Welcome to AED Foundation's self-study course entitled Successfully Aligning Resources. We're honored that you've chosen to allocate one of the most precious resources you have with us, your time. Our goals for this self-study are simple but very challenging. It's to dedicate time for your personal development away from all the other demands you have during the business day. We want to help reinforce some things you already know but have not yet addressed. We want to potentially identify some blind spots, things that you're too close to and can't properly see, and most importantly, provide you with tools and techniques that can be immediately applied. The layout for the overall course is in each section, we'll look at some learning objectives, we'll talk about some key definitions so there's clarity, we'll share with you some notable quotes and research, we'll look at some specific content, and then at the end of each section there'll be some individual exercises that you can do in your workbook. By the way, as a reference, there is a PDF workbook activity that you can download and you can follow and take some notes on if you would like. It'll make retention much easier. At the end of all of our session, you'll also find some follow-up exercises for application and we hope that you'll select a couple of those and continue to apply them and get the maximum return on your investment. So the subjects that we'll cover today in this people management module will focus on the importance and challenges of aligning resources. We're going to look specifically at three major areas, one being aligning a people strategy, we'll talk about that in just a few minutes, and then we'll go into some detail about organization culture processes, those things in your organization that help inform, help teach, and reinforce. And then finally, we'll look at the real challenging one, which is consistently aligning individual and team behaviors. At the end of the session, there'll also be a video which will take you through some critical legal considerations as you look at allocating and aligning resources. So we agree with author Patrick Lencioni with this quote, if you can get all the people in your organization rowing in the same direction, you could dominate any industry in any market against any competition at any time. We absolutely agree and that's why we think alignment is one key step and an important investment to look at. So let's illustrate the importance of aligning strategy, processes, and behaviors by using a hobby that requires hard work, dedication, and perseverance, and fun, it's called domino toppling. Picture in your mind an elaborate maze of white and colored dominoes all strategically sequenced together to create a dynamic, continuous flow of patterns and movement. Everything is perfectly aligned like in the picture that you see. A single domino is then toppled and a series of lines and splits and diamonds and ramps and spirals unfold before your eyes. There's a ripple effect. Momentum is sustained throughout the process and amazing mosaics appear. But if the spacing is wrong, patterns haven't been thoroughly thought out, the surface isn't properly prepared, materials aren't uniform and consistent, or execution has been rushed through, then the end results will be reduced and there'll be disappointment. That's all part of this hobby called domino toppling where the current world record is nearly a half a million dominoes. As we go through this session, let's think about a common definition and let's use this for alignment. You'll find this in your PDF handout and workbook activities under introduction number one. We're going to think of alignment as synchronized in the same direction to maximize performance. What would happen in your dealership if the following things happened? If you had better alignment which could conserve time and energy and money and talent, what would happen? What if all the questions, concerns and ideas coming to you were focused on common goals and not individual goals between departments, divisions, branches and or individuals? What if alignment was considered incomplete until both actions and behaviors were consistently executed? What if alignment was treated as a dynamic process, therefore you had to monitor it and continually realign? What would happen to your dealership if there was better alignment? Let's look at our learning objectives for this self-study. We're going to talk about a people strategy and we're going to look at it and compare it to other strategies that you have in your organization and we'll look at some musts. Then we'll take some time and look at in detail the organizational culture processes, those key things that help align and drive consistent behavior. And then the last section we'll take a look at some tools to help with clarity on your values, which is your behavioral blueprint. We'll look at a coaching model and a time allocation model and then I'll share with you one of my friends, Tommy the Turtle, and we'll talk about fit issues in your organization. So with every session we usually start with some notable quotes and research. So let's take a look at just a few. Here's an interesting one, building a visionary company requires 1% vision and 99% alignment. In this particular case these authors would definitely say alignment has a huge, huge impact on success, on achieving high performance. And it's not just about being busy, it's about what you're busy doing that counts. Also remember that strategy is not just about the big things, but it's all the little things that have to be done consistently and done in the right direction. And let's make sure, and we would encourage you to do this during the session, is to think through some of the issues and topics that we're going to discuss and not just blindly agree and align and say, okay, let's move on. Alignment is going to be the key. How about this one? It is very important not only to get head shaking and good intentions regarding alignment, but also it's critical that there are actions to support that. And one other thing to consider, when a job starts to feel like a job, it's really important that there's alignment between what you do and your purpose. That's true in life, but it's also true in work. And here's an interesting one with all of the information and all of the discussions going on about big data and the use of data and analytics. Here's an interesting research project that basically said only about one out of four organizations are really using and sharing the human capital data that's available about its workforce and their behaviors and activities. So a huge opportunity. So let's go back to our domino illustration just for a minute. Experts in this hobby say it's a great idea to put your domino toppling vision down on paper. Then mark your lines on the floor or tabletop to help you with final accurate placement. This way lines stay straight and curves bend the way you intended them to. It saves valuable time in making choices and executing. We believe the same thing should be done with alignment of your dealership's human capital by developing and executing what's referred to as a people strategy. So here's a key definition. A people strategy is a set of specific prioritized choices and tradeoffs about where and how you invest in your human capital. Let me repeat that. A people strategy is a set of specific prioritized choices and tradeoffs about where and how to invest in your human capital. Now sometimes there are misunderstandings or different definitions of what a people strategy is versus an HR strategy, et cetera. So let's just clarify that real quickly. A business strategy really looks at why, where, how and with what you will compete either product, services or both. A people strategy focuses on having the right combination and type of people in your organization and the collective performance of these people to achieve your goals. And then finally an HR strategy is about integrating activities and processes and procedures in order to execute your people strategy in the most cost effective way. It really comes down to in its simplest form supply and demand of an organization's most valuable resource, its people. It's about creating an integrated strategy that maximizes your dealership's ability to effectively and efficiently determine if you're going to buy or hire people, about building, whether you're going to train and develop and what you will train and develop people on, whether you borrow so you don't have a permanent resource but maybe you use contract temps or consultants. And finally redeploy how you take existing talent and move it around so that you get the maximum return. Now one thing to keep in mind is a people strategy should not be created in isolation. Let's look at five MUTs for a really good people strategy. First support the business strategy and determine the people implications and requirements. For example if there are planned changes to product, services, customers or geographic markets then it's likely that your current people profile must change too. Next clarify where and how to invest in people. For example if a dealership decided to reduce its investment in training since there was a large pool of