Welcome to AED Foundation's People Management Self-Study Course entitled Championing Results. The goals of this self-study are simple in concept but challenging to do. We're asking you to dedicate some time away from the high demands of your job and truly focus on your personal development, to help reinforce some things that are already known but haven't been addressed yet, to identify potential blind spots, those things that maybe you're too close to and can't properly see, and ultimately to provide you with some tools and techniques that can be immediately applied. The layout for each section is composed of some key definitions to add clarity. We'll include some quotes and research on the subjects and some content and at the end of each video there will be some individual exercises to increase application. Also at the end of this three-part series you will also find some application exercises to do above and beyond the exercises in the workbook so that you can continue with your application. So the subjects that we'll cover in this learning objectives are the following. First we'll look at self-awareness and the importance of it. We'll look at the benefits as well as we'll give you some tools so that you can actually do some self-assessments in several key areas. Secondly, we'll share with you some research about future forecasts for important competencies for leaders and better ways that they can drive results and you can compare yourself and where you think you are in those today versus where you want to be in the future. The second video will focus in on creating a motivating workplace. We'll look at some research on direct and indirect motives, we'll look at some best practice research and then we'll also look at some things that can hurt and or demotivate people. And then finally in the third video we'll look at eight practical keys that drive championing of results and higher performance. So the job that we're talking about has been described as the glue that holds companies together, the backbone of the company and the bridge between top management and frontline staff. The job is tough because it has to translate strategy into very specific actions. It has to get buy-in, alignment and support for executing plans and it has to implement and respond to changes quickly. This job also has to monitor progress and make necessary adjustments, communicate and resolve problems both up, down and across the functional areas and lines in the organization and keep employees engaged both during good and challenging economic cycles. And finally this tough job has to master the allocation of limited resources, those continuing to be time, money and talent to help celebrate success milestones, learn from mistakes and missed opportunities and to go in a direction even if unpopular that ensures that the business is successful. So who are these individuals? They're the middle managers of the dealership. So this class is entitled championing results. So let's take a minute and define what we believe championing is all about. First it's about promoting. In your role you'll need to be an effective advocate for both the dealership and your employees. You'll also need to be an encourager to help motivate people to change some of their mindsets and their behaviors. And you'll also have to be a developer of cooperation so that time and energy is focused on common desired goals of the dealership. You'll also spend time defending. Here you must master many skills including preserving the integrity of the dealership's values, their brand and standards, preventing individuals from settling for good enough and instead striving for excellence and resisting continuous requests for exceptions to the dealership's desired way to do things here. Finally you'll be needing to uphold. You need to stand up for and behind employees and teams. You need to confirm what fits and does not fit regarding behaviors in the dealership and you'll need to encourage self-improvement by actively modeling it yourself like you're doing today. Another way to illustrate this is the classic you must wear multiple hats. And in today's fast-paced business world the true leader must wear at least three hats. And unfortunately only two of those three usually get worn or worn well. They are first the managerial hat. You're given responsibilities to manage products and services and facilities and functions, processes and technology, physical assets and money, very, very important role. But then you also must wear the company advocate hat. And too often when challenges take place in an organization or a dealership this one's sometimes hard to wear and usually comes out with someone saying don't blame me and then identifying someone else who made the decision. You must wear a company advocate hat and must support the company decisions that are made for both current state and future. Finally wearing the employee advocate hat. It's equally important here that you gather information and don't filter information up to key decision makers. Help them understand reality. So in my experience I've seen many, many people work very hard and wear the managerial hat well. And I've seen fewer people that could also wear the company advocate hat especially in challenging times and when decisions had to be made and the employee advocate hat. Helping those decision makers in your organization be able to make even better decisions. One common challenge in today's business world is distinguishing activities from results. Here's some key reminders we should take into account. Activities are usually easy to measure and quantify than results. Activities create busy mess, not necessarily business. And it's very easy to major in the minors and focus on the trivial many compared to the vital few. It's also important that we're able to distinguish three things. Activities which are tactics used to achieve output, output, what we did and who we reached and finally outcomes. That's the bottom line impact. What difference did it make to our performance? One of the things that's very important also is to distinguish the difference between correlation and causation between activities and results. Causation means if you do it, it's going to cause something to happen. Correlation simply is a relationship. Things go up together, they go down together or they flip. Bottom line is it's a lot easier to focus on correlations than causations because there's so many variables in the everyday business world. And finally, you as a leader choosing what activities to do each day may be the biggest single driver of your overall effectiveness and your team's effectiveness. So for the remainder of this first of three videos, we'll be looking at two things, self-assessment and awareness and competencies. Self-improvement is extremely important for both employees and their leaders. Its ultimate goal is to increase skills and capabilities to more effectively engage in problem solving. Self-improvement is vital for growth and future quality, speed, capability and value. Without it, championing and sustaining results is extremely challenging. Self-improvement offers a number of benefits including acknowledging what a person still has to learn or get better at, being accountable, taking responsibility for what a person doesn't know or do well or consistent, increasing trust and credibility with others and modeling key behaviors critical for things like agility and innovation, things like admitting you don't have all the answers, making mistakes is okay, asking for help and continually learning. And finally, being honest and acting with integrity. Whether a person acknowledges their weakness or not, people they work with and interact with in life still see them. Now here's a key point, self-improvement is impossible without self-awareness. Let me repeat that, self-improvement is impossible without self-awareness. So let's look at several assessment tools that will help increase your self-awareness. Remember, there's power in validating. So ideally, once you've completed the self-assessment exercises, then it's time to seek feedback. Here's a few key reminders when seeking feedback. First, identify two or three trusted colleagues that will give you candid but respectful feedback. Second, ask if you can share the highlights of your findings with them and answer two questions, why you elected to do the self-assessment and two, why you value their input. Then ask a key question, where do they agree and disagree with your self-assessment? It's also important to continue to actively listen to avoid justification or rationalization as to what you hear and to ask good follow-up questions. And finally, thank them for their input, thank them for their candidness, and agree to take some specific actions, maybe one or two things to continually improve yourself. So please consider the importance of your mindset as you move forward in this first video. Candidly, is it, your mindset, serious? This is about awareness and improvement, not completing an exercise and simply moving on. Is your mindset going to be brutally honest and objective? And is your mindset willing