tag:blogger.com,1999:blog-56330158650180377642024-03-05T23:02:11.323-06:00CMICMI's blog features coaching tips for organizations to grow and succeed as well as excerpts from Bruce’s book The Lucky Sperm and Egg Club. CMI’s blog reflects his 30 year experience working with small businesses to $100 million companies, including family owned businesses. Read the CMI blog to learn about the unique and powerful tools he developed and utilizes to help employees improve their ability to perform individually and in groups.Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.comBlogger195125tag:blogger.com,1999:blog-5633015865018037764.post-49651296251757683912015-05-11T14:03:00.000-05:002015-05-11T14:03:54.259-05:00La Mujer Vieja<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhR7c1QoOEmsH-PDX2bViNHl20Y-PBOC9rJR_WXAZGnUuVYRQJmW5pHRm6wgbKTbku81sm3Ksaxrfh39oOyKzoGfxOCHt66dWZXxqnoN8ZpHOg2tN-reXikQ8yWxoR4dEC6JS4i-jHdGOAV/s1600/Blue+eye+Cuban.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhR7c1QoOEmsH-PDX2bViNHl20Y-PBOC9rJR_WXAZGnUuVYRQJmW5pHRm6wgbKTbku81sm3Ksaxrfh39oOyKzoGfxOCHt66dWZXxqnoN8ZpHOg2tN-reXikQ8yWxoR4dEC6JS4i-jHdGOAV/s320/Blue+eye+Cuban.jpg" width="240" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Image Taken By Bruce Hodes</td></tr>
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Bruce Hodes</div>
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Founder/ CEO of CMI Teamwork</div>
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La Mujer Vieja in Spanish means old women and this was by
far the strangest dance that happened to me.
I first noticed her on my way into the restaurant and another pseudo
Cuban Pork lunch. I did not realize then that she was an angel. She actually looked just like another wizened
old Cuban Crone with wrinkles who swayed to the rhythms of the congas and
guitar. <o:p></o:p></div>
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We had driven about
an hour from Havana to what dad called a Potemkin village. This was a term that went back to Stalinist
Russia. This was the Cuban version of what a village in a socialist utopia
should look like. Think Shangri La with a Latino beat and Cuban Music blaring. <o:p></o:p></div>
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Ethereal and other worldly–
full of tourists like us brought there by modern Chinese buses. The
community was beautiful situated on terraced hills with buildings that were
white and shone in the bright sunshine and sparkled against the blue sky with
those puffy white clouds. This bucolic
town nestled in the tropically foliaged hills looking clean, neat and pristine.
Four story apartment buildings topped with ceramic tile; dotted around the
hillsides and sitting upon terraces that were separated by ravines and streams. My god, they even had a zip line course. Now, that really felt out of place.<o:p></o:p></div>
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The dogs were fat and sleek as were the horses that grazed
on the hillside. This is distinct from the scruffy pooches that lurk the
streets of Havana and the gaunt horses that pull the urban taxis and carts. I
passed the elementary school full of laughing and playing children. What was that blond hair blue eyed kid doing
in the middle of recess surrounded by the black haired dark skinned Cuban kids? “Russian father,” the guide said and smiled
benignly…….<o:p></o:p></div>
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So the old woman soon to be angel was off to the side
swaying to the rhythm of the music. There is always music at meals in
Cuba. These musicians were whipped up
and grooving. The skinny young black man
was the headliner and wailing on the timbales. He had impressive technique on
the cow bell. She was
enjoying herself in her white top and beige pants – she looked eighty. Lots of vibrant oldsters in Cuba and why not. Cuba
has one of the best health systems in the world. <o:p></o:p></div>
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At that moment I did not pay her much mind. I was much more interested in Maria, who owned
the coffee store downstairs , ran the restaurant with the government as a
partnership – interesting concept – she was also 80, smaller and had stage 4
cancer. She was our hostess greeting us
weakly from her open living room as we passed.
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On the terrace
overlooking the ravines we ate lunch. I actually eat much better Cuban food in
Chicago and Fort Myers-There were never any tostones, plantains or rice and
beans. Sacrilegious and perhaps fodder
for an international incident. More on
that later. After the bland lunch came
time for a wandering. I am not much for
sitting, especially with this group of 70 and 80 year old. As they prepared themselves for dessert and
Cuban coffee, I excused myself and headed for the staircase in the back on the
Right as I followed the cement stairs down and down. I found pigs and chickens. The apartments were terraced on the
hillside. The buildings were the roof
and the animals were kept in what was an open faced basement. The animals lived under the apartments in
pens. This was something the turistas
were not seeing or smelling or hearing for that matter. Smelly animals living in squalor. I wandered away from the basement barnyard and down to the
horse and goats. Then I saw on the lake
were the flamingos just standing, preening and feeding. I
thought flamingos only came in plastic. It was all very peaceful and sublime.</div>
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It happened on my way back to the stairway that would take
me back to coffee and if I was lucky flan. I took a shortcut by cutting across the grass to the cement
stairway. The grass was a vibrant green
and the ground solid yet suddenly I found myself up to my shins in this black
muck and sewage. It was really awful and
the smell was of feces and then some. It was black and slimy, completely yucky. <o:p></o:p></div>
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I found myself suddenly enmeshed in this Utopian Village
septic system. It was a fairly crappy
system apparently – no pun intended-even though from the outside it looked
normal. Would I get a disease, would my
feet fall off -help. What do I do? I
panicked, and took another set of stairs up marking it with putrid muddy smelly
footprints. I found myself in the
parking lot by myself with the first floor apartments on my right. I needed a
hose. There is not a spicket anywhere in
Cuba, nothing was around let alone a hose.
Finding a spicket in a US neighborhood is no problem. They are everywhere. In this Cuban residential area it was
laughable and the spickets and hoses nonexistent. Then
I saw her. Our eyes met and she
assessed me and the situation in a calm manner. It was obvious, the dilemma an
older tourist whose legs were covered in shit who shortly needed to get back
on his tourist bus to return to Havana. It was the woman who had been swaying to the music. She motioned me over. It was no big deal. We did not talk. There was calm, peace and
serenity in the air. She motioned me to
sit on the kitchen chair on the porch and left returning with a steel bowl full
of warm water. She took my sandals off
and proceeded to clean my feet. It was
surreal and very matter of fact. No big
deal. First the feet were rubbed down
and cleaned. She sitting on a stool washed my feet with her aged hands in a
poised and gracious manner. This was
like a gift that she gave from time to time.
It was a Really Good job. My feet were refreshed and felt great.</div>
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Then, new water was brought and the sandals had their turn.
Again the cleaning was performed in a methodical and sanguine manner. There was grace and appreciation
present. I felt appreciative and for
whatever reason had been delivered to a better place. Certainly my problem had been
transformed. She clearly was
appreciative of me and my existence and that was the mystery of the experience
for me and what was unfathomable. In
American culture, in Oak Park, Illinois this cleansing by a stranger who was an
old woman would just not be happening. This was jarring to me.<o:p></o:p></div>
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I soiled the space – no pun intended by reaching for my
wallet to give her some money. She would
have none of it and just waved the wallet aside. I
said goodbye stunned and numbed to what had just happened. With few words this woman had washed my feet
and then sent me the bald gringo, on my way. I approached the bus legs cleaned and ready to
board. On the return, I felt peaceful
and serene. Like I had been touched and graced by an angel. This is the first time that I have shared
this experience with anyone. Wow! – Fantastic!