individuals with the skill sets needed then perhaps they might reinvest their money instead of in training into things like benefits and recognition to help in their retention efforts. Third, the people strategy has to address real business issues, that's the bottom line. Things like significant turnover, the inability to hire critical skills, very low productivity that puts your business success at risk and low levels of innovation. Those are real business issues impacting the bottom line. Next answer how the organization will distinguish itself compared to other employees. How will your dealership effectively and efficiently attract, retain and motivate the number and type of employees that it needs to be successful not only currently but in the future. And then finally consider external factors, we'll be going through an exercise in just a minute to take a look at some of those external factors which may in reality be significantly influencing your business now and will in the future. So let's take an example and just lay out how this works. So let's say for example in your dealership one of the business strategy elements is to become more innovative with customer solutions. People are looking for those customized solutions. So perhaps the people strategy then is that you need to mentor and engage more remote workers, workers who are closer or on site with your customers on a regular basis and not coming into a central location. And therefore if that's complimenting the business then the HR strategy might be that you need a strong telecommute strategy. Look at another one. One of your business strategy elements is to significantly enhance social selling skill sets. Why? Because there's lots of research out there that indicates those individuals who are using social media are much more effective and efficient in selling new products and services. So therefore the people strategy might be you need to recruit expertise to jump start this initiative. So the HR strategy that ultimately enables that might be developing a reward strategy for these experts that you need to hire. Let's look at a couple more. The business strategy, one of the key elements is to significantly reduce period labor costs. And so one people strategy that's considered might be to explore opportunities in the gig economy. Remember the gig economy is something fairly new but more and more people are freelancing. In fact estimates are in the near future up to 40% of employees will be doing this. So this becomes flexible labor. So the HR strategy might be to establish a recruitment and transition strategy as you transition from perhaps permanent employees to more flexed employees for certain projects and initiatives. Let's take a look at one final one. You ultimately want to exceed the industry labor turnover rates because you know that turnover is really slowing down your growth and your overall performance. So one thing might be considered for people strategy is to become the desired employer in your area or in your community or the industry that you're in. And an HR strategy that might enable that might be an employee engagement strategy looking to build commitment, effort and loyalty in the organization. So here you see alignment, people strategy complementing business strategy and HR strategy enabling people strategy. So there are some examples. So why is it important to have a people strategy? Remember we talked about external factors. Let's just take a look at a couple that may have a significant impact on your business in the near future. First, according to the American Welding Society, there may be 300,000 job deficit in welders by 2020. What impact could that have on your business? Secondly, the current trends hold the shortage of truck drivers may balloon to almost 175,000 by 2024 according to the association of, excuse me, the American Truck Association. And then finally, diesel service mechanics and technicians are projected to grow 12% over a 10-year period from the Bureau of Labor Statistics. So what might those external factors have and what impact could they have on your execution of business strategy and how could a people strategy impact? So let's look at one other example and let's look at what if when you reviewed your dealership's current workforce, you discovered some of these things. You discovered that you had a large percentage of your technicians that were eligible to retire or retire in the very near future. What if you found turnover of employees in a certain age group was significantly higher than in any other age group? What if you found that the ratio of supervisor to employees in your high-performing branches was significantly different than those that were lower performing? What if you found that most of your total overtime was being worked by a very small number of production employees and significantly inflating their overall income? Or what if you found that your workforce bilingual capabilities was significantly below your emerging new customer base? What would your dealer strategy be? This is where people strategy can come into play and be very important. So it's all about choices. An organization can significantly benefit from a common set of specific prioritized choices that helps direct the investment in talent and programs to manage them. So for example, if you hire part-time employees to cover peak production periods or you hire inexperienced people and develop and train them, these should not be stand-alone decisions or reactions. They should be part of a well-thought-out people strategy that will not only increase the odds of but also accelerate the speed of success. So let's look at some choices that are typically looked at and documented in a people strategy. How many people do we need now and how many are we going to need in the future? What's the cost base for each of these different groups? What's the cost per hour? What types of work might we insource that we're not doing today and what types of work might we outsource and decide that we're not experts or we can't do it effectively and efficiently? Therefore, the next one becomes what groups do we grow and shrink and how do we do that? What about the organizational structure? Is it dotted line? Is it a matrix organization? Is it flat? Do we have multiple layers of management? What impact does that have on career opportunities? What competencies do we need to develop and what ones do we want to buy and what specific skill sets should we be training people and expecting them to use? What type of performance levels are required if we're looking to increase our bottom line profitability? What type of production and performance improvements are we looking at on an annual basis and how do we get there? And then how do we reinforce using our reward system with compensation and benefits? And is it the same for all individuals? And finally, what are the critical people metrics that we need to track and therefore react to if a red flag happens? Remember it's all about choices and with every choice that's made in this area there's a natural consequence. So let's take one final look at some specific questions that could be considered and we're going to look at two specific areas. The first area had to do with what kind of employees do we need, how many, now and in the future. So we need to look at what functions have to be performed to provide our customers products and services. And then when and at what frequency are they done? Are they done weekly, monthly? Or are they done seven days a week, 24 hours a day, 365 days a year? We look at those core tasks that we believe we have to do inside to help differentiate our products and services. And what's our target level to have permanent versus a flexible workforce? Are we interested in having ready labor capacity? Therefore what we do is we have the people on our team ready to go so we can take advantage when markets turn up or do we go out and add them only when demand increases and miss a little bit of that opportunity? And what about the internal talent pool? Are we developing it? Are we developing the next generation of managers and leaders? Next level of branch personnel, the next level of technician? Let's take a look at rewards. What are some questions that are considered? How do we differentiate ourselves with our total rewards package with incentives, with paid time off, with base pay? And how does that impact our ability to attract the critical talent that we need to develop it and then to engage it and keep it? What about is our reward strategy sustainable when we go through natural cycles of economic ups and downs? And then how do we complement that financial side of reinforcement with a non-financial side of good old-fashioned recognition? So from a visual standpoint you can see a number of blue dots here. These are the types of areas where the people strategy will align with HR strategy on how you recruit, on who you select not only internally but externally coming into your organization, how you onboard and how you handle performance management and its impact depending on merit. You look at what we're going to develop and what skills and training we're going to invest in. How are we creating a succession plan, a depth chart so that we