to act on results? If you're serious, if you agree to be brutally honest and objective, and if you're willing to take some results, then we're excited, let's move on. First let's look at a personal reflection exercise, a very simple one that we call the mirror. It contains six open-ended questions. Questions like, what do you really like about yourself? What do people don't know about you? What's misunderstood? What do you know or have heard that annoys other people? Where do you add the most value in the dealership? And where could you add even more value in the dealership if something happened? Take some time at the end of this first video to do this exercise, and then get some feedback from one or two of those trusted colleagues. Are the characteristics, traits, and behaviors you see in the mirror also the ones seen by others looking in at you? Second, let's look at personal beliefs. Beliefs are very, very powerful. They influence how we think and feel, which then ultimately impacts how we act and behave, and the consistency of that action or behavior. And ultimately, they impact the perceptions that we leave and ultimately results. Beliefs are not truths. They're simply our own perception of the truth. And we adjust our behaviors to fit our own beliefs. Here are several quotes very, very, very timely about beliefs and how hard they are to change. They're very stubborn. They're a little bit like the picture on the right-hand side where our beliefs can help us determine if something's possible or impossible. And finally, a very important message in this section about personal beliefs is if we elect to change one single limiting belief, then we can significantly increase our options. So beliefs drive how we think and feel. Let's look at an illustration, and let's look at five pictures. What's your first reaction based upon your beliefs to each of these photos? First, so is your first reaction about safety? Is it about work effort, or is it about something else? What about this? Is your belief that social media and technology is an enabler for higher performance or that it becomes a hindrance and interferes with achieving higher results? How about this one? Do you immediately think of trust, confidentiality, teamwork? What are your basic beliefs based on looking at that picture? Next, what's your belief about this, and what's it say about accountability? And finally, what motivates people? We'll spend some more time talking about this in session number two. Beliefs are very powerful. Remember, they drive how we act, and we come to conclusion very quickly. Let's look at one other set of illustrations, and after this, I'm going to ask you to pause for a minute and reflect and jot down a few ideas. So in the second set of illustrations, let's look at these pictures about things that are important in the business world. First, what's your belief and what's the dealership's belief as far as customer feedback is concerned? Is it good? Is it bad? Is it something that can be rationalized, or do we take everything very seriously? What about quality? Is it everyone's job? Is it in everything that we do, or have some things slipped a little bit and had many exceptions made to it? Third, what about velocity? In this business environment that we live in today, velocity is very important, but velocity has two elements. It's speed and direction. Are you going fast? Is your dealership going fast, and is it going in the right direction? What are the beliefs? Next, cost. What are the beliefs about cost in your dealership on how people can impact them on both direct and indirect costs, on how time is used, on how important accuracy is, on how critical rework is? Where do people feel they're accountable for cost? Then finally, employees. What are your beliefs, and what are the beliefs in the dealership about the value of its employees and your ability to attract, to develop, to truly engage, and to retain the high-quality talent necessary to be successful? Please take a minute, hit pause, and think about those things, both your personal beliefs and the beliefs in your organization. Are they maximizing the champion of results? It's been said, no one is too busy. It's all about priorities. And I apologize, let's take one, let's, Rebecca, I apologize, I'm going to let you edit. I'm going to just continue from here. So here's your second assessment tool on the power of beliefs. Gandhi had it right when he said, beliefs drive thoughts, thoughts drive words, words drive habits, and habits drive values. Ultimately, your values will become your destiny. So in the second exercise, you will be looking at a number of factors about beliefs. So maybe they'll give you some clues on what is reinforced, and more importantly, what's intolerated in your organization based upon beliefs. Are there beliefs about the way we manage versus lead? What are the beliefs about an employee understanding how and what they do every day and how it impacts strategy? Well, what about the importance of communications and communicating not only what's in it for the business, but also what's in it for me, the employee? What about beliefs about clarity? Do we talk in code and use acronyms that many don't understand, especially those financials? What about process discipline? What are the beliefs regarding is it okay to skip steps in processes? The importance of giving and accepting feedback and dealing with differences of opinion. What about accountability and saying thank you and recognizing people and not taking it for granted? And what about developing others and modeling what we want others to do? These will be some of the questions that you will look at in the second assessment tool on beliefs at the end of this video. Now it's been said no one is too busy. It's all about priorities, but managing time is a huge challenge. There are so many demands on a leadership's time. In this self-assessment, you will look at three broad categories, and again, we'll ask you to complete this activity later in personal exercise number one. What percentage of the time do you personally spend in an average week on connecting both with people internally and externally, like customers, suppliers, community leaders? What about supporting, supporting people above you, people at your level or peers, and then your people, both your direct reports and their staff? And then what about activities? How about how much time is spent on meetings for strategy, customers, and business performance? How about other meetings that are people-related or reading information or producing reports or chasing problems? Where is time being spent? When you finish this exercise, one of the things to ask yourself is, are there some reallocations of time and priorities that need to change in order for you to champion even higher results and performance? The next area that we'll ask you to do a self-assessment on is dealing with personalities. And like the cartoon shows at the right, different personalities have different perspectives. One personality might see a mountain and say, well, it's there, therefore, I need to climb it. And the other may say, well, it's there, so I'm just going to rest, I'm not going to tackle it. Personality types are very important. They've been around for a long time, and in fact, personality tests for selection and development have been around since the 1920s. There are many of them out there today, including popular ones like Myers-Briggs, the disc, and the color quiz. The key principles to remember are this, we acquire skills and preferences. There's no better combination, it's all situational, and in fact, in certain situations like emergencies, we can exhibit a different personality that may not be our dominant one. And typically, regardless of the personality tool that we use, there's typically one or two styles that we naturally use, and typically one or two that we use very seldom. Ultimately, we also need to remember that we have traits and preferences too, and these have an impact on those around us. To build and sustain a productive relationship, we need to do several things. One, we need to communicate in a way that makes the other person comfortable. Two, we need to build credibility in the eyes of others, so it's important to observe the way that they like to solve problems. Three, we need to be aware of our own personal traits and preferences and the impact they have on those around us. And finally, we need to consider how others look at the world, their traits, their preferences, and how they like to do things. The biggest challenge with dealing with different personalities is this, we tend to deal with different people the way we like to be dealt with, the way we like to communicate, the way we like to problem solve. And we need to adjust our approach. So let's look at an illustration. In this particular case, we're gonna look at four personality types. This particular model is referred to as duet, and style B is symbolized by a dolphin. Style B prefers personal communications, loves the high-touch communications. Great coaches and cheerleaders will help drive change. When they delegate, they ask