Another inexplicable strange dance in Cuba.<o:p></o:p></div>
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Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-54580468503138893712015-05-07T12:21:00.000-05:002015-05-07T12:24:05.799-05:00CMI is Introducing a new and exciting tool: The Five Behaviors of a Cohesive Team<div class="MsoNormal">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgxHs3okjR2TUES3Vx-367XEOhSdJOFe9DwjvxC1WHKlgh98BnZXkAYg4IBLg8XSJnciwt0UE81V-Ow-XSh69qOIa2Zs9dQTSqQMF5JPE6Rq5D8IUNt3nCWSoGRzheaAWSt7DRPg6wuvB-g/s1600/5+behaviors+logo.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="92" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgxHs3okjR2TUES3Vx-367XEOhSdJOFe9DwjvxC1WHKlgh98BnZXkAYg4IBLg8XSJnciwt0UE81V-Ow-XSh69qOIa2Zs9dQTSqQMF5JPE6Rq5D8IUNt3nCWSoGRzheaAWSt7DRPg6wuvB-g/s200/5+behaviors+logo.png" width="200" /></a>The Five Behaviors of a Cohesive Team combines the power of Everything
DiSC with the influential teamwork model introduced by Patrick Lencioni’s book,
The Five Dysfunctions of a Team. This program can help team member learn to
work together better to become more effective and engaged. It is appropriate
for use with intact teams at all levels of the organization.<o:p></o:p></div>
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<a href="https://drive.google.com/file/d/0B0YRbuoxsV0JSzIxVnM3c2draFk/view?usp=sharing" target="_blank">Check out Five Behaviors Program Overview Flyer</a></div>
Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-73711268527007453212015-05-01T14:02:00.000-05:002015-05-01T14:02:24.819-05:00The Dance Continues, "My Trip to Cuba."<h2 style="margin-bottom: 0.0001pt;">
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By Bruce Hodes</div>
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<span style="font-size: 10.0pt; line-height: 115%;">CUBA IS NOT WHAT YOU THINK AND NOT WHAT I THOUGHT IT WOULD BE</span>. We as Americans have lots of mental pictures of Cuba and what it is like for those people to live under that regime. Lots of mystery and disconnect are a part of our collective consciousness about Cuba. What fascinates is that Cubans are eager to talk and engage. <o:p></o:p></div>
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My first night was on a Saturday, which is typically "Party Time," in Cuba. The boat is moored on a dingy pier in a small harbor. It is dead quiet. A still black humid tropical night. There is no one around except the guard at the gate that barely wakes to motion me through by the slight nod of the head that lifts momentarily from the cluttered desk. <o:p></o:p></div>
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We are in Cien Fuegos, a major city, and there are no cars. This is not rare in Cuba. From what I experience, no traffic jams, no smoggy pollution and no cars. The road beyond the metal gate goes to who knows where. I follow the dingily lit street which then goes into a more major road. Out of the darkness I hear sounds and the three emerge. They have been fishing with poles and fish. Sort of smelly. <o:p></o:p></div>
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Two burly men and a boy. I am surrounded. They keep walking and so do I. My dance with the Cuban people begins. We are off. “Where you are from?” they immediately ask, as they know I am a stranger. I am guessing that I am not blending in too well. My ability to converse in Spanish helps. <o:p></o:p></div>
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As I say I am from Chicago the first says he has a brother in Chicago. He also has relatives in Miami. He is not alone in this as I am to find Half the Cubans I meet have people in Miami. We chit chat and they share excitement that I am American. 95 miles away and they have not met many of us. Canadians, Germans and Europeans of all types. It’s all very pleasant and they are my first conversation with real Cubans. A road to the right and they say good night and then disappear into the darkness. <o:p></o:p></div>
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Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-36562315826214032222015-04-08T10:19:00.000-05:002015-04-08T10:25:42.293-05:00Adventures in Cuba Numero Uno. - Dad Gets Busted For Drugs!<div class="MsoNormal" style="margin-bottom: 0.0001pt;">
By Bruce Hodes<o:p></o:p></div>
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<b><i>Founder/ CEO of CMI Teamwork<o:p></o:p></i></b></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiPuKfmPWa2ji5FElxiUi8dhHU69HtNvALcBKaWDOPWz5ZoMG5a5DZP_yWchRtTaBCrayhXNT2Sqsk5qhgeyjSkjmi-hYxmnabgUMyAEbIkZw7xi-qbJLBefoFIiox0LUsNmVnVnDBIXGkR/s1600/Dad+Cuba.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiPuKfmPWa2ji5FElxiUi8dhHU69HtNvALcBKaWDOPWz5ZoMG5a5DZP_yWchRtTaBCrayhXNT2Sqsk5qhgeyjSkjmi-hYxmnabgUMyAEbIkZw7xi-qbJLBefoFIiox0LUsNmVnVnDBIXGkR/s1600/Dad+Cuba.jpg" height="200" width="150" /></a>My 90 year old dad and I, along with 28 others, all in their
seventies, well-traveled Americans (except for the forty year old couple from
Australia) arrived at a small and tidy airport of Cien Fuegos Cuba. It
all looked like it did fifty years ago. Concrete painted in a faded blue
turquois with lots of people hovering around... The only
individual to really catch my eye was the big guy in a suit, white shirt, no
tie, and shades. Dad whispers “He is a cop…” “A bit more than that,” I thought.
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We arrived in immigration from a long line in Customs. I was watching two very cute spaniels
running around I thought “Oh, they have to be the dogs of the
commandant.” After that interpretation, everything I saw aligned with
that. I even made up who the commandant was. <o:p></o:p></div>
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The entire process was pretty thorough and we were almost
out of the airport when the ruckus begins. A Cuban man pointed to a set
of bags and said, “Whose bag is that one?” “Uh oh,” I thought,” I am busted.”
I was then escorted to the back with my bag which contained some stuff for a
colleague of mine named Ivan who is Cuban and the clothes and other belongings
were for his father –in- law nicknamed Chuey.
Back to the ruckus - a scrawny
bald Cuban guy continued to motion. He mentioned that it was not the
black bag they wanted but the orange one belonging to my Dad. </div>
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“Oh no” I thought, “Dad what have you done?” Reflecting
back, two years ago on our way to the Bahamas dad and I were surrounded by
American TSA agents who proceeded to take a knife out of Dad’s bag. “It
is just a paring knife”, he said. “It is a big knife”, I said, and it
took something to convince the five agents of his innocence. So I thought,”
here we go again!”</div>
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I took Dad’s bag back to security and another Cuban (of high
importance) showed up and a debate ensued – something disturbing was in the bag
but nobody would open it. They wanted to know if we had animals and I
assured them that Dad had a cat and that did not help. So we began to
search the bag and out came the meds – there were a lot of them. Dad had
gotten busted by the spaniels…….Those cute little dogs were back in the
terminal were druggists and had smelled something. Thank god dad had
a typed list of his meds which for those who know dad is not surprising at
all.<o:p></o:p></div>
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The Cuban (Of high importance) looked at the list and seemed
pleased and relieved at what the dogs had relayed. The Bald Cuban wanted my name and wrote it
down. Five minutes later we were out of the terminal. Welcome to Cien
Fuegos!<o:p></o:p></div>
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I am still struggling with what it all means – were those
dogs competent or incompetent? Why did it take so long for
the ruckus to occur? We were practically
out of the terminal by the time it all happened. Did the dogs
write a report and someone have to read it???? Unanswered questions and just like
in Cuba, there are many unanswered questions.</div>
<o:p></o:p>Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-30591691314077088142014-08-19T01:00:00.000-05:002014-08-19T01:00:00.261-05:00Tennis Ball Transfer<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUzbGsPKgbWMzfa8DoEx6YrF4IAu3cgZXzdOqEapbl2i5q7FPV6kyJYqCcs5txAYMJ9TEHDAggQXc6GG7s1Nt6BRZ-NlwMgO7CUSTFmjyIVTngHcPPrDpM8vOU3GX2ZywwnO-LGxYKMO28/s1600/1.JPG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Tennis Ball Transfer" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUzbGsPKgbWMzfa8DoEx6YrF4IAu3cgZXzdOqEapbl2i5q7FPV6kyJYqCcs5txAYMJ9TEHDAggQXc6GG7s1Nt6BRZ-NlwMgO7CUSTFmjyIVTngHcPPrDpM8vOU3GX2ZywwnO-LGxYKMO28/s1600/1.JPG" height="219" title="Tennis Ball Transfer" width="320" /></a></div>
Have you ever been a customer of a business that claimed it was doing a really great job in supporting and you and in truth it was not? Recently I had dinner with some clients at a lodge in the wilds of Pennsylvania. I arrived to the dinner late, after the group had ordered. The enthusiastic and focused waitress came over to give me a menu and take my order. After glancing around, it appeared that I was ordering after most everyone in the restaurant had ordered. In fact most people at their tables had food. I waited for my food, waited and waited. It was as if the waitress took my order but the kitchen was not preparing my food. The waitress checked in several times to ask me what I wanted. I kept assuring her that I just wanted my food. At no point did she explain my lack of food; not even my trembling or frothing mouth made a difference. Lack of collaboration and coordination between the wait staff and the kitchen staff resulted in me becoming a complaining and unhappy customer.<br /><br /> <br /><br />The restaurant staff could have used a round of tennis ball transfer. Then they could see and experience the impact of lack of coordination and collaboration. <br /><br /> <br /><br />You’re probably thinking – what is he talking about? Tennis ball transfer is one of my new and old favorite team building game to use with clients. Each participant holds the end of string attached to a smallish steel ring on which a tennis ball sits. Business types at the end of the rope, now that is a cliché. The task: the group of said business people must take said tennis ball off one stanchion and leverage it down to balance it on another stanchion. Lack of collaboration and coordination results in the tennis ball crashing to the floor instead of being lifted. In this tennis ball game the facilitator, aka I the bald one, takes on the role of the customer. At the end of the game the group rates themselves as delivering poor, ok and extraordinary customer service. Then the customer, me, gives the group feedback. Most of the time the group rates themselves much higher than what I rate them. The rating gap illustrates how the group is disconnected from the truth.