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| An Investment In Your Leaders and Employees. “If you are in a position of leadership and do not consider equipping, developing and improving your team as a major part of WHY you do what you do, I have a suggestion. Do whatever it takes to change your thought process. You will NEVER be a truly effective leader and create a culture that you are "For" your team. You will be viewed as "Against Them" or "For Yourself". Sorry to be so blunt but Unwilling To Settle is NOT a Fluff Factory. A layoff or business closing due to poor leadership is blunt also.” – Greg Gilbert "What if? What if, as a result of your leadership team attending our full day, Five ALARMT™ course, you saw improvement in one or more of the following items; quality, productivity, attendance, safety, morale or revenue generation? If not ALARMT™, what are you currently providing that could provide this improvement? Something? Nothing? What if?" - Greg Gilbert “The dictionary is not the only place where “accountability” comes before “profitability” and “sustainability”. It occurs in that order every single day in business and life. The most profitable and sustainable accountability is Personal Accountability.” – Greg Gilbert “Greg Gilbert is a man on a mission who will help you exceed your expectations.” - Willie Jolley-CPAE Speaker Hall of Fame Member. |
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General > Top Ten Reasons to Choose ALARMT!
1. The only thing that will improve your management team between now and the next 1-3-5 years are the books they read, the educational CD's or DVD's they listen to or watch, the people they associate with or the courses they attend. Invest in their success, choose ALARMT.
2. The no travel benefit of online training with the advantage of instructor interaction and group participation. Training can be conducted on-site or at a facility of your choice. 3. As my leader, are you For Me, Against Me or For Yourself? Investing in their success is a great indicator that you are "For Them". 4. We are sick of losing jobs. Do not lose them due to inefficiencies such as poor quality, quantity, safety, attendance and revenue generation that go unaddressed. Businesses MUST be sustainable. The principles covered in ALARMT are not on trial. If implemented, improvement is certain. 5. There is no risk. If an attendee does not benefit from our material and states that "I knew all of that", we will not invoice you for that attendee. 6. The unnatural and uncomfortable process of Courageous Conversation with poor performers will become less emotional and more result focused. 7. "Keep on doing what you are doing and you will keep on getting what you are getting" is not true anymore. You get less today by doing what you did years ago because the bar has been raised. 8. ALARMT has the benefit of both equipping managers to do their job and personal development. We are like bananas. We are either ripening or rotting. Time does not stand still. 9. It gives you an opportunity to use your business to build people while people build your business. It is not a cost. It is an investment in your organization. 10. It's the right thing to do. No one should be just thrown in the "briar patch" with the instructions of "go forth and manage". Do your opinions seem to count? Does the mission/purpose of your company make you feel your job is important? Have you had opportunities at work to learn and grow? Five years ago, The Gallup Organization began creating a feedback system for employers that would identify and measure elements of worker engagement most tied to the bottom line--things such as sales growth, productivity and customer loyalty. After hundreds of focus groups and thousands of interviews with employees in a variety of industries, Gallup came up with the Q12, a 12-question survey that identifies strong feelings of employee engagement. Results from the survey show a strong correlation between high scores and superior job performance. Here are those 12 questions: • Do you know what is expected of you at work? • Do you have the materials and equipment you need to do your work right? • At work, do you have the opportunity to do what you do best every day? • In the last seven days, have you received recognition or praise for doing good work? • Does your supervisor, or someone at work, seem to care about you as a person? • Is there someone at work who encourages your development? • At work, do your opinions seem to count? • Does the mission/purpose of your company make you feel your job is important? • Are your associates (fellow employees) committed to doing quality work? • Do you have a best friend at work? • In the last six months, has someone at work talked to you about your progress? • In the last year, have you had opportunities at work to learn and grow? ALARMT™ can help with these questions. If you would like to have us do an on-site ALARMT Course at your location click HERE for a price quote. Fortunately, I've had good bosses and mentors throughout my career. Some of you are not as fortunate. Sometimes the best education you can get from a bad boss is you learn what NOT to do. I want to thank Michael Hyatt at www.MichaelHyatt.com for this blog post. Thirteen of these are his and I added two of my own. These are worth sharing and will be covered in ALARMT™. 1. Don't be responsive. Let their emails languish in your inbox. Don't return their voice mails in a timely fashion. Let them wait. Maybe they will solve the problem on their own or simply give up. That's how you really test them. 2. Cancel meetings at the last minute. This is especially effective if they have had to travel to the meeting or do a lot of preparation for the meeting. The preparation will be good training. 3. Reprimand them in front of their peers. This is even more dramatic if you can do it in front of their employees. Nothing quite says "I don't have confidence in you" like public ridicule. 4. Change your mind frequently. This works best if you can get everyone excited about moving in a new direction, get them to invest lots of time, energy, and, hopefully, money, and then suddenly change direction. This works best if you don't explain your rationale. Leave them guessing! 5. Don't bother stating your expectations. Instead, be vague. Go silent. Let them wonder. But then, when it comes time for their annual review, hold them accountable to specific goals. This way, no matter what they accomplished, you can make them feel like a failure. 6. Always ask for what they don't have with them. If they present a summary, say, "Where's the backup for this? You don't expect me to make a decision without the detail, do you?" If they present the detail, say, "Do you have a summary? You don't expect me to wade through all this detail, do you?" Either way, you keep them off balance. 7. Focus on superficial things rather than substance. For example, log how much time they actually spend at their desk or in the office rather than what they actually accomplish. Pay attention to their style and the way they dress. This is way more important than the quality of their work. Plus, they either have it or don't. 8. Assign them work, then micromanage the process. Don't be responsive to their needs (see #1 above), but insist that they keep you informed every step of the way. Second-guess their decisions. Challenge their thinking. Question every expense. Don't give them much rope. They should spend more time answering your inquiries than actually getting work done. 9. Do all the talking. You're the boss, right? That automatically means you are smarter, funnier, and more experienced. Listening is for sissies. Until they become your boss, they need to listen-and take notes. Most people would die for the chance to be your subordinate. 10. Never recognize your people. Take them for granted. After all, you are paying them to work for you. What else could they need? When they do a great job, quickly brush by it and give them a tougher assignment. Keep raising the bar. You don't want them to get "the big head." 11. Catch them doing something wrong. Be quick to acknowledge their mistakes. If you can do it in public, so much the better. If you do this often enough, you will wear them out. If they are not perpetually discouraged, you are not trying hard enough! 12. Communicate that you are the fount of all wisdom. The only valid ideas are your ideas. If you want their opinion, you'll give it to them. Find ways to explain why their ideas won't work. You are really doing them a favor by pointing this out-as often as you can. 13. Be moody. This is probably the most important tip I can give you. This keeps everyone off-balance. Sometimes, you should be charming. Other times, be angry. But never let them know why. Keep them wondering if it's them or something else. You want your people asking your assistant for a "weather report" before they meet with you. They should ask, "Is Jim in a good mood today?" You want to keep this unpredictable. This will give them just enough hope to stay in the game but ensure that they stay frustrated and dreading each meeting. 14. Get just enough information to determine what their course of action will be and then say this; "You're not going to ______________ are you?" The blank will be exactly what you think they did. You can also substitute "You didn't do ______________ did you?" These will do wonders for the lines of communication and should crush any small bit of spirit they had. 15. MBLA- Manage By Lurking Around! Look for employees doing something wrong. That's what they pay you to do anyway isn't it? There you have it. And if for some crazy reason you don't want to frustrate your employees, you can just invert these suggestions and do the opposite. Good luck! If you would like to have us do an on-site ALARMT Course at your location click HERE for a price quote. |
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