who wants to. Time is in the constraint factor, in fact, sometimes sticking to the timeframe and the agenda is tough. They have regular open meetings, some that extend well past the time, and they love to solve problems through people and teams. The second style is style U, which is symbolized by a unicorn. In this particular style, very visionary, but their communications are more fragmented. They're very innovative, very creative, always looking for new ways to do things. They selectively delegate. They don't ask, but they selectively delegate based on relationships. They rarely stop. They work 24-7. In fact, if you've ever worked for a unicorn, the worst day of the week for you is Monday because Saturday and Sunday, they've been thinking of all sorts of new things and ideas. They hold meetings only when needed, and they solve problems through different ways and approaches. The third is style E. E is symbolized by an eagle. These individuals communicate very detailed and factual and have great processing skills. They're continually looking for structure and rules when delegating. Time's not a constraint. Their meetings are very standardized with an agenda and timeframe, and they solve processes through process excellence. Excuse me, they solve problems through process excellence. And then finally, style T, which is symbolized by a tiger. They don't like to repeat themselves, so once they've communicated something and they have it, they believe it's time to move on. They're called to action and to do things quickly. They do minimal delegation. It's about getting things done. They're always looking for more time because there's many, many things to do. They only meet when necessary, and they solve problems and get results. In other words, they get it done. So look at these four personalities for a second. Which one would you say best describes you most of the time? Which one would be the one that describes you the least? Which one is easy to work with based on your style? Which one is challenging sometimes to work with? So let's look at a couple of scenarios and illustrations. What if you had a team that had 15 members, and nine of them had the D style or dolphin style as their prominent, two were ewes or unicorns, one was an eagle, and three were tigers? What type of communications and meetings might drive the best results? Since you have the majority of the individuals in this particular group that are dolphins, it's important to have regular open meetings and be prepared that they might run over because people are going to want to dialogue a lot. Second, what if that team of 15 looked like this? Seven dolphins, one unicorn, six eagles, and one tiger. What might be the most effective way to handle change? In this particular case, because there are lots of eagles, it's going to be very, very important that they help you produce the documentation, and then your dolphins will go out and communicate that and build support. And finally, if you had four dolphins, one unicorn, three eagles, and seven tigers, how might you need to structure meetings? You're going to have to put some structure in this particular case, but not too much because one of the things when you have a large number of tigers in your group is that once they understand the assignment, the information, they're ready to move forward. And they'll get very, very frustrated if meetings are lots and lots of conversation and prolonged. They're action-oriented. They want to get it done. Let's look one last time at personality styles, and again, we've got our D, our U, our E, and our T. So which personality type might handle the following situation the easiest? You need documentation and to follow processes. That's right, an eagle. What about solving problems through teams? Dolphin? How about put together a three-year strategic plan for you? Unicorns would love that. And tackle a major urgent change? Tigers. Yep, they'll get it done. So adjusting your style to the audience. Remember we talked about earlier, we tend to deal with people the way we like to be dealt with. So how would we adjust our style if the dolphins are at a staff meeting? Very important that you build time in for dialogue. Unicorns, when problem-solving, love to brainstorm. Eagles, when implementing a new idea, definitely are looking for documentation and roles and responsibilities. And tigers, when they understand the goal, yes, to move on and let them go do it. So you'll have some more exercises to do at the end of this session for exercise number one, and there's a whole section on personalities that you can take a look at. It's important to deal with differences of opinion. So we've talked about a number of self-assessments. The last one is very important, and we're going to switch gears and look at competencies. They're critical to drive and sustain results. And unfortunately, this key element in development has been stripped down to a basic chassis, and unintended consequences have taken place. Competencies help take that strategy and vision and drive it to actions and behaviors to ultimately get the results you're looking for. So let's look at a definition. Competency is simply the ability of a person to effectively do a specific job. Sounds simple, but here's the challenges. First, typically there's excessive focus on only a couple of components for competency. That is, do people have the knowledge and the skills? And many times we forget about can they effectively apply them, and can they do it at the right time the right way? Unintended consequence, people run out to get degrees, certificates, certifications, but application and ultimately the return on investment for the dealership doesn't come up or is minimized. Secondly, when looking at competencies for the organization, it's important to do forecasts and to make sure that you're looking out the front windshield and not the back window. What do you need in the future as far as jobs, specific jobs and skills to get that done? Third, focusing on the individuals that are available versus the competencies that you need. And then finally, not finding or developing sources, whether they're internal pools or external pools, for those competencies quickly enough and missing opportunities. So we've done a review of a number of resources and research about future competency needs for effective leadership. And the following competencies have been identified as those that are most critical for future success in deriving and sustaining results. Remember, the four keys in a competency are knowledge, skills, effective application, and doing them at the right time the right way. Don't fall into the trap of only thinking about it as does a person have knowledge and skills. Application is key. So what are those competencies that people are forecasting are gonna be critical in the future to drive results? Adaptability, handling risk and uncertainty, the ability to shift gears and to learn from mistakes. Next, being a builder of trust, both internally and externally, being consistent, following through on commitments, and having very strong credibility. Next, being a good change agent, embracing continuous improvement, modeling the changes that are needed in the organization, and proactively addressing resistance to change when it occurs. Next, strong customer focus, knowing the customers, knowing their needs, using their feedback to make improvements to the products and services you're delivering, and partnering with them for solutions. Next, being a good developer of talent, dedicating time to mentor, coach, and teach your staff and the next generation of leaders. Next, being an effective communicator, providing clarity, not just sharing information, creating understanding, and actively listening. Next, managing inclusion, actively recruiting diversity, diversity of thought, diversity of experiences and education, asking others their opinions, and bringing out and delivering the collective best of others. Future leaders will also need to be very confident in reinforcement skills. The ability to set high standards, to monitor without micromanaging, and to effectively use both recognition and reward. Must also be good team builders, clearly define roles and responsibilities, being effective when delegating and maximizing use of the overall group's capabilities, not just a few. And finally, a good team player, being highly cooperative with different locations, with different levels in the organization, with different departments and divisions, sharing information and resources, and having the ability to both lead and also follow. So, if you take a quick glance at those, what would float to the top? Where do you think you're strong right now? What might need some more attention? Which ones would have the biggest impact on your ability to enhance championing results? Well, you'll get an opportunity to do that at the end of this session, with the first set of exercises, which start now. I'd like you now to go to the individual exercise number one and look at the self-assessments, and to do those. And remember, it's important not only to take the self-assessment and be candid, but