can be successful not only now and in the future? And then how do we transition people in and out of the organization? How do we transition functions in and out of the organization and do it in a value space way? So in summary for this first video and this first section of the study, the dealership may need to create a new or revised people strategy if they're experiencing a shift in strategy, if there's any change with consolidation of operations or mergers or acquisitions, if they're experiencing significant people related issues like the ability to attract or absenteeism or excessive overtime. Second, you may need a people strategy if you see a unique opportunity to gain market share or become even more competitive. Remember that there's a natural linkage and alignment and support. A business strategy is complemented by your people strategy and your HR strategy enables the people strategy to become reality. And finally, it takes an investment of time and best develop with a cross-functional team. Creating a people strategy like creating a business strategy is not done in a two-hour or one-day off-site. Takes time and considerable thought. So now we've completed video one of six of the self-study and would encourage you now to go to your workbook and look at the individual exercises for the first session. Here you'll have an opportunity to look at the concepts and ideas again, some techniques and ultimately look at application within your organization. So we hope you find this beneficial and we look forward to seeing you and discussing with you in the next video. Thanks. Well, welcome back. This is video two of six on successfully aligning resources and in this video, we're going to spend time talking about some critical organizational culture processes. We refer to those as OCPs. Now they ultimately fall into three broad categories, inform, teach and reinforce. And so here's a key definition that we'd like you to consider in this session. An organizational culture process is simply a series of actions or steps specifically designed to inform, teach and reinforce desired behaviors and outcomes. Let me repeat that one more time. An organizational culture process is simply a series of actions or steps specifically designed to inform, teach and reinforce desired behaviors and outcomes. The chart that you see below indicates why OCPs are so important in an organization. This is a high performance model and it goes like this. Your strategy or your plan, the value of that, the quality of that is multiplied out by both the quality and consistent application and discipline execution of the organizational culture processes that then is taken to the power of individual accountability and will create the ultimate results and perceptions that you desire. I take that back, not what you desire but your potential. So think about that again. Have a great plan and strategy. Don't have as good of an organizational culture processes alignment or the discipline to use them and individual accountability, I've got more people complying versus being committed and I certainly have not created a norm where most of the people are doing my desired behavior most of the time. Or when OCPs and or individual accountability is low, results will significantly be lower than potential. So think about OCPs like an assembly line. At the beginning of the line are your current human behaviors taking place in your dealership. Some are already aligned to your strategic goals and objectives but some are not. There's some compliance mandatory, I'll do it just because I'm told I have to and not as much commitment happening. But there are inconsistencies at the beginning and throughout the assembly line as well. And at the end of the line are your dealership's desired behaviors that are consistently aligned with strategic goals and objectives that becomes your finished product. And these desired behaviors ultimately become norms, normal behavior that most people do almost all the time and they don't even think about it. There's four key principles regarding OCPs. First, OCPs that inform must be done before those that reinforce. Just like in our illustration of an assembly line, tires arriving before axles are installed creates confusion and waste on an auto assembly line. Next, too often organizations skip, shortcut, substitute or simply treat OCPs as checking the box transactions and not important interactions with the workforce. Third, there must be disciplined execution. As you will see next, most if not all of these processes reside in an organization's HR functional area. HR is responsible for creating effective and efficient processes. But these will fall far short if individual leaders are not disciplined in their execution. And finally, it's critical to avoid rework. Changing behavior is hard work. In fact, research indicates that a behavior has to be reinforced a minimum of 17 to 21 times before it becomes a new habit. When your OCPs are not properly managed, then inconsistent messages and behaviors creep in. There's a lack of clarity as to how we do things around here. There's confusion, frustration, doubt and poor choice selection which ultimately for your dealership will create waste and ultimately have to be reworked. That impacts your performance and your bottom line. So here's the breakdown of the three major buckets or groups of OCPs. The first is ways that we inform employees. The second involves what we teach them and how we teach them. And the third is reinforcement. And over the course of the next several videos in this series, we will take each one of these OCPs and go into more detail. So let's look at each of these in more detail. We'll start with those processes that inform. Yes, processes that inform provide information and knowledge but they also do several other things. They advise employees to what is and is not important in your organization. They update employees on how we're doing and what we need to continue and what we need to change. They prioritize for employees where to invest time and energy. They inspire and motivate employees to consistently strive for higher desired standards. And they also allow employees to feel like insiders, to be in on things. So the first process in the informed function that we'll look at is communication. We'll specifically look at organizational side of communication. Now poor communication is costly for business. Research indicates that up to 70% of errors are the result of miscommunications. And if you look at businesses in the US and the UK, annually over $30 billion of cost is associated with poor or ineffective communications. An organization's communication process should include things like who are the key internal audiences? Do they have the same or unique communication needs? What key messages will we need to continually communicate to help create compelling reasons for them to execute our strategy, to live our values, to build and maintain brand or to make the changes that are necessary for our business to be successful? What are our primary supporting and archived media and is it the same for all information? One thing that we see more and more happening is all the media being driven through electronic means and so therefore websites become the primary, secondary and archived source. And that just creates lots and lots of confusion because it becomes so big. Next, when should messages be communicated, updated? What specific media should we use and is it the same or different for each audience? What do employees at each level and in their roles need to know versus what's nice to know? How will we know if key messages are received and more importantly if they're understood and are driving desired actions and behaviors? And finally, what specific role in communication is expected from each and every leader? How do they complement the efforts of our communication experts inside the organization? In today's high tech world, more and more information is being pushed out to employees faster and faster. In addition, many organizations tend to put all their communication efforts into things like websites, emails and text messages. However, this does not create understanding, just volume and noise. Let me repeat that. However, this does not create understanding, just volume and noise. Without understanding, an employee does not clearly know what they need to start, stop and continue doing as well as why something is so important. So the key is how do you balance high tech and high touch communication? How do you properly align it? The second process that we'll look at in the informed function are policies and procedures. They set boundaries and describe the desired way the organization expects things to be done. While significant time is spent on many documentations and other departments like accounting and finance, sales and marketing and operations, here are a few key points that many times get skipped or forgotten regarding policies and procedures about people. Think about just for a second the policies like employment at will, harassment and discrimination, how an employee should use technology like the internet while they're at work. What are professional relationships like is it okay to date someone that you work with? Is it