<br /><br /> <br /><br />So why do I, the balding bloodsucking coach, make my clients, business people, engage in this activity? Practice! We all can see the wisdom in the epithet of “practice makes perfect.” Even, Malcom Gladwell makes the case for practice in his book The Tipping Point. So are these business people practicing? Do they actually gain customers and increase revenue by playing this game? No. However, like running through tires on a football field, hitting padded stanchions and doing high knee drills this activity replicates a scenario in the game of business. More specifically, Tennis Ball Transfer teaches collaboration. In this game everyone needs to pull at the same time; a lesson that business people could use help in. <br /><br /> <br /><br />I recently worked with a business to improve the relationship and performance between the purchasing, receiving, production and accounting departments. There were myriad of issues confronting the groups. One of them was that parts would get delivered without a packing slip or purchase order. When that happened the receiving department would quarantine the part (put in a particular part of the floor). The theory was that once in quarantine it was not to be touched; however, in reality members of the production department would just go and take the parts because they were needed to complete the project. Oh and did I mention they would not tell anybody? Their action created havoc with the inventory control department and also with the purchasing department being able to track the order. I was brought in to meet with key members from each of the departments. During our meeting I had them play Tennis Ball Transfer. We used the game as a basis for discussion about the impact of different departments on each other and to create methods for improving coordination and support between departments. In this game when there was a disconnect we would dialogue about it, discuss the issues and most importantly learned from. <br /><br /> <br /><br />The most important feature of these stoopid games is that with a good facilitator they can be used as a practice field from which business people can practice get better and improve. All the while games create is a safe environment with no real customer in sight. God knows that business could use more practice sessions like this. Just ask any hapless customer.<br />
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<a href="http://www.cmiteamwork.com/" target="_blank">Learn more about Stoopid Games >></a><br /><br />Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com1tag:blogger.com,1999:blog-5633015865018037764.post-38004574739037289142014-06-24T00:00:00.000-05:002014-06-24T00:00:00.813-05:00That Dog Don't Hunt Part IVYou must be wondering what happened to Charlie’s company, the dog that did not hunt. There is a happy ending. With Charlie the transition took about four months. First Norman had to buy in and that took a while. He did not want to hurt Charlie. Then the hardship and chaos that Charlie was inflicting on the company became overwhelming.<br />
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Unfortunately (or fortunately for the company) Charlie had to deal with a critical medical condition which made the transition easier. He was gone for a month. The company welcomed a critical new hire who took over most of what Charlie did. For the month that Charlie was away and dealing with his medical condition there was peace in the company.<br />
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All of this got Norman totally on board and engaged with the transition. Some serious conversations ensued between Norman and his dad. Charlie stayed away embarking on his new life. The transition is now complete and the company is finally growing again and dramatically improving its service. Now the company is on the hunt. Previously it was not.<br />
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Recently the leadership group met for a quarterly huddle. Charlie came, made some comments. He stayed for about an hour and then left before the meeting was done. His involvement totally worked and left everyone satisfied. Julia commented to me that their relationship with Norman is really working. Case closed…generational transition complete.<br />
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<a href="http://cmiteamwork.com/Family-Business-Workshop.htm" target="_blank">Learn more about family business transitions >></a><br />
<br />Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-71655592365307788142014-06-17T00:00:00.001-05:002014-06-17T00:00:02.347-05:00That Dog Don't Hunt Part IIISo what is one to do when dealing with family transitions and situations? The first step is realizing that the transition needs to happen. The older generation needs to see that it is part of their role is to turn over the leadership of the company to capable younger leadership. It is important that they face their mortality and aging as a part of life that must be dealt with. A telltale sign of failure is when the older generation does not plan to leave. In fact they may be getting more involved. Consider the following as rules to live by if you want the transition from one generation to another to work and be successful. <br />
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<li>Design a process for the transition. </li>
<li>For the transition to be successful, the departing CEO’s roles and responsibilities must be taken over by competent others. They can serve as mentors and guides, but their actions and duties need to be fulfilled by others. </li>
<li>Remaining family members who are in the company must be able to run the company. Uninvolved mothers and cousins who suddenly find themselves as CEOs are typically disastrous. </li>
<li>For the new CEO and generation that are taking on leadership roles – take them on. You are now the one accountable for the success of the company and the responsibility is yours. Embrace your new roles.</li>
<li>Speak openly about the transition. Discussions between family members are healthy, especially when you disagree. Let this be a process that is definitely talked about and designed.</li>
<li>Make the transition while everyone is healthy; before illness and the inevitable.</li>
<li>The generation leaving must let go. </li>
<li>Whoever is leaving the company needs to engage in outside interests besides the business. Outside interests are good and they take the transitioning CEO away from the day to day. Seasoned business people are highly needed outside the family business – teach a class, adopt an entrepreneur or go see the whales in Patagonia. The transition works best when the leaving leadership has exciting plans away from the company for the future. </li>
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To be continued...</div>
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<a href="http://cmiteamwork.com/Family-Business-Workshop.htm" target="_blank">Learn more about family business transitions >></a></div>
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Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-45814550113834008582014-06-10T00:00:00.000-05:002014-06-10T00:00:01.302-05:00That Dog Don't Hunt Part IIWhen generational transitions in family business do not occur strategically, they can destructively impact the company as well destroy familial relations. This is called a double whammy. <br /> <br />Alternatively transitions between generations in a family owned company can work really well. Here is an example. Steve was a gracious CEO and leader. A couple years ago, he formally retired and turned over the company to his competent son. Steve still comes to work. He is punctually in at seven and out at eleven. On a typical day, he enters the building, says hi to everyone and they engage with him in a friendly way. Then he goes off to his office where it appears that he moves one pile of papers to another pile of papers. No one is quite sure what he is doing and that’s fine. Steve’s son continues to run the company. Steve and his Son see each other daily and on occasion have lunch. The company continues to thrive. This transition works.<br /> <br />Another example of a successful transition; George, a former CEO and leader, lets his son and stepsons run the company, which they do well. George takes on some projects with key employees. The key employees love working with George as he knows a lot. At 73 year George is focused yet fun to work with. His involvement totally works. He provides guidance and knowledge in a very productive way. <br /> <br />Then there is Susan. She inherited a very successful company when her husband passed away. At age 65 she told her two sons, “I am out of here in two years so you two better get your act together because I am leaving.” Susan had plans and a life to live. She was involved with a ministry in Africa, worked actively to educated inner city youth and aspired to coach female executives. The two year deadline drove the transition to be conducted in a positive and productive fashion. In two years Susan was able to move on. The company continues to be successful. <br />
To be continued next week...<br />
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<a href="http://cmiteamwork.com/Family-Business-Workshop.htm" target="_blank">Learn more about family business transitions >></a><br />Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-43682524738276761382014-06-03T00:00:00.000-05:002014-06-03T00:00:00.573-05:00That Dog Don't Hunt<strong><span style="font-size: large;">Or how to successfully transition generational leadership in family business</span></strong><br /><br />Charisma is what makes Charlie so appealing. At, 72, with a full head of black hair; he is healthy and hale to say the least. At work, Charlie goes by his first name. He is friendly and familiar. He is loved; you can tell that by the interactions between him and the many frontline employees. When I met Charlie last year his title was CEO though he supposedly worked half time (not really) and he did not own the company anymore (an interesting point). <br /><br />Norman, Charlie’s son, a serious and well put together man, actually owned the company. His title was Vice President (also an interesting point). Norman was running the place (not really) from behind the scenes (not really). <br /><br />At the time I met Charlie and Norman, Norman was determined to make the company successful but it was not. Sales were problematic and non-existent. Customers were quitting and reporting that the service was bad; employees were not responding to calls and not solving problems. Something at this company was amiss. The company, like a stricken battleship, was taking in water and sinking. <br /><br />Julia was the final member of this trio. What Charlie has in charisma Julia has in charm. In addition, Julia is polite. Appearing somewhat wan, she has a history of health issues. At the time I showed up she was on the mend and getting stronger. Julia was the general manager with years of experience in a large national company. All of the leadership team reported to her. Therein lay the issue.<br /><br />On a typical day at the company, Charlie, the Tsunami, (did I mention that aspect?) would enter the company compound early. Charlie would find or be presented with issues by frontline employees, supervisors and managers. He would respond by giving orders and sending employees off on errands and tasks. Then calm, cool and collected Julia would arrive, encountering directions contrary to the ones set the night before. The employees and supervisors were left in a quandary on what to do. <br /><br />On one side was Julia and they had Charlie on the other side. The standoff would result in skirmishes that would continue until the prodigal son Norman appeared. At that point Norman would reproach and appease both Charlie and Julia. Time would be spent untangling everything and deciding what to do. This was a dysfunctional triangle. Productive work was not happening. It was all distracting and dramatic. <br /><br />During my years as a resource and coach for companies striving for high performance cultures I have now come across problematic transitions a number of times. It is one thing when the CEO and possibly still owner of the company at over the age of 70 still works in the company and adds value; it is quite another when he/she is no longer at their prime and off in their business judgment. On the one hand I want to be just like him/her when I am that age – healthy, hearty and engaged. However, as a resource and coach, I represent the wellbeing of a company. I need to judge when my client’s leaders are really adding value or not. <br />