also to validate it with one or two people and see if your reality is their reality. Good luck. Welcome back to video two of Championing Results. In this particular session, we will specifically be looking at motivating a workforce and creating a motivating workplace. While the tracks are sobering and expensive to business, and recently reported in a Forbes magazine article, a study revealed that almost half of employees worldwide don't like their jobs. That more than 80% of US workers feel stressed at work. Only 30% are engaged and inspired by their future career opportunities. And one out of five, or 18%, are actively disengaged. They show up to work every day by hating every minute of it. So, substantial opportunities exist for business and for dealerships. Research shows that motivating employees do a variety of things. They look for better ways to complete a task, i.e., they're innovative and driving continuous improvement, quality-oriented, higher productivity and efficiency, there's lower absenteeism, less turnover, and they're very strong advocates for the brand and the mission of the organization. So, motivating people is all about knowing what they need and how you can fulfill their needs. So in this section, we'll look at four things. Why people work, common motivators, creating a safe workplace, and things leaders do that can actually hurt or demotivate. So, first, let's reinforce a very critical point. Research time and time again shows when you ask people who are fulfilled or motivated by their work why they do the work they do, money almost never comes up. But, the list of non-monetary reasons people give for doing their work is very long and compelling. So, why do people work? What motivates them? Some interesting research by McGregor and Doshi, which was recently highlighted in the Harvard Business Review, identified two sets of factors. The first set of factors are called direct motives. These are the things that connect to work itself and improve performance. Three components of direct motives were identified. First play, here the employee is motivated by the work itself. Second purpose, here the employee is motivated by the direct outcome of their work and it reinforces their identity. And third potential, here the employee is motivated because they see the work benefiting their long-term desires. The second set of motives are called indirect motives and they tend to reduce performance because they distract people from the work that actually needs to be done. Three components here as well. First, emotional pressure. Here the employee is doing something to avoid disappointing themselves or someone else. Secondly, economic pressures. The employee is working to gain a reward or to avoid a punishment. And third, inertia. Here the employee can't tell you why they're doing this particular job. They've just been doing it for a long time and there's momentum. Let's look at this in a little bit more detail. If an employee said the following, I love being part of an organization that helps people recover and rebuild their nap from natural disasters. That's a plain motive. If you heard an employee say, I love being able to troubleshoot and fix a genset quickly for the hospital's emergency backup system. That's purpose. If you heard I'm glad I had the opportunity to work in the parts department for a little while. It'll give me a better perspective as I strive to be a parts and service rep for the dealership. That's potential. What if you heard, I can't afford to resign. I need the healthcare benefits for my family. That's economic pressure. Or if you heard, I can't look for another job already. I've had three different employers in the last 24 months. Wouldn't look good on my resume. That's the emotional pressure. Or what about, I do this job because I don't have to think. Just been doing it for a long time. That's an example of inertia. The key here in the research that was done concluded very simply. If you as a leader can help maximize the direct motives, those with play, purpose, and potential, and minimize the impact of the indirect motives, those being economic and emotional pressure and inertia, then you ultimately will create more motivation and ultimately have higher performance. Secondly, let's all agree that everyone is different. But too often when we look about motivation and about managing people, we spend more time on researching and trying to discover the unique things that motivate an individual, and we sometimes gloss over or don't properly address common elements. Here are three sets of common elements that should be focused on and proactively addressed to help motivate. First, there are emotional needs that drive how people think, feel, and ultimately act. Hiram Smith described it as the belief window. Beliefs are learned from life experiences, and they can change over time. Ultimately, if the results of a person's actions meet one of the following four basic human needs, then they will repeat the way they think, feel, and act. So it's very, very important for leaders to be aware of what they tolerate. Here are the four factors. Affiliation, people want to belong to something bigger, a family, an organization, a business, a club, a mission. They want to feel acceptance. They want to be included, like asking their opinion. They want affection. They want to know that you care about them. Simple things like eye contact, a smile, knowing their name, knowing something about their family makes a huge difference and shows affection. And finally, allowance for error. They want to strongly believe that failing is not fatal to their career and their job. Secondly, research by Sirota and published in their book The Enthusiastic Employee identified three basic sets of motivational goals. The first is equity. Is there a genuine interest in the well-being of employees? Elements here include safety, respect, management credibility, and of course, pay and benefits. Are they competitive? Secondly, achievement. Does your job make good use of your skills and abilities? Elements here include, is there a challenge of work? Is there ability to obtain new skills? Is there perceived importance of the job that I'm doing? And is there reinforcement of good performance? And finally, camaraderie. Is there cooperation and teamwork within your organization? Elements here include relationship with co-workers, teamwork within the work group, and teamwork across departments. Common motivators. Finally, let's talk about the drivers of employee engagement. Employee engagement being commitment, discretionary effort, and loyalty of individuals to the organization. Research has identified hundreds of factors that impact engagement, but they all fall into two broad categories. The first is rational elements. They must be addressed first. These include things like a safe place to work, competitive wages and benefits, training and tools to do a specific job. The other is the emotional factors, which we've described as the triple I. The triple I includes identity. What does it mean to be part of this dealership's organization? Why should I be proud to be on this team with its history and its bright future? The second I is importance. Why is it so important to do things the dealership's way, following their processes and their procedures and living their values? The third I is impact. How do I make a difference? What is the importance of what I do every day helping to make the strategy and the business successful? So again, the emotional elements being the triple I, identity, importance, and impact. Following up on employee engagement research, the Corporate Leadership Council did an extensive research study and concluded the following. First, build emotional commitment to drive effort. Emotional commitment was found to be four times as valuable as rational commitment in driving discretionary effort. Remember, discretionary effort is one of the key factors in employee engagement. Secondly, their research concluded do not attempt to buy effort. Compensation attracts talent and plays an important role in retention, but it has very limited impact on employee effort. If an organization that improves commitment will see a significant return in discretionary effort resulting in higher performance across the workforce. In fact, they were able to put it into what they refer to as the 10-6-2 rule. Every 10% improvement in commitment can increase an employee's effort level by 6%. And every 6% improvement in effort can improve an employee's performance by two percentage points. So commitment, effort level, and performance, the 10-6-2 rule. So looking for some common motivators, Hiram Smith's belief window for emotional needs, three motivational goals based on Sirota's research and based on lots and lots of research by organizations including the Corporate Leadership Council, employee engagement is driven by rational and emotional elements and the benefit of working on that emotional commitment. So we've looked at those. Lastly, let's look at two other factors. Let's discuss the importance of creating what I call a safe work environment to help drive better business