understand emotions that can trigger conflict, to clarify performance expectations so their direct reports know what’s expected of them, and to provide ongoing feedback for the support and development of their direct reports.
Contact KLG to learn about our Pfeiffer sponsored workshop!
303-721-1467
Teams Working Across Borders
To compete successfully in today's global marketplace, companies have to
be lean, flexible, and responsive to their customers. They must also be
creative, quick, and customized so they can adapt to new market
opportunities. To achieve this, more and more organizations are
rejecting their hierarchical, functionally driven pyramid structures in
favor of a flatter, team-based approach that brings together individuals
from diverse backgrounds and specializations who can pool their
expertise. As many in the business arena are realizing, the concept of
teamwork is quickly becoming a key global competitive strategy for
developing and delivering innovative products and services in a faster,
more efficient manner.
Contact KLG to create your teamwork strategy!
303-721-1467
Contact KLG to create your teamwork strategy!
303-721-1467
It's Okay to Be the Boss
In today's high-pressure workplace managing people has become increasingly important in maintaining competitive advantage. Current research reveals that employees don't quit organizations, they quit their immediate supervisor. And when an employee walks out the door, they take all of their talent, knowledge, and experience with them. So how are managers "managing" today? Most managers take a hands-off approach. They empower employees by leaving them alone to succeed or fail on their own accord. Besides, managers don't have the time to manage when faced with all of their other responsibilities.
In the It's Okay to Be the Boss Workshop, managers are taught that empowerment is not an excuse for under management. This step-by-step program shows managers how to:
- Get in the habit of managing every day.
- Learn to talk like a performance coach.
- Take it one person at a time.
- Make accountability a real process.
- Tell people what to do and how to do it.
- Track performance every step of the way.
- Solve small problems before they turn into big problems.
- Do more for some people and less for others.
Contact KLG to discuss!
303-721-1467
Not Another Business Book! by Meloche, William [Hardcover] (Google Affiliate Ad)
Thursday, January 24, 2013
Why Smart Companies Play Offense
http://www.klgconsultants.com/contact_us
This seminar is no longer available.
Please call or e-mail us to arrange a private consultation about our exit preparation services.
303-721-1467
admin@klgconsultants.com
Monday, January 21, 2013
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