okay to friend them on social media? What about substance abuse or workplace violence? These are the types of policies that create boundaries but are also critical that dealers, leaders know about. So let's look at alignment. First design people policies around the 95-5 rule. 95% of your people will do what's expected and 5% won't regardless of how detailed and explicit your documentation is. Secondly, don't document it if you don't tend to reinforce it. Have you ever heard someone say in your organization, what does it take to get fired around here? No doubt there's some documentation on that subject somewhere but an exceptional tolerance level for exceptions to the rule. Next make it an expectation that all leaders reading can quickly access people related policies and procedures. Avoid sending employees to HR or their company website for general information. Become a partner with HR, don't become the police of HR policies and procedures. Leaders must partner with HR. Next here's an interesting acronym but one to remember about policies. Think about it, if you do it to one, do it to all. Yes there are some exceptions but that's a good model. If you're going to do it to one, do it to all. Next research would show that there are four basic policies that many, many organizations struggle with and they're fairly simple. Job postings in your organization for openings, overtime notifications, time off requests and performance reviews. Those four policies too often have inconsistencies in their execution and the quality of them. Finally, consider instituting an ongoing consistency meeting. This is where you routinely review, dialogue and interpret and sometimes debate policies and procedures about people. You share current ways leaders are interpreting but more importantly applying these policies and procedures and then you gain consensus so employees will see more consistency from their leaders regardless where or when they work in your organization. Critical alignment opportunities and a great opportunity and simple way to do that. If an organization institutes, retracts, ignores or is inconsistent in applying its policies and procedures, then the risk of legal liability significantly increases. You'll hear more about legal implications of consistency at the end of this overall module. The next OCP to consider in the informed area is people related processes. Two major issues exist here. The first is that many organizations lack standardization. The second is simply not following processes that exist. In fact research shows that people skip 51% of processes in an effort to be creative and more efficient and save time. Now there are four critical processes besides those that we talked about earlier that employees and leaders need to know how the company expects them to handle. The first is an accountability process. One accountability model that we particularly like is called the mutual accountability model and it has six steps. You'll see this in your handout and your outline and we'll go through each of those steps. The first is clarify expectations. The leader must clarify expectations and then the employee must be able to reiterate what those expectations are. It's hard to hold somebody accountable if there's not those clarifications. Secondly define success. How are we going to measure if we're successful? And the employee must then take the responsibility to feedback to the leader that they understand those and how they impact them. Third step is to express confidence. Leaders express confidence that the employee has the capability to do it and the employee reiterates that they do have the ability to do what's desired of them. The fourth then is to check in. Check in helps because it avoids micromanaging. You schedule those check-ins so that you can see if progress is being made and help is needed. Next is dual feedback. Dual feedback allows the giving and accepting of feedback from both the leader and the employee. And then finally reinforcement. Take those things that have worked well in this particular case, reinforce, thank them both the leader and the employee and then work on those things that ultimately have had a few misunderstandings or mishaps. Again six steps, mutual responsibility for each step from the leader and the employee to clarify expectations, to define success, to express confidence, to check in, to provide dual feedback and then reinforcement. The second process is problem solving. There are a wide range of options from very simple to complex. And one in particular that we like is referred to as SODAS, S-O-D-A-S. The S stands for identify the specific situation and problem. The O stands for what are the options for addressing that problem or situation. The D then is what's the disadvantage of each of the options considered. The A is the advantage of each option. And finally what is the selected solution. SODAS, specific situation, options to consider, disadvantages of each option, advantages of each option and selected solution. The third process that absolutely needs some focus is conflict resolution. This includes things like how conflicts can be positive if handled a certain way and how negative if handled another way. As well as constructive ways to give and accept feedback. Conflict resolution can be good if it increases and clarifies understanding. If consensus is made on what to do and by whom. If a problem gets solved and if it builds or maintains trust in relationships. Those are when conflict resolutions are good. It's also important that you continue to both employees and leaders practice how to give and accept feedback. And finally the fourth change that's critical is change itself. Having a change process. There is a natural cycle people go through when dealing with change and ways to identify and address resistance to change. It's very important that you factor in change fatigue. Because when change fatigue can cause employees to simply do nothing. So common change processes include strategy, tools to manage through the change, a common vocabulary, a structure or model to use, and then how we will effectively monitor to save time and frustration. These four people processes can significantly impact trust and relationships. High performance organizations standardize and practice these four processes. They don't let every individual or every leader use whatever process they're comfortable with or that they brought from somewhere else. They standardize, they teach, they reinforce. And it will create huge opportunities to improve alignment in the process. Finally, let's look at measurement. Without good measurement, it is difficult to know if anything has changed or needs attention. It's true in every aspect of business, including the people side of the business. But organizations must be very, very careful with measurement and the data that it generates. Consider these two research facts from Gardner, Inc. Poor data quality, primary reason for 40% of all business initiatives failing. And poor quality affects productivity by as much as 20%. An organization should strongly consider, first, identifying, analyzing, and acting on people-related metrics. Things like target overtime rates, attrition levels, how many ideas per person are generated, how many referrals are received, et cetera. Secondly, they should measure key processes and practices. Things like overtime notice, job postings, time off requests, performance reviews. And these processes and practices should be measured both from a timeliness and completion standpoint, but also the quality of the interaction. Next, input from employees should be measured formally and informally. Consider things like surveys and suggestion programs or roundtables and simple requests for information or clarification. Make sure leaders know how key metrics are calculated and how each leader can directly impact them. Measuring the quality and completion of critical steps in a process is very important and not just the end result. For example, to measure the successful completion of goal setting and interim reviews and performance management process, not just if the final review is completed at the end of the year or at the end of the business cycle. It's important to strive to measure both the transaction, completion, and the quality of the interaction. And it's also very important to look for relationships. Can and does your dealership look at relationships or correlation between some of its key people metrics and critical business outcomes like service quality or innovation? For example, a construction equipment manufacturer and its dealers looked at the correlation between employee engagement, i.e., commitment, effort, and loyalty, and the overall business metrics within a number of their branches, the dealer's branches. They found that there was a strong relationship between high engagement and higher financial performance at branches. Technician-related rework was lower at highly engaged branches. Safety was better. Productivity overall was better. And attrition levels were lower. These helped create the business case, and it becomes a need to do, not a nice to do. The challenge in this whole measurement side is to be careful people don't game your measurement system and that you