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To be continued next week, stay tuned...<br />
<br />
<a href="http://cmiteamwork.com/Family-Business-Workshop.htm" target="_blank">More information about family business transitions >></a><br />
<br /><br /> Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-65009723886482403332014-05-27T00:30:00.000-05:002014-05-27T09:16:03.470-05:00It's All About the Duck<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQbetCcpK1bTJi-Fo48lYa96tGcOD_gCRfAvMUhUTQsh3CcL_8MUJWL9L05TAwvwUsDn4zB4UJrP6Bz8fLskaJOvL5eNxhQGjMhWZ43eLsOVq1Yfdo44DPdCVwW2nW6qaPeDb0SnZBov01/s1600/ducky.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhQbetCcpK1bTJi-Fo48lYa96tGcOD_gCRfAvMUhUTQsh3CcL_8MUJWL9L05TAwvwUsDn4zB4UJrP6Bz8fLskaJOvL5eNxhQGjMhWZ43eLsOVq1Yfdo44DPdCVwW2nW6qaPeDb0SnZBov01/s1600/ducky.jpg" height="254" width="320" /></a></div>
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This article opens with Ernie’s song from Sesame Street. It goes like this:</div>
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“Rubber Ducky, you're the one,</div>
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You make bath time lots of fun,</div>
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Rubber Ducky, I'm awfully fond of you</div>
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(Woh woh, bee do!)…”</div>
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I love them. So small and cute…… Let’s see there is the blue one with the green hair – I think that is punk duck. There is the one dressed like a cardinal - that is certainly pope duck. There is just one that looks like a yellow duck – that is regular duck. Then there is the one that looks like a penguin with the red hat and green scarf - Black duck. Then the newest one is coming out of a cup cake - could that be happy duck?????? Must be. So you see these ducks run the gambit of representing the world as we know it. </div>
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These are my travel companions - my little duckies. They live in my shaving kit. Whenever I see them my heart sings and I am happy. </div>
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Where did these rubber duckies come from? No, I did not steal them from my granddaughter Sienna. Their origin – hospitality gifts from the Hampton Inn in Eau Claire Wisconsin. </div>
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I look forward to staying at this Hampton Inn in Eau Claire Wisconsin because I get a new duck every time I visit…..it is a special something that costs nothing and really delights me. Who knew that a bald 61 year old man could be brought to their knees by a duck?</div>
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During one visit, I asked the extremely vivacious twenty something hotel attendant “what’s up with the ducks?” I actually put my hands on the service counter, leaned over and said “yeah really what is up with those ducks. She did not miss a beat, “It started with a wedding. The bride and groom got the ducks for all the people staying at the hotel. The guests raved about them. Ever since then we leave a duck in the bathroom to wait for the new arriving guest.” This only happens at this Hampton Inn. It is an act of god. Yikes, who knew that such a cheap chatzke would turn me into a loyal customer and raving fan? </div>
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This raises the question, what is your company’s duck? What aspect of customer service delights the customer and excites them? Perhaps it is telling jokes and rolling toilet paper down the aisle on a Southwest Airlines’ flight; The piano playing in the basement at Nordstrom’s; How about everyone getting a box of milk duds at Petersons in the Chicago loop by the wizened and old maître d? Or the old standby, yelling and crass waits staff at Ed Divebeck's and Dick's on the docks. Not to mention getting handed water by the doorman at a posh hotel bordering central park after a sweaty run. Then there was the van that stopped at a San Diego resort only to offer me water to support another sweaty run. Can anyone say $99 AppleCare?<br />
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All of these things are economical business expenses (except for the piano playing at Nordstrom’s). Again what is your company’s duck? Don’t duck this question. My humor quacks me up, really. Is it quacking you up yet? At my company, CMI, our duck is following up after every business interaction with a phone call asking for feedback. Our customers like this. Also all notes taken during the session are typed up and sent with an inspiring letter by yours truly to our clients. Our customers also like this. On behalf of our clients we donate money to a worthy cause at Xmas, also if my phone rings out loud during a session I will donate $100 to somebodies charity of choice. Our customers also like these. Again all these initiatives are relatively simple, inexpensive and engender customer loyalty. </div>
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Here are some guidelines for creating a duck for your customer service strategy:</div>
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<li>Make it simple</li>
<li>Make it cheap</li>
<li>Make it unique and indicative of your company’s culture</li>
<li>Make it something that customers will adore</li>
<li>Make it easy for the staff to carry through</li>
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So there you have it, a simply ducky response to making you and your customer service strategy accessible to someone who is important to you: your customer. Quack on……</div>
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Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com1tag:blogger.com,1999:blog-5633015865018037764.post-69382144435620390472014-05-20T02:00:00.000-05:002014-05-20T02:00:01.725-05:00KeyneLink Case Study<div class="separator" style="clear: both; text-align: center;">
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Curran Contracting is one of the largest regional asphalt paving companies in Illinois. The company manages several plants in Northwest Illinois. The company employs over 250 staff members. Curran Contracting has been owned by the Curran Family for 4 generations with the 5th generation just starting to come on board. <br />
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Prior to using KeyneLink, Curran Contracting’s strategic planning process yielded good ideas and intent but lacked a way to implement the strategic plan. Rick Noe, CEO of Curran Contracting, needed a way for the senior leadership to communicate to the rest of the staff about tying together responsibility and performance to insure development and implementation of the plan. <br />
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In 2008, Bruce Hodes, President of CMI, introduced Curran Contracting to KeyneLink. Curran Contracting decided to use Keynelink as a tool to insure that employee performance was tied to our strategic goals and objectives. Some employees were skeptical of the process in the beginning but became loyal users over the years. The younger employees loved the process from the start and now feel more connected to company performance. <br />
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KeyneLink helped Curran Contracting link the strategic plan to individual performance through proper goals setting and measurements along with more regular discussions of performance. When asked what the best feature of KeyneLink was, Rick Noe, CEO of Curran contracting responded “KeyneLink has helped me schedule more regular, meaningful conversations with people about their performance on the most key aspects of their role in the company.” <br />
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Over the past 4 years, CMI has worked closely with Curran Contracting to insure understanding and use of the system. Noe says, “Bruce and his staff help make it a reality and not just a concept.” From working with individuals on basic concepts such as defining primary job responsibilities to working with upper management on complex system reports, CMI has been there to develop, train and assist with the use of the process. <br />
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<a href="http://cmiteamwork.com/testimonials.htm" target="_blank">Read more case studies >></a>Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-74031119544197968742014-05-13T00:00:00.000-05:002014-05-13T09:32:11.682-05:00Bridging the Gap Between Strategy and Execution<!--[if !mso]>
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<w:LsdException Locked="false" Priority="10" QFormat="true" Name="Title"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Closing"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Signature"/>
<w:LsdException Locked="false" Priority="1" SemiHidden="true"
UnhideWhenUsed="true" Name="Default Paragraph Font"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text Indent"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="List Continue"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="List Continue 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="List Continue 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="List Continue 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="List Continue 5"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Message Header"/>
<w:LsdException Locked="false" Priority="11" QFormat="true" Name="Subtitle"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Salutation"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Date"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text First Indent"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text First Indent 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Note Heading"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text Indent 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text Indent 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Block Text"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Hyperlink"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="FollowedHyperlink"/>