results. Here we're not talking about your dealership's physical environment, the maintenance on its tools and equipment, or safe work behaviors. It's about hazards and risks of personal choice and voicing one's candid, respectful opinion. So think about this. When people sense or fear danger, most experience increased stress and take precautions. Those precautions in your work environment would include things like they limit their participation and involvement, they avoid risks, they resist change, they filter information versus sharing reality, they disconnect from relationships, and they disengage personal commitment, effort, and loyalty. Each of these precautions is waste of human creativity and capability. High-performance dealerships must continually monitor and address any perceived dangers in their workplace environment. So bottom line, is your dealership's workplace environmentally safe or dangerous? So how would you know? Well, we're gonna give you 15 questions, and we're gonna ask you to look at these, excuse me, 12 questions, and look at these, and answer them never, sometimes, or often, and see what you conclude about creating a safe work environment that's motivational. Look at things like, is it dangerous in your work environment to ask tough questions? Or admit you don't know something? What about pointing out exceptions that seem to consistently take place? What about disconnecting completely when you're on vacation or you have time off? No electronic devices. What about things like providing timely, candid feedback to your boss on how they're doing? Or voicing a different opinion than perhaps your senior leadership? We'd ask you to pause now, take a minute, and answer these 12 questions using the never, sometimes, or often. And again, the question becomes, is your dealership's workplace environment safe or dangerous? So finally in this section, we're gonna take a look at some supervisory and manager behaviors that can demotivate. Remember, many employees wanna better understand what their boss does, and more importantly, why they do it. Why? So they can emulate it, and so that they can ultimately be perceived as higher performers and help with their career advancement. Employees watch and listen for clues and signs. So here are some supervisory and manager behaviors that actually can hurt in creating a motivating workplace. How about setting the bar too low? Think about it. If every year the goal was to make the playoffs, and never a goal of winning the championship, what about inconsistencies in how I act, what I look for, and how I behave? What about only seeing and not listening? What about things like correcting problems and blaming others? What impact does that have on accountability? What about how we communicate, and if we ask for people's input? What if we use disciplinary measures inconsistently or inappropriately? What if it's more important that we work to be liked rather than respected, or that we dump responsibilities versus effectively delegate? Or what about if we withhold recognition and reward for performance? It's just expected. Or we spend more time doing daily production work than actually leading our workforce. These 15 things you can look at as you complete the exercises at the end of this video. When you do that, here's what we'd like you to consider. Again, remember, we're looking for candidness and honesty. Are these things never done? Are they occasionally done? Are they too often done? Are they shifting from one of those categories to another category? Is it good or bad? Do you see these things happening in yourself occasionally, or do you see them happening in other supervisors or managers? Ultimately, what impact does that have on producing better results? So this concludes video two of three, and we now ask you to go to your workbook, look at the individual exercises listed under number two, and look at application of the information that we've just shared. Thanks. Welcome back to video three of three in this self-study called Champion Results. In this particular and final video, we'll be looking at practical techniques for championing results. We'll briefly look at these eight factors and provide you with some useful tips and things to remember. So let's start with communication. Your ability to communicate effectively is critical to your employee's success. Your messages and the way you deliver them can encourage key members to more readily accept feedback, share ideas for improvement, take more personal ownership of their jobs, and ultimately be more engaged. Now, consider this research on communication. 100-employee business spends 17 hours a week in downtime clarifying communications. That equates to an annual cost of over half a million dollars. Secondly, research shows that 70% of small to medium-sized businesses have identified communications as their number one problem. And based on research with HR professionals, they estimate that 80% of people who fail at their jobs do so for only one reason. They can't listen and communicate effectively. What impact does that have on creating a motivating workforce, motivating workplace, and ultimately driving results? So, we'd like to look at two specific factors in communications in this session. Non-verbals and convincing others when facts and data don't seem to work. So here's a couple of additional research points on non-verbals. First, remember that non-verbals make up over 50% of our communications effectiveness. Secondly, our brains have about 30% of it dedicated to processing visual stimulus, compared to only 3% for processing, hearing, or listening. That's 10 times more of our brain dedicated to what we see. And finally, remember that non-verbals include a variety of things, including our facial expressions, and our eye contact, and our gestures, and our posture, movement. And how many of those non-verbals are significantly reduced because we're simply relying on technology versus interpersonal and face-to-face type communications. So let's remember about non-verbals a couple of things. First, they pull people in, or can push them away, especially if there's a mixed signal. Next, they reinforce versus some mixed signals on what words were actually said. They give you immediate feedback on the mood and the potential receptiveness of your audience to what you've said. They also provide clues as to what to do next. Should we stop talking? Should we let someone else speak? How about ask questions or seek clarification? And ultimately, reading non-verbals and having good non-verbal skills impacts credibility of both the message and the messenger, as well as relationships. It's more critical than ever to listen with your eyes. So take the time and invest in more communication, interactions, compared to transactions, and your effectiveness in enhancing and understanding awareness may improve. Balance your high-tech and high-touch communication. The second element in this area we'd like to talk about is persuading and influencing people. It's hard business. One of the things that we should consider is using the convincer strategy. Interestingly enough, our colleagues in marketing have been using this for a long time. The convincer strategy is how an individual comes to believe something to be true. There are four key elements. First, preference. Does our audience or individual that we're communicating with want to hear, want to see, want to read, or want to experience something? Very, very important. Secondly, the credibility of the source. Is the individual or group's perception of the internal or external source that you're using deemed to be credible? Third, frequency. How often does the information need to be shared? And finally, duration. Receiving the information over what period of time and creating a process versus a simple event. The key here is to remember that the combination of these four factors is different for each individual and can significantly influence if you convince them that something is true. So what does this have to do with striving for improvement and driving results? As you continue to try to convince employees and others of the importance or continued importance of performance and results, first, do you deliver facts and data to match the employee's preference or do you overuse certain techniques or media? Second, is the external or internal source for your facts and data perceived to be credible by the employee, not just by the leadership? And how do you know? The message may be very clear and compelling, but what about the credibility of the deliverer or the source that you're using? Third, do you effectively address both what's in it for the business and what's in it for the individual? How often does the employee need to receive this type of information and how do you know that? And how long do they need to hear the information to ultimately deem it important and most importantly, retain it? So you can start by asking your employees two simple questions to help you develop a convincer strategy for an individual or a group. First, how would you know if our overall performance met or exceeded our goals? Listen for