retire old and seldom used measurements. Gaming the system is shifting numbers in the desired direction, even though those numbers may not reflect reality. Many tactics are mild and overt, but some are not. Influencing or manipulating processes simply to get the desired number rather than actually do the work or change the behavior is very dangerous. It's also a values-based behavior alignment issue. So we've just completed the first of three OCPs, those that inform. I'd like you now to stop and to go to individual exercise number two and look at some application of these concepts and services. Thank you. Welcome back. This is video three of six on successfully aligning resources, and we're going to look at the second set of OCPs, or organizational cultural processes, and these are those that teach. Remember, make sure employees understand why something is important to know or to do. That's a critical part of teaching. So we're going to start with onboarding and research by the Aberdeen Group showed there's a significantly higher employee retention rate with companies that had formal onboarding processes. We begin teaching employees about our organization, what's important, and ultimately how we do things during both orientation and onboarding processes. Now, there's a huge difference. Orientation is usually an event. It's standardized for all and heavily transactional. However, onboarding is over an extended period of time, typically months. It's customized for roles, and it's more interactional. In onboarding, employees are introduced to an organization, language, mission, vision, values, strategy, and expectations on individual performance and behavior. Boundaries begin to be defined as to what fits and does not fit in the organization. Teaching begins on how to make good choices in and for an organization in your onboarding process. It's also critical that leaders partner with HR in this area, and it's just not a delegated activity that HR does. Leaders need to be involved. Now, in your dealership, let me ask you a few questions. Is the first day or week of work memorable? Do new employees know the organization's excited and proud that they joined? Or when you look at the onboarding and orientation, is key vocabulary like values and customers and quality and pride used, displayed, and clarified as to what it is and is not? Is your onboarding process consistent, and does it contain any inclusive events for family members? Now, the emotional side of employee engagement, is it addressed? Do employees hear and see identity, what it means to be a part of the team? Do they hear about importance, doing things according to your culture, your processes and your procedures, and impact, the difference they will make? Let me repeat that. Do they see identity, what it means to be part of your team, importance, doing things according to your culture, processes and procedures, and individual impact, the difference that they will make? Are activities interactive and not just simply filling out forms, watching videos, and reading handbooks or manuals? And do senior leaders personally invest time in onboarding, or is it delegated to HR? For many organizations, the challenge is, they do the transactional orientation, but little to no onboarding. Onboarding will help with alignment. Next, let's look at formal learning and development, or L&D. Let's look at some research. According to the Center for Creative Leadership, adults obtain 70% of their knowledge from job-related experiences or hands-on, 20% from interaction with others, including coaching and feedback, and only 10% from formal educational events like classroom or online learning. It's referred to the 70-20-10 rule. 70% is hands-on, 20% through coaching and feedback, and 10% from formal educational events like classroom or online. Next, research indicates that we will forget 90% of what we learn with one week unless it's supported beyond the event. That's why we've included in this self-study application opportunities and ideas for you to consider so that you won't lose the information, the content, and the tools and techniques shared here. And finally, research by the McKinsey organization found that only 50% of organizations track participants' feedback after training. So how do we improve on our training and development if we're not even tracking what people think? In your dealership, consider these alignment considerations. Is it an individual's responsibility and choice, or is it a mutual responsibility between the company, leader, and employee on what learning and development they go through? Help people to learn to learn. Is learning encouraged? Is it expected to be applied? Is it recognized when done, and is it rewarded? Remember that old habits die hard. If you take a new behavior or idea and want to make it a habit, it requires 17 to 21 times of reinforcement. Change is hard. Remember to use the right style for audiences. And styles are three factors. One, some people learn best by visuals. They like to see things. Secondly, people like to hear things or auditory. And third, some people like to use what's called kinetics, which is hands-on. So make sure when we go through learning and development that we use the right style. If we use the wrong style, then people are not going to retain. The visual person likes to learn best by seeing. The auditory best by hearing. And kinetics is all about hands-on and moving around while learning. If we're going to invest, let's make sure that we're using that investment well and using the right style. And finally, when learning does take place, how is it evaluated? It really involves four steps, not two. The R stands for reaction. That's the initial feedback. Things like, what did you think of the class? What were your likes and dislikes? Smiley faces. The L stands for learning. This is typically some type of assessment or test to see if they retain the information. But too often, the B and the R areas are not used in evaluation. The B stands for behavior. You're looking for actual application of what was learned. And the R stands for outcomes. This is ultimately when the dealerships get their return on their investment for learning and development. So not all learning and development can go through all four of these steps. But many, many, many items in learning and development simply go through the R and the L, and we don't get the maximum return on the investment. The challenge, real simple. One size fits all and too many emphasis on formal L and D. Remember the 70-20-10 rule. Only 10% of learning per adult is through formal L and D. And we have to address both the people who like the visual, those who like to hear it, and those who like to practice it and do it. Next in the teach area, let's look at leadership. Based on research by the A group, they found that up to 35% of the variable in discretionary performance of employees is the direct result of managerial styles and behaviors. Think about that. One particular set of factors, managerial styles and behaviors can ultimately have an impact of up to 35% of discretionary effort. What a great opportunity to learn. Now, one of the things that we've heard a lot about are people walking the talk and leaders walking the talk. So let's use that scenario for a minute. Do employees perceive that your leaders are willing to walk a while in their shoes to better understand how things are done? Are they willing to help people walk it off when disappointments and frustrations arise? Are they willing to walk before people run and get directly involved in employee development by helping them ensure that they learn to do things effectively? Are they willing to walk ahead of employees during difficult change and lead by example? Are they willing to walk tall when it comes to values-based behavior? And are they willing to walk around to get themselves and others easier to solve problems? The bottom line is employees will follow the example more than the advice. And so leaders, again, styles and behaviors have a significant impact on overall discretionary effort and importance. Finally, in the case category, let's look at decision-making for a second. Probably said best by the CEO of Starbucks, people want to be more responsible to help solve the problem and the authority to act on it. So when we decide that we are going to look at decision-making, we look at four categories. And they're really focused on trust and relationships. We look at the individual's abilities. Are they capable? And are they competent? We look at their character. Are their behaviors aligned with our organizational values? Are they consistent? Are they predictable? And ultimately, we do a risk-rewards. Can I take a personal risk? And what's the payoff if I do? When we empower people, we hand off three things. We hand off responsibility by clarifying they have both the know what and the know how. We hand off accountability by minimizing the fear of blaming and shaming. And we hand off authority to give them permission or authority to act. The challenge in this area is very simple, and that is most organizations do a pretty good job of handing out responsibility and accountability, but hold on to the authority through their approval processes or those things