<w:LsdException Locked="false" Priority="22" QFormat="true" Name="Strong"/>
<w:LsdException Locked="false" Priority="20" QFormat="true" Name="Emphasis"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Document Map"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Plain Text"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="E-mail Signature"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Top of Form"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Bottom of Form"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Normal (Web)"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Acronym"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Address"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Cite"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Code"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Definition"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Keyboard"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Preformatted"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Sample"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Typewriter"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Variable"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Normal Table"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="annotation subject"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="No List"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Outline List 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Outline List 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Outline List 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Simple 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Simple 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Simple 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Classic 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Classic 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Classic 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Classic 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Colorful 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Colorful 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Colorful 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 5"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 5"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 6"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 7"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 8"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 5"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 6"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 7"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 8"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table 3D effects 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table 3D effects 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table 3D effects 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Contemporary"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Elegant"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Professional"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Subtle 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Subtle 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Web 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Web 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Web 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Balloon Text"/>
<w:LsdException Locked="false" Priority="39" Name="Table Grid"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Theme"/>
<w:LsdException Locked="false" SemiHidden="true" Name="Placeholder Text"/>
<w:LsdException Locked="false" Priority="1" QFormat="true" Name="No Spacing"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading"/>
<w:LsdException Locked="false" Priority="61" Name="Light List"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 1"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 1"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 1"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 1"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 1"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 1"/>
<w:LsdException Locked="false" SemiHidden="true" Name="Revision"/>
<w:LsdException Locked="false" Priority="34" QFormat="true"
Name="List Paragraph"/>
<w:LsdException Locked="false" Priority="29" QFormat="true" Name="Quote"/>
<w:LsdException Locked="false" Priority="30" QFormat="true"
Name="Intense Quote"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 1"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 1"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 1"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 1"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 1"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 1"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 1"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 1"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 2"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 2"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 2"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 2"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 2"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 2"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 2"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 2"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 2"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 2"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 2"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 2"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 2"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 2"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 3"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 3"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 3"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 3"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 3"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 3"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 3"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 3"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 3"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 3"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 3"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 3"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 3"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 3"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 4"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 4"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 4"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 4"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 4"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 4"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 4"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 4"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 4"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 4"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 4"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 4"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 4"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 4"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 5"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 5"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 5"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 5"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 5"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 5"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 5"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 5"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 5"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 5"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 5"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 5"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 5"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 5"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 6"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 6"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 6"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 6"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 6"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 6"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 6"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 6"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 6"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 6"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 6"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 6"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 6"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 6"/>
<w:LsdException Locked="false" Priority="19" QFormat="true"
Name="Subtle Emphasis"/>
<w:LsdException Locked="false" Priority="21" QFormat="true"
Name="Intense Emphasis"/>
<w:LsdException Locked="false" Priority="31" QFormat="true"
Name="Subtle Reference"/>
<w:LsdException Locked="false" Priority="32" QFormat="true"
Name="Intense Reference"/>
<w:LsdException Locked="false" Priority="33" QFormat="true" Name="Book Title"/>
<w:LsdException Locked="false" Priority="37" SemiHidden="true"
UnhideWhenUsed="true" Name="Bibliography"/>
<w:LsdException Locked="false" Priority="39" SemiHidden="true"
UnhideWhenUsed="true" QFormat="true" Name="TOC Heading"/>
<w:LsdException Locked="false" Priority="41" Name="Plain Table 1"/>
<w:LsdException Locked="false" Priority="42" Name="Plain Table 2"/>
<w:LsdException Locked="false" Priority="43" Name="Plain Table 3"/>
<w:LsdException Locked="false" Priority="44" Name="Plain Table 4"/>
<w:LsdException Locked="false" Priority="45" Name="Plain Table 5"/>
<w:LsdException Locked="false" Priority="40" Name="Grid Table Light"/>
<w:LsdException Locked="false" Priority="46" Name="Grid Table 1 Light"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark"/>
<w:LsdException Locked="false" Priority="51" Name="Grid Table 6 Colorful"/>