words like I would see, I would hear, I would read, or I would experience. These will give you clues on delivery and source. Secondly, how many times and for what period of time would you need to receive this information to be convinced that it was important and a priority to keep working on? This will give you some clues as far as frequency and duration. And finally, here's a few more communication tips when dialoguing and trying to convince individuals and be more effective in communication. First, monitor your air time. Research shows that we should speak no more than 40% of the time to truly communicate effectively and drive commitment. Secondly, it's okay to just wait and reflect. Silence is not always bad. Third, remember, ask open-ended questions to help explore employee ideas. Remember, an open-ended question cannot be answered yes or no. And finally, try to avoid questions that start with why because too often this can easily be perceived as blaming. So communicate your way of commitment. The second area we wanna focus on is relationships. There's a powerful yet simple formula that goes like this. R without R equals R, which stands for rules without relationships equals resistance. Perhaps the relationship that is more important than the company-customer relationship may be the manager-employee relationship. Huge impact on what we can deliver, how we deliver it, how quickly we can deliver it. In fact, exit interview research shows that the number one reason people leave their jobs is their direct boss. Your team is employed by your dealership, but they work for you. They take direction from you and they will give you extra effort if you earn their trust and loyalty. In fact, a 10-year study found that as much as 35% of the variable and discretionary performance of employees is the direct result of managerial styles and behaviors. 35% of discretionary effort is dependent upon how the leader acts and behaves with their employees. Wow. Author Maya Angelou once said the following. I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel. So bottom line, how do you make your employees feel important? How do you make them feel genuinely cared for? And how do you make them feel appreciated? These will have a tremendous impact on relationships. So consider the following just for a second. Each of us has a simple but very powerful gift that can build relationships or really tear it down. It's our time. Time always seems to be in short supply. Some are controlled by it and others fight against it. Time has been described as this, the cruelest teacher because first she gives the test then teaches the lesson. The cruelest teacher because first she gives the test then teaches the lesson. So here are four critical time reminders that may help you with relationships. First, time is a critical element in developing and sustaining positive relationships. It is important to initiate the use of time compared to always just reacting to a request for time. Think about it. When someone initiates contact with you to inquire how you are or seek your input, how do you feel? Now compare that to a relationship where it is primarily only a response after your email, a text message or a phone call or a meeting request. Initiate versus respond. Secondly, the classic question, what do you want, quality or quantity, also applies with our use of time. Ideally we want both. For example, most employees believe discussing personal development and career interests and reviewing performance is a quality manner only once a year is not dedicating enough time. Employees prefer a higher frequency to go along with quality because it makes them feel valued and important and it has a huge impact on relationships. Third, time must be allocated for both input and output. If the time spent with employees is predominantly things like downloading, dumping, sharing personal opinions and trying to convince others to change, then managers have overloaded their output. Asking questions, listening and reflecting on others' thoughts and ideas is absolutely critical input and time needed to be effective and build relationships. Finally, technology and automation are intended to give us more time. In reality, they simply provide new ways to squeeze more into those 86,400 seconds of each day. One of the hardest things that a leader needs to do is to stop spending time on activities that do not align with their personal or business goals. Everything cannot be a priority. So what can you stop doing that would help impulse relationships? Remember this, the choices managers make on how they spend time explicitly show others if relationships are important and which ones are and are not. Let me repeat that. The choices managers make on how they spend time explicitly shows others if relationships are important and which ones are and are not. The third area that we'll talk about is empowerment. When managers empower employees, they share more information, they work closer together on common goals, they partner better on challenges and they exhibit a higher degree of trust. So like a three-legged stool, it involves responsibility, accountability and authority. But giving employees these three things without preparing them can actually increase their stress, their frustration and ultimately their disengagement. So here are some simple practical elements needed for empowerment. First, make sure there's chair alignment. Tell people why you care about something and ask them if they care about it. Secondly, make sure that when you provide context that there's not too much information. Thirdly, make sure when you empower that you provide both the know-how and the know-why. Set clear boundaries. Absolute power and authority is never implied with empowerment. Create regular how you are doing input and create a safety net to make sure that people know that you have it back. It's also important that when you empower people that you let others around them know what they are and are not empowered to do. Structure ways to share. When you have a structured time and a way to share, it creates less perceptions of micromanaging. And ultimately the goal is to eventually become a GM instead of a coach and become more of an effective delegator. Here are four questions that help you determine where you are on the engagement journey, excuse me, the empowerment journey with your employees. Do you employees sense some level of autonomy, i.e., the ability to make certain choices without asking for permission? Secondly, do they feel others believe they are competent? Do they feel that they believe they have the skills, knowledge and abilities to execute properly? Third, do they believe that they've been given impact opportunities? Meaningful work and responsibility. And fourth, do they feel that they can proactively influence decisions and change both perceptions and results instead of just validating something after the fact? These will all have an impact on empowerment. Next, dealing with differences of opinion. If you take a group of individuals in your dealership and explore three things, their personalities, their beliefs and their perspectives, then you will find many, many, many different opinions. That's to be expected. In fact, it's healthy as long as your dealership also models, coaches and teaches employees how to effectively deal with differences of opinion. Too often, teams fall short in their potential because of differences of opinion. They simply lead to no decision being reached. They just agree to disagree. Or they divert energy from higher priorities where they create morale issues or create division, more us and them. Remember, 90% of conflicts at work don't come from something that was said, but from something that wasn't. Differences of opinion are good if the following happen. If there's increased clarity and understanding. If there's consensus on what to do and who's going to do it. If we ultimately solve a problem and if we build or maintain relationships and trust, that's when differences of opinion are fantastic. That's when they create a positive impact on business. Typically, research has found that people disagree over four things. One, they disagree about what the objective is or they disagree about how to get there, the method. They also disagree on communications, which can be a lack of information, poor information, no information or misinformation. Or occasionally, they can also disagree over emotional superiority. Here are some key principles to consider to help resolve when there are differences of opinion. First, acknowledge that disagreements and potential conflicts exist. You can't manage and resolve something until this happens, i.e., if there's an elephant in the room, talk about the elephant. Secondly, discuss the impact of continued non-resolution. That includes to the individuals, to the team, and or to the dealership or customer. Third, define acceptable behavior for resolving the issues. Don't assume people know how to resolve differences. Next, it's also important to avoid certain language. Think about these. It's important to avoid static words like good or bad, normal, not