that employees have to get permission to. A great opportunity to see where their alignment is strong and where there are alignment opportunities. So this concludes the second major group of OCPs, those that teach. We're asking now to go to the workbook activities for exercise number three and apply some of these concepts and techniques. Welcome back. This is video number 406 on successfully aligning resources. In this particular case, we're going to be looking at those processes that reinforce. This set of processes can significantly influence future beliefs, actions, and behaviors. And when successfully aligned, the frequency, the duration, and the response time for desired behaviors can all improve. The first process that we'll look at in reinforcement selection, it helps answer the basic question, why did someone get picked or chosen, and why didn't someone else? This selection can be a new hire, a promotion, a special assignment, or even something as simple as being asked to speak to important people in and out of the organization. Now, research would indicate that we have some challenges in this area. The Gallup organization says that we fail to choose the candidate with the right talent about 82% of the time. And that managing is not everyone's talent. In fact, about 1 in 10 people possess the talent to manage, and another 2 in 10 possess some managerial talent. So everyone is not wired to be a manager. So employees will watch the patterns that they see when people are selected, and they start drawing their own conclusions. If they desire to be selected in the future, then they will look at realigning, or excuse me, they'll work better to align their performance and behaviors. The second way is that they will stop and reassess and realign their performance and behaviors, and or they'll just get frustrated, disconnect, disengage, disgruntled, and stay misaligned. How would your employees answer the basic question, here's what it takes to get ahead in the dealership? What would they look for? When there is inadequate feedback and inconsistencies on our selection processes, then it creates confusion and alignment issues. Let's look at performance management, the second reinforcement. Research indicates that there's lots of opportunity in this area. Only 8% of companies surveyed reported that performance management drives high levels in value and performance, and almost 60% say it's not an effective use of time. Organizations need performance management. Why? Very simply, they need to be able to compare and adjust actions and behaviors against a common desired state. We need to differentiate individual contributions to organizations' goals and objectives. We need the ability to qualify and quantify both selection and deselection of individuals, and we need to be able to differentiate performance when we apply recognition and reward. The problem is that many organizations spend most of their time debating and redesigning the process, its length, its frequency, its roles, its rating skills, descriptors, but little to no time on several things. We would suggest that this be the focus, clarity of expectations, results, not activities, values-based behaviors and alignment on how things are done, accountability, taking ownership, being proactive, delivering results, and ultimately process checks to make sure that the steps in the process are done and not shift, skipped, or shortcuts taken. That's what we believe the key focus and alignment opportunities are. Many organizations, unfortunately, do accept mediocrity in this area and do take shortcuts. They skip steps, and they allow countless exceptions in the performance management area. That's why there's so low perceived value in this process. So to help illustrate this point, let's give you a simple example. So Don is a dedicated, hardworking, results-oriented employee. He consistently puts in extra time and effort. And this year, among other things, he completed a very complex project that reduced the company's risk and saved millions of dollars. He documented his performance for his boss's review. Following the conversation with his boss, Don was dejected, felt unappreciated, demotivated, and disengaged. Well, what happened? Well, real simple, supervisor was unprepared. In fact, he admitted he hadn't taken time to read through all of Don's documentation. Supervisor quickly concluded that Don was just doing his job, what was expected. Now, here's some alignment issues. First, where was the clarity of what did not meet, met, and exceeded expectations looked like for Don's specific goal? If clarity was available on those items, it would make a huge difference in this part of the performance management process. Secondly, where was the accountability to dialogue throughout the year, both formally and informally, on how Don was doing? Third, values-based behaviors of integrity and respect to provide candid, timely feedback and coach are necessary. So where are they? And finally, where are the quality checks to make sure that process milestones were not skipped, shortcut, or eliminated? Example, what was defined as did not meet, met, and exceeded. These four factors above are all cultural and alignment issues. There are alignment issues that have gone unchecked or untold or, excuse me, tolerated in this particular example. And they send a very loud and dangerous message to employees. Improving performance, development of your skills and abilities, measuring improvement, and recognizing and rewarding achievements that you've accomplished are not important. This will create huge issues in strategy execution. Finally, the third and fourth processes in this category of reinforcement are reward and recognition. Unfortunately, they have been blurred in recent years. And they're very distinct and different things. Here are some major differences. Recognition is non-cash related. Reward has some type of monetary value. Recognition is needed frequently. In fact, daily people need to feel appreciated and thanked. Rewards have infrequent opportunities to give them. There's a psychological versus a financial benefit. And you can read through the rest of these. Another way to look at this subject is by drawing two intersecting circles. One circle represents pure recognition. And the other represents pure reward. The intersecting area is the interesting part. If the receiver of the reinforcement is primarily focused on the perceived financial value of the activity, the event, or the item, like a watch, a dinner, concert tickets, et cetera, then it's a reward. If, however, the receiver focuses primarily on the perceived emotional value, like acknowledgment and praise, then it's recognition. The old saying, beauty is in the eye of the beholder, i.e. the receiver of the reinforcement, is the most important factor to consider in this crossover area. So let's look at recognition in more detail. Many organizations misunderstand and underestimate the power of meaningful celebrations and engaging high performance. They think it's a waste of time, so they rarely celebrate internally and just keep pushing towards the next goal, objective, or deadline. But by minimizing and or not celebrating important accomplishments, events, or honoring groups and individuals, they miss huge opportunities to inspire and reinforce, praise, and create greater inclusiveness in their organization. Lack of simple, meaningful celebration can lead to demotivation, resistance to change, and disengagement in the workforce. So do any of the following happen in your dealership? Neglecting to acknowledge all the small things done consistently well every day. Forgetting key milestones and accomplishments and just driving towards the next end result. Ignoring significant change in related stress employees are going through because of new initiatives and change. Or favoring success for seconds and then spending most of the time talking about the challenges, the headwinds, or the missed opportunities. Or disregarding the need of people to feel visible and appreciated internally, but then actively practicing this with our external customers and business partners. So I'm going to ask you to pause for a minute and consider taking this MCO, or MCO, taking this MCA, this Meaningful Celebration Assessment. Compare your answers to those of your employees. Is there alignment or disconnection between your perspectives and your employees? So for each of these questions, answer the following. Celebration in our organization is more timely or untimely. And go through these seven items and we'll be back in just a minute. So Meaningful Celebration does not have to involve lots of time, money, and or effort. And its focus is not on amusement or entertainment. Meaningful Celebration has a number of key elements. First and foremost, it must be sincere and genuine. It's important that you connect the dots and reinforce what's important. Is it what was achieved? Is it how it was achieved? Or is it both? It has to inspire others to replicate or duplicate their behaviors again. It needs to motivate employees towards the next milestone and goals and objectives. It needs to break down some invisible barriers between employees separated, in many cases, by functional or geographic