<w:LsdException Locked="false" Priority="52" Name="Grid Table 7 Colorful"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 1"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 1"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 1"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 1"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 1"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 2"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 2"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 2"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 2"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 2"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 2"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 2"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 3"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 3"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 3"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 3"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 3"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 3"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 3"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 4"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 4"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 4"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 4"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 4"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 4"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 4"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 5"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 5"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 5"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 5"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 5"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 5"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 5"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 6"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 6"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 6"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 6"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 6"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 6"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 6"/>
<w:LsdException Locked="false" Priority="46" Name="List Table 1 Light"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4"/>
<w:LsdException Locked="false" Priority="50" Name="List Table 5 Dark"/>
<w:LsdException Locked="false" Priority="51" Name="List Table 6 Colorful"/>
<w:LsdException Locked="false" Priority="52" Name="List Table 7 Colorful"/>
<w:LsdException Locked="false" Priority="46"
Name="List Table 1 Light Accent 1"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2 Accent 1"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3 Accent 1"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4 Accent 1"/>
<w:LsdException Locked="false" Priority="50" Name="List Table 5 Dark Accent 1"/>
<w:LsdException Locked="false" Priority="51"
Name="List Table 6 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="52"
Name="List Table 7 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="46"
Name="List Table 1 Light Accent 2"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2 Accent 2"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3 Accent 2"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4 Accent 2"/>
<w:LsdException Locked="false" Priority="50" Name="List Table 5 Dark Accent 2"/>
<w:LsdException Locked="false" Priority="51"
Name="List Table 6 Colorful Accent 2"/>
<w:LsdException Locked="false" Priority="52"
Name="List Table 7 Colorful Accent 2"/>
<w:LsdException Locked="false" Priority="46"
Name="List Table 1 Light Accent 3"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2 Accent 3"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3 Accent 3"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4 Accent 3"/>
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</o:shapelayout></xml><![endif]-->One of the most puzzling business quandaries facing today's leaders is turning the company's strategy into actions that create desired results. As a business leader striving for action ask yourself the following questions:<br />
<br />
1. How do you ensure follow through and implementation of the strategic plan? <br />
2. How do you find time to coach your direct reports? <br />
3. How do you make core values relevant to daily employee behavior? <br />
4. How can the annual appraisal process be meaningful and respected? <br />
<br />
<a href="http://cmiteamwork.com/" target="_blank">CMI</a> advocates using the <a href="http://cmiteamwork.com/KeyneLink.htm" target="_blank">Keyne Method</a>; a revolutionary strategy execution management
system. Part process, part software, and part road map, the <a href="http://cmiteamwork.com/KeyneLink.htm" target="_blank">Keyne Method</a>
puts your company's strategic plan in action and bridge the gap between
strategy and execution by: <br />
<br />
1. Increasing the frequency of communication and performance feedback between employees and managers <br />
2. Creating ownership and clarification of job responsibilities<br />
3. Setting goals with measurement criteria that are linked to the strategic plan<br />
4. Tracking progress towards goals, initiatives and strategic plans through graphic, customizable reports<br />
<br />
Next week we will highlight a case study - stay tuned! <br />
<br />
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Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-58440180330143050662014-04-29T15:04:00.000-05:002014-04-29T15:04:00.674-05:00MBX Case Study Part 3<span style="font-size: large;">Time for a Change </span><br />
The
MBX family has had a positive reaction to Bruce and CMI. MBX’s Chief
Operating Officer, Jill Bellak comments, “Sometimes everyone dreads the
sessions because we all get so busy with what we’re doing that our
schedules seem too full. However, once the meeting begins, we cover
many issues and leave with a sense of accomplishment. Every time we meet
with Bruce, we never fail to make a connection.” Formella adds, “Our
Leadership Group reacts very positively. The huddles and planning
sessions gets others engaged and fosters an ambiance of openness. Bruce
has helped to boost morale and put together a structure.” Bruce
challenges team members to talk to each other openly, directly and
constructively. This type of work creates a connection between team
members and causes them to improve their work relationships. <br />
<br />
Since
CMI began working with MBX in 1999, Crowley states that improvements
have been made “everywhere” in the company. “There were things that
were easier to fix in the beginning like goals and objectives. As we
improved throughout the years, the struggles we faced were more
difficult and complex.” MBX has made substantial changes in their
planning process, discipline, goals, and overall focus. MBX has been
pleased to recommend CMI to other companies. Crowley says, “I have
recommended CMI to other companies many times…simply because it has
worked for us!” <br />
<br />
Today, MBX Systems meets with CMI 8-9 times a
year to make continuous advancements. The company remains committed to
operational excellence and superior customer service. While staying busy
converting software, they persistently continue to convert themselves
into being a high performance company.<br />
<br />
<a href="http://cmiteamwork.com/testimonials.htm" target="_blank">Read more Case Studies >> </a>Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-79423130502780009432014-04-22T02:00:00.000-05:002014-04-22T02:00:02.896-05:00MBX Case Study Part 2<span style="font-size: large;">Crucial Issues at MBX </span><br />
<div class="separator" style="clear: both; text-align: center;">
<span style="font-size: large;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjCLuwc_P-IVCEH55dOQFg5JCc8h4HIRbhspEuWOFm-vM1bL8-tXyCruPtfduj-TAbXopvkbqR8t0H7zIQ28MnJOgjQWUURyahuexTuut6M-p6N5GnkbIp7c1LjJ3kHHJwvmkN9MG0I-DID/s1600/mbx-systems.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjCLuwc_P-IVCEH55dOQFg5JCc8h4HIRbhspEuWOFm-vM1bL8-tXyCruPtfduj-TAbXopvkbqR8t0H7zIQ28MnJOgjQWUURyahuexTuut6M-p6N5GnkbIp7c1LjJ3kHHJwvmkN9MG0I-DID/s1600/mbx-systems.png" height="100" width="200" /></a></span></div>
<br />
The three critical
issues that hampered MBX’s progress were lack of goals, staffing and
adequate communication. First, the company struggled to develop goals
and objectives. The management style was based on experience and
instinct. They operated without the aid of any useful instruments and
had no real accountability and direction. Second, there were
unsatisfactory staffing procedures. There were no values utilized in
hiring and recruiting. This allowed for poor hiring practices, high rate
of turnover and overall lack of teamwork. Lastly, the CEO lacked
necessary leadership skills. This lack of leadership created challenges
for the future and left the Leadership Team with an uncertainty about
the direction the company was headed. <br />
<br />
<span style="font-size: large;">Getting Started </span><br />
Bruce
met with the Executive Management Team and Core Leadership Group to
begin “Breakthrough Business Planning”, commonly referred to as
“huddles.” The Leadership Team met to discuss every significant issue
plaguing the company-goals, objectives, vision, values, hiring,
management structure, employee development, team building and operational
successes and failures. They also participated in what CMI calls,
“stupid games.” These games are a simulation of the workplace and are
designed to provide a learning experience. They show companies how
things operate “back at the ranch” and guide employees on how to improve
communication and teamwork. The Leadership Team took a firm grasp onto
these issues. Justin Formella, Web & IT Director, certainly
appreciated the intervention. “This approach has been instrumental in
changing our thought process to everyday problems and issues. The
collaboration helped to create a team atmosphere that was otherwise not
present.” <br />
<br />
In addition to the strategies, conversations and
games, the deliberate and constant activities and follow up meetings all
contributed to strengthening MBX. “These activities insure that we are
paying attention and moving forward toward our strategic goals,” says
Tom Crowley.<br />
<br />
<a href="http://cmiteamwork.com/testimonials.htm" target="_blank">Read more case studies >> </a>Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-65718792033008648752014-04-15T02:00:00.000-05:002014-04-15T02:00:04.545-05:00MBX Case Study Part 1<br />
<div class="separator" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em; text-align: center;">
<img alt="MBX logo" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEifXSKdFL5ZFPAXtlJGTYAu9jH9V504iI1UkKX4h8LII5ZV36hOiXyLJQkM2_ceynK1d1uQmoI6s-Lev6-CS71U_J9DEDEw8j4d1ERxqlF8Q7HMYU7xTOA1_xbJwIR1xCLs3X0vQmZ4_IsO/s1600/mbx-systems.png" title="MBX logo" /></div>
<br />
<span style="font-size: large;">In the Beginning </span><br />
Once a small company, MBX Systems has come a long way. The company opened its doors in 1995 as “Drive Express.” The firm quickly expanded business, changed the name to “Drive and Motherboard Express,” then shortened it again a year later to “Motherboard Express.” After continued and steady growth, the company settled on the name MBX Systems. Located in Wauconda, Illinois, MBX Systems has established itself as the leader in software conversion for video on demand, firewall, spam filtering, network management and other applications to the appliance market. <br />
<br />
Like many successful companies, MBX encountered roadblocks, mostly fueled by growth. The corporation had various issues including lack of teamwork, flat growth, little organizational structure, a lack of business values, and no formal planning process. These issues prompted the company to examine its condition. Thankfully, MBX was referred to CMI. Tom Crowley, the founder and CEO of MBX, learned about CMI through a friend and client of CMI. “My friend, Leo Sheridan and I were talking about our businesses and he asked me about my goals and objectives. When I gave him a blank stare, he gave me Bruce’s contact information and said that it was probably a good idea that I call him.” Tom accepted. <br />