normal, correct or incorrect. It's also good when resolving differences to avoid the use of subtle judgment words like you should have, you ought to, you must have. It's also important to avoid judgmental words like dishonest, lazy, arrogant. Or words that can exaggerate such as always, never, frequently, or seldom. When differences of opinion happen and it's hard to get resolution, when in doubt, what values of your organization be your guide? And ultimately, double check for consensus before moving on. Ask people to feedback what they heard and what they intend to do. Don't assume because you have smart people that it's resolved. All right. Now, let's look at recognition. If you want to build commitment and you want to build motivation and you want to champion higher results, you need to recognize what you want more of. Recognition is showing appreciation with non-financial actions. It's one of the major ways to reinforce behavior. When employees feel that they have made sacrifices or put in extra effort or solved problems or delivered results, but no one says anything that can be perceived that it just doesn't matter. And it's just saying thank you. It's not just saying thank you. It's saying it while being sincere, being specific, and being done in a timely manner. Bottom line, when employees feel it doesn't matter, many will stop doing it or doing it consistently well. Sounds simple, but have you ever been in an organization or visited one or heard about one that says, nobody noticed what I do until I don't do it anymore? So, here's a little tool for you to use. We have given you nine questions to consider about recognition. We'd like you to answer those using this scale by being a great deal down to one, not at all. Here are the questions. I'll have you pause now, and then we'll come back and reflect on these further. So, now that you've looked at these questions in more detail, let's take a few of them and address them. First of all, time. How long does it take to say thank you? Or type a simple sentence like, I really appreciate your extra effort. Or even send a text message that says, you, equal sign, awesome job. Me, equal sign, very grateful. Remember, recognition, it's not a question of time. It's a question of priorities. Not knowing how to recognize individuals can be a challenge, but it's important that we find out from individuals what type of recognition they like to receive. They may like to receive things that are life-related, like anniversaries and birthdays, babies being born, or simply work-related, or both. They may prefer individual, or they may prefer team-focused. Some love public recognition, while many like private recognition. Some like it verbally. Some like it written. Some like it in person. One size doesn't fit all. We're much better at recognizing people if we ask them how they prefer to be recognized. What about, I don't want to play favorites? Everyone's doing something right and ultimately contributing to the cause. Please don't limit recognition to just your star performers. Everybody needs it. What about, it's awkward if done too much? It is if it's not done sincerely. Remember, it's all about the interaction, not the transaction. If you love the one, they'll think they've made it and stop working hard. Think of a sporting event when the only time the fans give any feedback is at the end of the game or the match, not during the contest. Talk about no motivation to go the next quarter, the next touchdown, the next yard. Amazing. We need this on a regular daily basis. Finally, if I don't get it, why should I give it? It has to start somewhere and think how you might feel if you were getting more recognition for your time, for your effort, for your sacrifices and performance. Remember, recognition can also be very contagious. A few reminders. Praise and criticism ratio. Research has actually been done in this area. Research has found that the ideal praise to criticism ratio is 5.6 to 1. We'll round it. Six to one. Six praises, six reinforcements of doing well versus one criticism is the best ratio found in this research project to drive the highest level of overall performance from individuals. Six to one. Where are you today? Secondly, smiles and eye contact are forms of recognition. So are vertical head nods up and down. A sincere pat on the back or giving someone a high five with a fist bump. Fist bump. Be grateful for people. Be pleasant when you do it and be brief. Avoid those techniques like filling the blank thank you cards. A personal handwritten note is so valuable, so valuable and so valued. Next, try some type of memory reminder perhaps with a short note like a set of life savers or $100,000 chocolate bar with a little note associated with it. Using technology, how about taking a photo and adding a short message and hitting send on your text message. How about giving presents? A few minutes of your undivided attention with no interruptions. Remember, it's important to say thank you because you recognize that someone had a choice. And finally, saying thank you acknowledges our interdependence on each other, which is extremely important. So let's move on to learning and development. Learning and development can benefit your dealership in a number of ways, including things like identifying problems with products and services and resolving them quickly, like out-innovating and out-maneuvering your competition or enhancing service quality or increasing job satisfaction. It also helps foster understanding and appreciation of others' perspectives by challenging them to learn something new and different. Common mistakes in learning and development are the following. They're too generic. Everybody gets the same thing. Secondly, they stand alone and people go alone to them. How often do we ask employees to go to some type of learning and development, but the leader's never been through it, doesn't know what to reinforce? Or another one is going, going, gone. Go to the event, but nothing's asked as far as application afterwards, what was learned, et cetera. It's an event. Or we only evaluate our learning based upon did you like the training, not taking it further and what you're going to apply. Here are 10 critical learning and development lessons learned and best practices for you to consider. How does your dealership and you personally stack up against these? First, research shows that 70% of adults obtain their knowledge from job-related experiences, i.e., hands-on, 20% from interaction with others, including coaching and feedback, and only 10% from formal educational events like classroom or online. It's called the 70-20-10 rule. It comes from the Center for Creative Leadership. The question is, are your current learning and development efforts aligned with this research? Secondly, research has also found that 90% of what we learn within one week is lost unless it's supported beyond the event. So how effective is your L&D activity in reinforcing that initial sharing or exposure to information or training? Third, it's important to clarify what learning and development is in your organization. Inadvertently, employees have assumed it only includes classroom and online, but things like observing others doing the job, benchmarking other dealership locations or departments, visiting vendors and suppliers, special projects, reading articles, interviewing and asking questions of experts are all investments in L&D. Do employees in your dealership only believe they receive training in the classroom or online, or has it been clarified that L&D is so much more? Next, L&D is both short-term and long-term. The demands of the here and now require learning and training essential short-term to make sure you can complete the day-to-day operations. But is there adequate investment of time, money, and managers' attention spent on future needs? Also, employees want short- and long-term development. They desire both feedback on how to improve their current skills to perform their jobs, but they also are looking for advice and opportunities to learn and develop additional skill sets and competencies for future career aspirations. Avoid competency confusion. Some dealerships have allowed the misconception that being competent is only about having skills and knowledge. That's a very, very dangerous assumption in my mind. What about effective application at the right time in the right way? If employees believe it's only about skills and knowledge, you will be inundated with people showing you grades, certificates, degrees, and other accreditations. My question is, are competencies currently defined and measured in your dealership driving effective application and performance? Next, training is an active participative process. How often in your dealership is training treated as a passive filling of vessels with information? Oh, by the way, those passive filling vessels are your employees. Training should be about transforming knowledge into tangible skills, application, and consistent desired behaviors and outcomes. Please remember, telling alone isn't training. Many people in dealerships are missing an opportunity for L&D