boundaries. And it needs to remind employees that they work for a winner. Now why is this recognition side of reinforcement so important? Well, research would indicate that companies that excel at employee recognition are 12 times more likely to generate strong results than those that aren't. Sports teams celebrate goals, touchdowns, runs, and individual plays. Families celebrate weddings and anniversaries, new births, and other life events. High-performing organizations celebrate, too. Sure, adversity and setbacks occur. That's why celebrating is so important. It helps provide hope and motivation and commitment when times get tough. So, bottom line, why should you care about recognition and celebration? Because it has an impact on your business results. Think about it. When was the last time you saw or heard about an employee leaving work exhausted? Because so many people sincerely thanked them, or him or her, for their aligned behaviors and results during the day. If you have, please let us know. Finally, let's look at reward. Voluntary attrition and disengagement cost organizations hundreds of millions of dollars each year. So, where should a company invest its money in the people or human capital side of its business? Here are three interesting perspectives and alignment opportunities. First, the Corporate Leadership Council research entitled Driving Employee Performance and Retention During Employee Engagement concluded the following. They said, do not attempt to buy effort. Compensation attracts talent into the organization and plays an important role in retention, but has limited impact on employee effort. The most important component of compensation in driving effort is a clear connection between pay and performance. Secondly, a Harvard Business Review article highlighted the fact that both Amazon and Zappo have an interesting practice. Once a year, Amazon makes its employees an offer to quit. Employees can self-select themselves out of the organization with up to a few thousand dollars in their pocket if they don't feel committed to the organization and its objectives. Amazon's CEO said, in the long run, an employee staying somewhere they don't want to be isn't healthy for the employee or the company. And finally, based on research with millions of employees in over 400 companies, in the book, The Enthusiastic Employee, concludes the following. First, perceived fair compensation is the function of a number of variables, including the perception of what other organizations pay for similar work in the area, the relationship of pay to individual employee contributions and the overall company's profitability and health. So, let's talk dollars and cents, pun intended. First, let's talk about base pay. Is your base pay competitive? Can people survive or do they have to have a secondary job because without overtime, they can't function and live on base pay? Secondly, merit increases. Is there significant differentiation between individual performance levels and have very small percentage differences ever create a distraction, disappointment and disengagement in your organization? Third, short-term bonuses or incentives. Are there perceived equities in this reward process that would create more we-they discussions? Can these organizational gains be sustained with only short-term carrots like short-term bonuses and incentives? And finally, net-net calculation. When an employee does the net-net each year and they consider things like their wage increase, their incentive or bonus, the healthcare premiums, the co-pay and the deductible changes, what's the net-net? How does it compare to inflation? Are they gaining or losing? So, this concludes the look at the third and final grouping of OCPs or Organizational Culture Processes, those that reinforce. Again, we'd ask you now to go to your workbook exercise number four and look at some of the concepts and ideas and practice those. Thank you. Welcome back. This is video five of six, Successfully Aligning Resources. In this particular case, we're going to be looking at three things. We're gonna be looking at values-based alignment. We're gonna be looking at creating positive direction. And we're gonna look at identifying and addressing turtles. So, let's look at a couple of definitions first. Positive direction. It's an integrated process to help with employee's performance. It's focused on three things. Values-based behavior, personal accountability, and practical tools and techniques that help leaders to be successful in performance management. We'll also look at turtles. Turtles are individuals who don't fit the role that they were placed in. So, let's start with values-based behavior. All organizations have values. Some are explicit and widely communicated throughout the organization, and others are implicit. The major challenge with values is few, if any, people would debate them. No one would say that integrity isn't important, or customer focus isn't critical in business. But here's the catch. Everyone would say their behavior consistently supports the value, but they see others' behaviors who do not. It's extremely difficult to walk a general values talk. It's also very challenging to monitor and measure. So, we create our own mental definitions based on personal beliefs, perspectives, and personalities, unless our organization creates alignment. Guess what when we use our own? We come up with different definitions. For example, someone who likes to get things done through others might define teamwork differently than someone who simply wants to get the job done. Someone who likes to get people's input and respond to others' emotional needs might define communication differently than someone who relies on facts, data, and documentation. Organizations can help eliminate confusion by providing clarity to values-based behaviors critical to individuals' roles. One technique that can be used is the Values Clarity Funnel. And here's how it works. The first step is to look at the model. There are three key elements, say, do, and get. What we say we're going to do verbally and in documentation. Secondly, what we do are all those actions and behaviors, the things that we tolerate, the things that we reinforce. And finally, what we get are results and perceptions. So, step one, using the Say, Do, Get Values Clarity Funnel is to create some common buckets. Buckets could be functions or roles like technicians, parts counter people, sales people, accountants, et cetera. You can also group by different teams or functions if you desire. The next step is to take each of your organization's values and identify two or three behaviors that fit three criteria. The first criteria is, are they specific to that role? The second criteria is, can they be seen, can they be heard, or can they be measured? The third criteria is, are they realistic for everyone in that role? The next step, using the funnel then, is to double check the behaviors using three specific filters. One, does it address critical business needs, not wants? Secondly, does it address major, not minor, activities and functions? And third, does that behavior lie within the control of the individual? Those are the filters to double check your behaviors. Next, make sure that these behaviors are complemented with your OCPs, and you see those in blue, those things that we've been talking about, processes that inform, teach, and reinforce. And then finally, monitor how things are progressing through what we call the say, do, get checkup. We say we do X behavior. Where and how did we specifically do this, and get a positive result or perception? Next, take that same behavior, we say we do X, where and how did we miss an opportunity to do this, and as a result, we got a negative, or less than desired result or perception? And finally, how can we leverage and recognize those in-sync values-based behaviors through things we've talked about earlier, like recognition, selection, reward, performance reviews, and take actions to minimize or eliminate those out-of-sync behaviors? That's the Values Clarity Funnel, to create alignment between high-level organizational values and individual behaviors. Next, let's look at positive direction. It's about behavior alignment. Too often, employees' behaviors get off track because good behaviors, those aligned with what the organization desires, are not routinely reinforced and can become taken for granted. Or, average behavior that's inconsistent or incomplete is not adequately coached in a timely manner. We put it off. Or, below-average behavior is misaligned with what the organization desires, and it's tolerated way too long. Unacceptable behavior of a small minority of our workforce consumes too much time and attention, and discipline needs to take place. Let's face it, leaders' jobs are getting more and more complex. Many leaders have a larger number of direct reports, and many supervisors, excuse me, have remote staff. Matrix-type organization structures with dotted and solid-line reporting can create additional time requirements. And, inexperienced staff members need more hands-on coaching and feedback. Time is always in short supply. So, let's consider two models. The first is a four-step coaching model. Step number one is clarify