<br />
CMI stepped into the world of MBX in 1999. Tom spoke with Bruce Hodes, CEO and founder of CMI, and had an initial interview to determine needs. Tom recalls, “Bruce asked many hard questions to gauge where we were. As uncomfortable as it was, I knew that I needed this type of direction and coaching.” Though the early stages of the process were challenging, MBX was committed to their purpose, “to offer a buying experience for the customer and a work experience to employees that is engaging and fulfilling and to practice humility, generosity and service to others.” By working with Bruce Hodes and CMI, the team hoped to exhibit operational excellence, superior customer service and stand behind their name as a great company. <br />
<a href="http://cmiteamwork.com/testimonials.htm" target="_blank"><br /></a>
<a href="http://cmiteamwork.com/testimonials.htm" target="_blank">Read more case studies >></a><br />
<br />Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-29312156723629367462014-04-10T02:00:00.000-05:002014-04-10T02:00:02.090-05:00CMI's Loyal CustomersCMI strives to create Raving Fan customers through excellent customer service, quick response time, and quality programs. Over the next couple months we will highlight some of our client's <a href="http://cmiteamwork.com/testimonials.htm" target="_blank">testimonials and case studies</a>. Feel free to leave comments below; we look forward to hearing from you!Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com1tag:blogger.com,1999:blog-5633015865018037764.post-29979528938029359562014-04-08T02:00:00.000-05:002014-04-08T02:00:00.892-05:00Green On!<div class="separator" style="clear: both; text-align: center;">
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I strongly encourage your organization to adopt a direction towards sustainability. This is not a political statement but one that reflects the reality of the times. Of course, there needs to be authenticity. Just saying you are sustainable by your attempts to recycle is not sufficient. If there is not sincerity in the actions your company takes, customers will see this for what it is: an attempt to take advantage of the latest fad. By the same token, you do not need to be perfect. This is a new direction for mainstream businesses, and there will be mistakes and false starts. The payoff for attempting to create a net zero environmental impact is worth it.<br /><br />For example, a client of ours recently installed solar panels on its roof. The electricity generated will not be much—maybe enough to power their offices. They are in the Midwest, after all, which is known for long overcast winters. These solar panels, however, look impressive and have great buzz value. Supporting the solar industry also creates a feel-good value for the company. Five years ago, solar panels were not recommended for Chicago, but now, after dramatic improvements in price and function, they make sense. The panels will pay themselves off in ten years.<br /><br />Make this year your “green” year. Consider your options in manufacturing, packaging, and recycling products. Think about the savings you can achieve from a green facility. Research government grants and funding available for sustainability initiatives. Look to see where, by cutting costs and differentiating your products, you can make green from green. When your customers see the value that your environmental actions have for them and their world, they will embrace your company with new vigor.<br /><br />Green on!<br />
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<a href="http://www.cmiteamwork.com/" target="_blank">Learn more about CMI >></a><br /><br />Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-62230273790926797832014-04-01T02:00:00.000-05:002014-04-01T02:00:01.207-05:00What's the Future Worth?<div class="separator" style="clear: both; text-align: center;">
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The million-dollar question is this: what, from a business perspective, is being green worth? Will customers be attracted to environmentalism and pay for it?<br /><br />I have watched leadership groups gasp in horror at the thought of being seen as “tree huggers.” As a recovering hippie who listens to Rush Limbaugh, I don’t think being a tree hugger is such bad a thing. But for some executives, this connotation apparently carries horrific implications—might they be turning into … hippies? Is it the possibility of taking drugs and wearing tie-dyed shirts that scares them? Is it that they think listening to the Grateful Dead is mandatory?<br /><br />In fact, this is a generational issue. Executives in their 50s and 60s are environmentally sympathetic; we all want fresh air and clean water. However, this age group tends to have parameters around how far they will allow their companies to go toward sustainability. Meanwhile, employees in their 20s and 30s—whom I will affectionately call “Enviro-Fanatics”—find great excitement in environmental development. They are passionate about moving sustainability initiatives forward and tend to be extremely motivated by making a difference. This generation perceives that it has more at stake in the environment and the future.<br /><br />If an organization goes in a sustainable direction, it can build employee loyalty as well as public goodwill. If you are looking at whom to put in charge of researching environmental initiatives, it is the younger group. They will find the options and possibilities. The older set of business managers and executives will think it through and implement, and the younger set will do the passionate heav y lifting. Both will lead the business into the green Promised Land.<br /><br />Again, as sustainability becomes more acceptable, being committed to it also becomes more acceptable. Add in that this sustainability stuff can be a differentiator for your products and services and allow you to sell more, and you have a really interesting opportunity.<br /><br /><a href="http://www.cmiteamwork.com/" target="_blank">Get more tips from CMI >></a>Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-21697011238345040212014-03-25T02:00:00.000-05:002014-03-25T02:00:05.734-05:00The Possibilities are Endless<div class="separator" style="clear: both; text-align: center;">
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Two of our clients have earned the position of being the environmental leaders of their industries. They were not particularly looking for this distinction; it was thrust upon them by the inertia of their industry and competition. It helped that they were proactive and up to date with the best environmental practices.<br /><br />When one of these clients, an asphalt contracting company, modernized its existing facility, the organization paved the parking lot with water permeable asphalt. Because water runs through the pavement, there is no need for drainage, sewers, or a retention pond. With permeable pavement no additional land is needed for runoff and drainage from the parking lot. Additionally, the company does not need to deal with pollutants that collect in retention pond water. Adding permeable asphalt was only one of the changes that contributed to the company becoming certified by LEED (Leadership in Energy and Environmental Design).<br /><br />Now, if you only consider what it costs to pave the parking lot with water permeable pavement, in the short term it’s more expensive to pave with this material. However, when you factor in that you no longer have to build a retention pond and incorporate a complicated drainage system, paving this way is less expensive in the long run. In addition, the project comes without the environmental damage and complications that come from building a retention pond and other supportive drainage.<br /><br />Additionally, this asphalt company has given numerous presentations to the Illinois Tollway Authority and recently won a project because of its knowledge and expertise on permeable and green asphalt mixes.<br /><br />Will municipalities and counties follow the same lead? Is state and federal spending friendly to this kind of thought? The answer to these questions is yes. It is no longer a question of “if.” It is now simply a question of when. The concept of making green from green is coming into its own.<br /><br />Another client of mine that embraces sustainability provides commercial and industrial laundry services. The company modernized its facility in the middle of Chicago’s west side. This state-of-the-art facility uses recycled water in its cleaning process. Heat from the washers is captured and used to clean clothes, and non-polluting chemicals are used by the electrically efficient washers. The benefits included saving 50,000 therms of natural gas, 5.5 million gallons of water, 3,000 gallons of chemicals and lower operating costs. This plant is an example of a green solution.<br /><br />The new plant gives the organization environmental leadership status. Lots of prospective customers have been on plant tours, and its positive environmental impact on Chicago has been a selling point. In fact, an entire marketing campaign highlights this sustainable direction. These efforts have improved customer relationships and contribute to the bottom line.<br />
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<a href="http://cmiteamwork.com/testimonials.htm" target="_blank">Learn more about CMI's clients >></a><br /><br />Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-1620073691614193722014-03-20T02:00:00.000-05:002014-03-20T02:00:05.036-05:00Make Green from Being Green<div class="separator" style="clear: both; text-align: center;">
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In honor of earth day on April 22, our next blog series will feature some tips for creating more sustainable business practices. Let’s start this series of posts with a disclaimer: I do not consider myself an expert in sustainability. However, I probably know enough to be dangerous. <br /><br />In my view, sustainable business practices means your business is conducted in such a way that it can exist without being environmentally destructive. At the very least, environmental neutrality is what your company wants to achieve. An even better aspiration is to positively impact the environment. <br /><br />There are dozens, hundreds of ideas, large and small, that organizations can implement to positively impact the environment. Additionally, your company can make money as you create a green reason for customers to buy from your organization. When real dollars can be made from environmentalism, then environmentalism is good for you and good for business. This epitomizes “making green from green.”<br />
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<a href="http://www.cmiteamwork.com/" target="_blank">Learn more about CMI >></a><br /><br />Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-82849863105249069232014-03-11T00:00:00.000-05:002014-03-11T09:22:45.967-05:00Benefits<div class="separator" style="clear: both; text-align: center;">
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Progress meetings have endless benefits. First managers get to acknowledge what is working and what is not working given the employees performance agreement. The truth will set you free; it may cause upset but dealing with the situation whatever it is usually is the most powerful outcome.</div>
