Entrepreneurial Management and Motviation

A quick explanation of EM2.EM2 is nothing more than the method that many successful entrepreneurs use to manage their people, and their business. It’s based on logic and experience. I as the author am a manager, and an entrepreneur. I’ve been managing people for fifteen years, and I’ve been a successful entrepreneur for more than ten. This book is not based on a study of thirty thousand managers, which then pulls information from all of them to arrive at a new theory of management that’s never been tested in the real world. This stuff works, and it works well.
The central theme of the book and the method is this; Identify your best people and keep them happy and productive. We refer to these people as HIHMs. Highly Intelligent, and/or Highly Motivated. We do this by rewarding them and giving them freedom and flexibility. If you accomplish nothing else make sure you take care of your top people.The reason we do this is to increase the bottom line.That is our ultimate goal.
Contrary to popular belief, we’re not here to build a team, make everyone feel good, or treat everyone the same. We’re here to make the owners and investors in this business a profit. The easiest way to do that is hire and retain the best people possible.
When we’ve stabilized and rewarded those at the top we make every effort to afford those in the middle the opportunity to join them.
With that accomplished we trim the fat at the bottom.Step 1; Define the peopleThe first step is to define our people. We want to know who is at the top, who is in the middle, and who is bringing up the rear. Create a simple list with three sections. Your top performs, average workers, and those that need help or need to be shown the door. After creating the list put it aside for a week and then re-evaluate. This will help to remove any emotion from the decision.
We start with those at the top in productivity and efficiency.
The highly intelligent workers
o Mastery of the job
o Ability to learn quickly
o Finding new ways of doing things
o Leading through the thought process
o Examples
o Programmer
o Accountant
o Engineer
o Attorney
o A Manager
o Technical support personNext we identify our highly motivated employees
Highly Motivated
o Always works hard
o But not workaholics.
o Does the job right
o Count on them in a pinch
o Customer First
o Trying to get promoted on merit not seniority
o Examples
o Customer service rep with excellent customer skills.
o Service provider to the end customer with great attitude (from plumber to consultant)
o Sales Person always meets or exceeds quota
o Field Technician customers love him.Do we have any employees who are highly motivated and highly intelligent?
Our average worker
o Does the work expected
o Doesn’t make many mistakes
o Shows up on time
o Doesn’t work much overtime
o Has a solid understanding of the job and decent mastery of skills required to perform.
o Complains only occasionally
Finally we take a look at the bottom.
o Makes a lot of mistakes
o Misses work
o Shows up late
o Not much initiative
o Constant complaining
o Resource hog (always needs more people and money to get the job done)
o Doesn’t get along with other employeesStep 2: Review your management processesConduct an honest and thorough review of what you’re doing and how well you’re doing it.
Measuring the success of the department
Before you can manage anything you have to be able to measure it. Do you really know how well you department is doing? Getting the job done and on time is only half the battle. You have to make a profit as well. Get a handle on your direct costs, and a solid picture of how much money your staff brings to the company. This isn’t always easy in big companies but hopefully you’ve got enough information to at least make a very solid estimate. An entrepreneur will only look at costs directly related to the specific department.You may have an associated overhead cost tied to your group that you really don’t have any control over, or any benefit from. Disregard this cost, especially if you aren’t responsible for pricing your product or service. A quick example would be another unrelated department perhaps implementing a new computer network. That cost should be tied directly to that department and not spread throughout the company.Review your hiring proceduresIf your department is filled with underachievers it may not be related to your day-to-day management capabilities as much as it is to your ability to find good people. Hire people who are honest about their skills, have a clear goal in mind when joining the company, and aren’t afraid to tell you what they want. If you employ a peer review when hiring don’t make it the sole determining factor. Balance it equally with your own instincts.Review your firing proceduresDo you pull the plug to quickly? Or are you like many other managers who keep someone around too long? Are there HIHMs in the group that should be fired? This can be the case if the person is disruptive to the point of decreasing everyone else’s productivity to the point of overrunning his own. If you have to fire a highly intelligent, highly motivated employee you must make sure you have given extraordinary effort to fixing the problem, and found a suitable replacement. Once the decision has been made it can take a year to actually make the move so that you can make sure company operations continue smoothly.

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Scheduling your peopleIt’s not just making sure you have all of the projects covered. You also need to make sure you have the right person on the right job. It’s also a good idea to move people to different projects to try and get a burst of productivity and keep them interested in their work. Scheduling time (as opposed to people) is a great way to allow your staff more freedom and flexibility. The due date is important, not the time or manner in which your employees get there. To avoid Chaos set specific target dates for each phase of the project and then check in on the progress. If the target dates are being met you know you’ve found an employee who is quite capable of scheduling his own time.MotivatingAre you doing anything now to further motivate your employees? If the answer is no, don’t worry many managers, if not most, never really think about it. Chapter seven covers entrepreneurial motivation styles, and we’ll touch on it later in this chapter. For right now just make a quick note of what you do or don’t do to motivate your employees. Then take a minute and ask yourself, “Is it really working to build this department in the long run?”You may be making the mistake of motivating only when you absolutely have to. If you’re behind schedule on a project you offer something to get everyone pumped up to get the project done on time. When that project is done, the reward has been paid and productivity drops back down to the previous level.Developing careersAre you working with your staff to determine their goals and objectives? Have you laid out any specific career paths for them? If so, are any of them attaining these objectives?Tracking progressDo you know if your department is making progress? How do you know if the department is getting better, getting worse, or stagnant?CompensationIs your staff paid at a fair value? Use tools like monster.com to find out if your salary structure is in line with similar positions in similar geographic areas. A high turnover problem may be related to pay out of line with what others are paying. You may be paying too much in a current economic condition and be able to replace higher paid, but lower productive people, with better people at a lower cost. This is another of those areas managers don’t want to acknowledge but it’s critically important to the ultimate success of your business. If your pay scale is low and you’re losing people, don’t bury your head in the sand and hope the problem goes away. It won’t.Just as important, you can’t be afraid to hold down or eliminate altogether a pay increase for an average, or below average employee who can be replaced at significantly less money. I know these are not fun decisions to make but if you don’t you’re going to stabilize growth, and then begin to slide. There is no way around this. There is nothing at all morally or ethically objectionable with this. In fact, the biggest sin is to let the company become unprofitable and put everyone’s job in jeopardy just to save a few people who aren’t carrying their share of the load in proportion to what they receive.Step 3; Develop and Test your new methods.What is your plan for the department?