specific expectations. What needs to be done, by when, how, and how will success be measured? Number two, identify specific results. Okay. I'm sorry, Rebecca. I've lost the connection. Rebecca? Yeah, I'm here. Hang on a second. I'm sorry. I need to go back so I can...no, backwards. It's that particular slide. I came off it too soon. Okay, you should have it back now. All right, I'll pick up there. I apologize for that. Let's face it, leaders' jobs are getting more and more complex. Many leaders have a larger number of direct reports and many supervise remote staff, and we have many types of organization structures included dotted in solid one. In addition, we have inexperienced staff members who need more hands-on coaching and feedback, and time is always in short supply. Here's two models to consider. The first in positive direction is the four-step coaching model. Here, the first step is to clarify specific expectations, what needs to be done, by when, how, and how success is measured. Secondly, identify actual results, not generalizations, but specific things that we can see, that we can hear, and that we measured. The third is to share the gap analysis, which is your expectations minus the results that actually were achieved. And finally, ask for closure actions, specific employee actions to close the gap quickly and completely between expectations and actual results. Well, it sounds simple, and it is, but it's not always easy to do with all the daily distractions and demands on a leader's time. Remember, we judge ourselves by our intentions. Everyone else judges us by our actions. So here's the same scenario in two different cases using this model. When you're finished, I'd ask you to pause and look at these two and see the major differences in clarity, in identifying actual results, in the gap analysis, and the closure actions. So in this scenario, we're dealing with two people, Scott, who's the employee, and Brian, who is the leader. Scenario number one, Scott, we need to talk. Your attendance was terrible last week. Brian, what are you talking about? I was only a couple minutes late. I was having truck problems. Besides, I always make it up at the end of the shift. Scott, that's not the important point. You come in a few minutes late, and someone has to cover the parts counter. Brian, what's the big deal? I cover for them. I thought we were a team. We're talking about you being inconsistently late last week. Well, Steve was late last week, and he didn't get in trouble, and the dialogue continues. Now compare this in a moment to using the four-step coaching model. Scott, we need to talk. I was just finishing time cards. Your shift starts at 6 a.m. You were late three times last week. Please be at the parts counter ready to work by 6. Set clear expectations. Brian, I've only been late a couple of minutes. I've had truck problems. I'm sorry, Scott, but we have a three-minute grace period. You missed that Tuesday, Wednesday, and Friday. In fact, you were late, and it ranged from 20 to 35 minutes. Here we have actual results and the gap between expectations. Okay, okay, but I always work after my shift to make up the time. You are right, Scott. You always put in eight hours, but you're late to start your job, so what do you plan to do to fix it? This is the start of the closure action. Well, I think it's my battery. I need to get it checked. Did I get two hours off this afternoon? Well, let's check the schedule. We need you here consistently when your shift starts. Customers start showing up for parts as soon as our doors open at 6.30. Thanks. Clear expectations again. I'm going to ask you to pause for a moment and take a look at the top and the bottom and see where using the model in the bottom scenario, clarity of expectations, there's identifying actual results, there's a gap analysis between expectations and results, and then there is the ask for closure actions. The second model for behavioral alignment is a leader's time allocation seen in the model below. Can't make more time than during the day. It's an allocation and an alignment process. So common time allocation might look like this. There's a period in time spent for discipline, for correction, for enhancement and improvement, and for reinforcing things done well. The challenge is that too often we spend more time at the top than the bottom. Positive direction flips it on its head and encourages people to spend more time on the reinforcement and less time in discipline. The four principles would be this. The largest amount of time each day is allocated to reinforce behaviors and results that are aligned to what the organization desires. The second largest block of time is allocated to coach, to improve and to tweak behaviors and results that are not quite aligned yet. And one way to do that is using the four-step model. The next block of time is allocated to behaviors and results that are and or continue to be misaligned. Again, an opportunity to use the four-step model. And then the smallest amount of time is allocated to formal discipline. And in this particular case, you refer to your local process. Now, this model does not say that we should by any stretch ignore misalignment, but it says that we mentally start looking at aligning and reallocating our time to reinforcing the positive things happening and those things that need further enhancement. The final element that we're going to address in this is turtles. It's best illustrated with the following picture and question. If you were driving down a country road and saw this turtle sitting on a fence post, how did it get there? Now, over the years, there's been some very creative answers provided to this question, like high winds, dropped by a large bird, or even an earthquake. But we believe the most logical answer is someone put it there. In this illustration, the turtle just doesn't fit where it is. All organizations have turtles, too. People whose talents and abilities and skills don't align and fit where they're currently at. There are some principles about turtles on the fence posts. Everybody sees them. It's not a question of whether they're a good or bad person. It's a question of fit. Sometimes that turtle is in as uncomfortable a position as the people who have to work with him or her. When we identify a fit issue, it's also important on how we address it. When we finally address it, most people will tell us it's about time. If we don't address our turtles, then we increase alignment exceptions, and more people will expect to be the exception. Sometimes turtles have great technical expertise and know-how, but not a good fit for supervising others. Sometimes a turtle is a great individual contributor, but not a good fit on active teams. Sometimes turtles get great results, but how they get them is not a good fit. The list goes on and on. So we as leaders are left with a few choices. We can work around and tolerate the fit issue until a person decides to leave or retire. We can coach and try to realign the behaviors and results. We can find a fit where the person is more successful or simply get rid of the person altogether. Too often we've seen leaders choose option A, which sends a very strong mixed message for the rest of the organization team about the importance of alignment. As Lieutenant General in the Australian Army said, the standard you walk past is the standard you accept. So this concludes the last of our session regarding behaviors and alignment. So what's next? We suggest that you look at and consider the follow-up application activities in the workbook. We've provided a checklist in your workbook of topics and ideas covered, which number around 20. And we would encourage you to take our challenge of applying some concept or technique in the next seven days for you personally, sharing one with a peer, and then sharing one with a team. We'll leave you with these final thoughts on these first five videos in this self-study. University of Toronto professor experiment started with dominoes. And you can see the picture to the left. In fact, it's actually on YouTube. The professor started with a domino that was just five millimeters tall. Extremely, extremely small. The conclusion was, though, that those dominoes could knock down one and a half times the size of what they currently were. And ultimately that it would only take 29 progressively larger dominoes to wipe out a structure like the Empire State Building. So bottom line, the domino effect releases great energy. We started this session talking about dominoes and illustrating the importance of alignment. We strongly believe that by developing and executing a people strategy, as well as aligning organizational culture processes, those OCPs, and individual and team behaviors, that your dealership would also release more energy and create higher performance. It's an important part of people management. Thank you.

self-study course

Successfully Aligning Resources

AED Foundation

importance of aligning resources

challenges of aligning resources

people management

people strategy

business strategy

HR strategy

organizational culture processes

communication

policies and procedures

measurement

key metrics

correlation between people metrics and business outcomes