because of ineffective onboarding processes. Ignoring onboarding of new employees and employees selected for higher levels of responsibility is a huge L&D opportunity. Let's also remember what we talked about earlier. A lot of L&D is about leaders being effective delegators and giving employees the responsibility, the accountability, and the authority to get things done. And finally, scalable assignments. Scalable assignments, low, medium, and complex work extremely work well with learning and development. So, do you effectively challenge employees with both scalable and realistic assignments? Remember from the famous philosopher Aristotle said, We are what we repeatedly do. Excellence, then, is not an act but a habit. Make learning and development excellence, make it a habit for application. If you continue to learn, apply faster, you will create a competitive edge compared to your competition. So, let's talk about keeping your finger on the pulse. There are systems and sensors and mobile devices and social media exchanges and many other digital processes creating more and more and more data for dealers. This data can be collected, analyzed, and effectively reported to help make better, faster, and customized decisions. Big data is important in people management, too. But so is the simple concept of keeping your finger on the pulse of important things that can be seen, heard, perceived, and counted. Let me repeat that. But, so is the simple concept of keeping your finger on the pulse of important factors that can be seen, heard, perceived, and counted. Let's start with a simple definition of measurement. We'll use the one from D. Hubbard's book, How to Measure Anything. He says, measurement is an observation that quantitatively reduces uncertainty. Measurement is an observation that quantitatively reduces uncertainty. So, when you look at reports and data and surveys, they're important. But what about paying attention to patterns of behavior, like what people do at the start and the end of a shift, or the intention or lack of attention in meetings, or the condition of lunch rooms or break rooms when people leave? What about tuning in to what people are saying? Do you hear things like, good idea, I'll stop over and see if I can help? Or do you hear, I only do what I'm told, and I wouldn't want my kid to work here. Are you good at reading non-verbals? Remember, over 90% of human communication effectiveness is non-verbal. What about feeling emotions? Is there a buzz of positive energy in your location? Do you see people willingly sharing the dealership? Do you see smiles? Do people easily make eye contact? Do you hear laughter? These are all important things to look at and to measure. What about watch what they wear and carry? Are people proud to be associated with your dealership? Do they wear and carry your dealership's logo and brand and name? What about participation in voluntary events and activities? Think about this for a second. Answer this question. I feel confident I have my finger on the pulse of an employee. What? How would you fill in that blank? And how and why do you know? So think about that if you're blank. Did you think about employee customer service or employee quality, innovation, effectiveness, absenteeism, safety or loyalty or career aspirations? How informed are you about current trends? How detailed an understanding do you have of the strengths and weaknesses in some of these areas? Ultimately, if you take the time to stop, look, and listen, do your observations and these informal measurements reinforce or contradict what reports and data say? It's important to keep your finger on the pulse. Finally, let's take a look at change. Change is required to be competitive in this environment today. So let's start out with just a couple of quotes and some research. It's all about fighting and not about fighting the old but about building on the new. Change is difficult. Change is uncomfortable. And this one I particularly like, change is hard because people tend to overestimate the value of what they have and underestimate what they might gain by giving up. Two pieces of research in this area. First, two-thirds of employees do not receive enough information during corporate change to get the results that were desired. And 60% to 70% of all change initiatives fail. Change is hard. Change must be managed. Change will have a huge impact on your performance. So why do we resist change? Well, we like the predictability of daily events today and are more comfortable in fear and concern about tomorrow's changes. Our brains naturally are inclined to conserve energy. And so changing uses energy. And so our brain is wired to try to conserve it. So they're competing. There's a threat to prominence, something that someone values. There's also the tendency to focus on what we have to give up or lose. There's only so much that we can absorb and change at one time. And based upon a past track record on how your dealership has handled change will impact how people perceive change will be today. In addition, commitment to the past hinders change in the future. Change can be a hard sell if employees believe everything is great just the way it is. Employees' perceptions regarding the dealership's current state, the competition, customers' wants and needs, products and services, are they reality? Are they accurate? If not, then how will you help clarify what the future vision needs to look like for the dealership and the employee, what the future opportunities are for products and services, jobs, and individual responsibilities, and what the future consequences are if we don't change? As dealers continue to go through change, it's also critical that employees are ready, they know what is expected of them and when, that they're willing, that they desire to be part of the future state, and that they're able, that we've equipped them with training and tools and information. And ultimately, we find the sweet spot between those three. Here's some practical reminders to help the natural resistance to change that you may have. Share what you know and offer to get answers you don't. Listen for and address killer phrases, things like, we've never done that before, it'll never work, or that's not my responsibility. Don't wait to tell people if you have information. Tell them what you can as soon as you can. Identify for your staff what's competing and then prioritize for them what they should work on first, second, and third. Separate the resistance to change. Remember there's two major buckets of resistance. There's the obstacles, the tangible things, and then there are the objections, which are the emotional things. Involve them in the plan if and when possible. Set the tone and lead by example for others. Wear dealership and employee advocate hats, things we talked about earlier as part of champion. And finally, determine if they're really on board. Is there compliance? They're only doing it because it's mandatory and they don't want to get in trouble? Or are they beginning to truly become committed and see what's in it for the dealership as well as what's in it for the business? So we have just covered eight practical techniques in this final video for championing results. We talked about communications and the importance of relationships and empowerment, that it's critical to handle differences of opinion and to effectively use recognition, not to fall into some of the challenges of learning and development and what competencies are and are not, and the importance of measurement and keeping your finger on the pulse and the daily requirements of managing change. So what are the next steps? Well, we would suggest that you consider looking at the application, follow-up application activities that are in your workbook. Secondly, there's also a checklist of topics that we've covered in these three sessions. In this particular video, we've covered over 20. And finally, we would truly encourage you to take application. We would ask you to personally take one of the tools, techniques, concepts, and use it in the next seven workdays. Another one would appear in 10 days and ultimately share it with your team or another group over the next 14 workdays. We'll close this final session with some thoughts about championing results. Both of them come from sports legends. First, football great Vince Lombardi, coach of the Green Bay Packers, said, The difference between a successful person and others is not a lack of strength, nor a lack of knowledge, but a lack of will. And the great basketball player Michael Jordan said, Some people want it to happen, some wish it would happen, and others make it happen. So our challenge to you is please have the will and make it happen. Consider taking our seven, 10, and 14-day challenge and drive and champion better results. Thank you.

motivating employees

creating a motivating workplace

personal development

self-awareness

direct motives

indirect motives

common motivators

emotional needs

building emotional commitment

safe work environment

supervisory behaviors

effective communication

building relationships

managing change