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Secondly if there are updates and changes that need to be made to the employees goals and accountabilities it is easy to do right in the meeting especially utilizing the <a href="http://www.cmiteamwork.com/KeyneLink.htm" target="_blank">KeyneLink software</a>. Business conditions are always changing;<a href="http://www.cmiteamwork.com/KeyneLink.htm" target="_blank"> KeyneLink</a> makes it easy to make changes in real time. </div>
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Finally the meeting allows participants understand each other’s perspectives. If the manager and employee have differing views, the performance meeting allows them to communicate and hopefully align. If not then manager and employee at least understand each other and are in communication. </div>
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For a great progress meeting, one does need to be a bit proactive. The following are some tips to ensure a quality outcome:</div>
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<li>Treat the progress meeting seriously and believe it will make a difference.</li>
<li>Remember that the meeting is about coaching and development and it is not an appraisal meeting.</li>
<li>Treat the progress meeting as if you are an athlete meeting with their coach: the game is active and the outcome is uncertain. The conversation that you are having matters.</li>
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To ensure that everyone hates the progress meetings do the following:</div>
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<li>Believe that the meeting is not going to make a difference and that you have better things to do with your time.</li>
<li>Treat the progress meeting like an appraisal meeting with the employee sitting there passively getting judged and appraised by the manager. </li>
<li>Cancel the appointment over and over again.</li>
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Formal conversations between employees and managers that follow the progress meeting format are essential to good coaching and development. This is the bottom line and end of story. When meetings do not occur you can forget about getting any value from coaching and development. Progress meetings are the keys to the kingdom.</div>
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So there you have it, everything you wanted to know about progress meetings and then some now go set up a system where you can have progress meetings that are Keyne with your employees. Progress on……..</div>
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<a href="http://www.cmiteamwork.com/KeyneLink.htm" target="_blank">More information >></a></div>
Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0tag:blogger.com,1999:blog-5633015865018037764.post-76559254358593394322014-03-04T00:00:00.000-06:002014-03-04T00:00:04.077-06:00Success Stories<div class="separator" style="clear: both; text-align: center;">
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My clients repeatedly express that progress meetings are powerful and useful. Jaime, CEO of a large regional road construction company, reflected, “progress meetings force me to have the conversations that I have needed to have and been avoiding.” Ralph, CEO, and Suzanne, Executive VP of a National Staffing Company, feel similarly. “Our culture tends to avoid conflict. We find that the progress meeting format causes straight talk, getting hot topics on the table and allows us to get our hands around issues and create next steps”. In all of these cases individual performances has improved.<br />
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<a href="http://www.cmiteamwork.com/KeyneLink.htm" target="_blank">Read more success stories >></a><br />
<br />Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com1tag:blogger.com,1999:blog-5633015865018037764.post-78811231283161627682014-02-25T00:00:00.000-06:002014-02-25T00:00:04.954-06:00Clarification<div class="separator" style="clear: both; text-align: center;">
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If you are still confused, the following is an analogy for a progress meeting. Progress meeting are similar to a coach’s meeting with his/her athlete during practice. In my younger years I competed in riding competitions. These events are timed and each round gets more difficult so getting through the course quickly and with the fewest mistakes is critical. This was serious business... My coach and I would meet prior to the event to create a plan based on the type of obstacles and the horse I was riding. After each round we would meet again to assess my status, the horse’s status and the course. We would revise our plan based on the current situation to improve our time and win the event.<br /> <br />I was committed to winning by executing the plan that the coach and I had designed. The coach was committed to winning despite not riding the horse. He was watching and had a different perspective. He also had a lot of knowledge and experience. I never did figure out what the horse was up to. In this sense, these meetings were like a progress meeting; the employee is committed to making progress and executing on their goals. The manager has aligned with the goals and accountabilities of the employee and certainly has a perspective of what is getting accomplished.<br /><br />These meetings with my coach, which the horse attended sometimes, were an opportunity to share perspectives and assess with real data where we were given our goal of winning. This is just like the conversation that takes place between managers and employees during progress meetings using the Keyne Method. Right after our meeting I got back on the horse and we went back into the arena and started jumping. That is the essence of a progress meeting between manager and employee. I do recommend that you do not actually go jump in the work place after a progress meeting – you may feel like it however - I recommend against it. <br />
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<a href="http://www.cmiteamwork.com/KeyneLink.htm" target="_blank">Learn more about Progress Meetings and the Keyne Method >></a><br /><br />Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com1tag:blogger.com,1999:blog-5633015865018037764.post-59619033767171627992014-02-18T00:00:00.000-06:002014-02-18T00:00:00.871-06:00Progress Meetings Defined<div class="separator" style="clear: both; text-align: center;">
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The progress meeting is not an after the fact appraisal meeting. No one is being judged or appraised. It is a proactive coaching meeting designed to produce feedback, conversation, next steps and alignment. It is designed to give power and support not to give judgment and assessment.<br />
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As a precursor to progress meetings, employees and managers work together to build a performance agreement based on the employees accountabilities and goals of the employee. Progress meetings are 30 minute meeting every two months to discuss the progress being made towards demonstrating the company values, fulfilling job accountabilities, achievement of goals.<br />
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For progress meetings, typically I wear my Sundays finest – kidding – usually I am in just shorts and sandals – kidding again. Dress how you typically dress. Certainly face to face meetings are the best. I like meeting at a coffee shop or restaurant; however, the phone and screen sharing/web conferencing work.<br />
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The rest of the progress meeting is a gap analysis between the manager’s and employee’s perceptions of the employee’s job accountabilities, demonstration of the corporate values, and the status of his/her goals. During the meeting, the employee and manager trade views. The meeting is about listening and reflecting. I have participated in this process as both employee and manager and in my opinion listening to the view and scores of the other is the best part. The meeting also lays out a great process from which to hold conversations about performance.<br />
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<a href="http://www.cmiteamwork.com/KeyneLink.htm" target="_blank">Learn more about progress meetings >></a><br />
<br />Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com2tag:blogger.com,1999:blog-5633015865018037764.post-54289555278323831422014-02-11T00:00:00.000-06:002014-02-11T00:00:03.464-06:00Types of MeetingsMany different meetings occur in business between managers and employees. The most typical meetings can be categorized firefighting meetings. Firefighting meetings occur on an ad hoc basis to solve specific problems such as: 1. Customer X did not get the right product; 2. Machine number 6 is not functioning properly; etc. The purpose of these meetings is simply to resolve issues. Issues discussed are hot topics that need to be resolved immediately. A progress meeting is not this kind of firefighting meeting.<br />
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Another type of meeting is a departmental meeting. In this type of meeting participants shuffle into a conference room and sit around. Someone speaks and updates on various issues. Frequently, people’s attention wanders off and they do not pay attention. They might look like they do but they actually are not and may well be texting and the like. At the end of the meeting everyone shuffles out of the conference room and scurry off to their next meeting. This process repeats. A progress meeting is not that kind of meeting.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEipScCKFJaNpFv1Z-nJj3WI0GtMkgZ591DVsMu0hqQD8gujJNjhyRvTnFOO-uzxERAnRWQM8mFyJQ8NXq6Bcd5yOhow2HU_EidnL5vnjw_4fQjNWxk61jmBeb66yMnYbNO4xvKAE_xzsiNx/s1600/appraisal.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEipScCKFJaNpFv1Z-nJj3WI0GtMkgZ591DVsMu0hqQD8gujJNjhyRvTnFOO-uzxERAnRWQM8mFyJQ8NXq6Bcd5yOhow2HU_EidnL5vnjw_4fQjNWxk61jmBeb66yMnYbNO4xvKAE_xzsiNx/s1600/appraisal.jpg" /></a></div>
Then there is the yearly appraisal process with associated meetings. This is least celebrated and underappreciated type of meeting that goes on in organizations. In fact in most organizations it is downright hated. Typically this meeting occurs at the end of the year. It entails the manager evaluating the employee’s accomplishments and skill development. This process turns into a bureaucratic chore pushed by HR so that they can update their records. Most of the time the employees’ goals were not tracked or discussed during the year thus the appraisal is often incomplete and inaccurate. The yearly appraisal becomes an exercise which corporate citizens participate in without a lot of enthusiasm or energy.<br />
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<a href="http://www.cmiteamwork.com/KeyneLink.htm" target="_blank">Learn more about progress meetings >></a>Bruce Hodes and CMIhttp://www.blogger.com/profile/14872718068259628607noreply@blogger.com0