Do you have a specific plan with goals and how to reach them for your entire department? I’m not referring just to yearly objectives but how you react in certain situations, Is a structure already in place if you get busy with other responsibilities of the small business? Have you defined people on your staff that you can rely on for information, or go to workers if something needs to be done in a crunch? In step 3 we’re going to develop our Small Business management plan.The fist thing we need to do is separate your employees into 3 groups using the information gathered in step 1.o The highly intelligent highly motivatedo The average workero The bottom of the barrel.If at all possible have someone from outside your team perform the same exercise on your staff. This may cause you to take a second look at someone you’ve placed in a particular position based more on emotion than logic.Pick one highly effective person from the top of the group and do these things.o Acknowledge the person as highly effective and let them know you value, and in fact need their input.o Ask the person on the top of the list what motivates them. This is a point blank question and must be phrased as such. Fishing, or leading here is a big mistake.o Ask them to write down a few ideas to make the group better. Not any formal approach, and aside from any company wide productivity plans or approaches.1. What do we do with these ideas?a. What ever motivates them most let’s address it. This may mean we’re giving out a raise or giving a little time off to someone who may have no vacation coming.o Set them free. Not just flex time. If you’ve just hired someone who has had three jobs in the last 5 years consider boredom as one of the top reasons they’ve moved so often. Allow them to move from project to project in as short a period of time as possible.
Set boundaries with the playing field but within those your staff makes the decisions not you.b. Examples of boundarieso Moneyo Time (get it done in this time frame)o Who works on the project with them?o Then try and remove or repair the situation that’s sapping the energy out of our top peopleo The service industry often requires employees to directly work with the customer. Sometimes the match doesn’t work. With good people we usually use the catchall phrase “personality conflict”. This may or may not be the case. The important thing to remember is that not every one of your employees will fit with every one of your customers. Nothing will drive a person away from your business faster than placing them in a situation they hate. It’s not going to do any good for your customer either.o We’ve obtained a lot of information now we need to put together a concrete plan. Executing the changes is even more important than figuring out what to do.2. The HIHM has hopefully bought into this approach and is going to be a partner in developing our philosophy.3. Those who are determined to be HIHMs are the future of the company. They protect your stock, and the company as a whole. Start developing leadership abilities in these people on day one. Without continuity execution of company strategy becomes much more difficult.4. We need to meet with him for a few minutes at least every week so that he can measure our progress.5. If he’s going off track or losing interest we may need to start evaluating HIHM number two.6. What am I going to give? What am I going to get? How will I measure my success?7. Environment changesa. Windows, chairs, cubiclesb. People he/she works withc. Hours of work ( 10 hours a day is 10 hours)8. Tools to get the job done.a. New computerb. More staff?c. TrainingStep 4;Take actionWhen you’ve defined your people according to their level of ability and motivation, reviewed your current processes, developed a plan for helping your staff advance their careers, and developed a simple operating plan for your department you’re ready to take specific steps to manage your people much more effectively, and increase your bottom line. At the end of this chapter are several ready to use forms to get you started quickly. A big part of taking action is measuring the results of those actions. When you make a change measure frequently at the start, then diminish to perhaps quarterly, and ultimately yearly if at all. An example of this is in your scheduling changes. When you allow your top people to schedule their own time you may want to track progress weekly for the first month or two. If all is going well you only need to review every month or so to make sure long-term projects are staying on track. If you’re satisfied after six months to a year that the employee is able to successfully schedule his own time, you don’t need to waste your valuable time checking on them.Step 4; Manage the entire departmentThroughout the process we’ve focused most of our energy on managing those at the top of the department. All that we’ve really done for the rest of the group is define them as average or below average. As an entrepreneur, my goal is to have an entire company filled with HIHMs. But I know that’s not realistic. I still have to manage the average worker, and the business itself. Projects must be managed, leaders developed, and the political rules inside your organization still have to be dealt with.
The Entrepreneur doesn’t completely disregard the rest of his workforce even though he’s giving special attention to a select few. When we begin to give special treatment to the top tier of the group what happens to everyone else? We’ve touched on this somewhat in previous chapters, but now we need to take a more in depth look of how we’re going to manage the exceptional people and how we’re going to deal with everyone else.Managing the exceptional people inside the group.o It’s OK to play favorites. We’ve made conscious decision to treat these top performers differently.o How do you define an effective leader? Their willing to make decisions. Grant this power.o Stick to your decisions and plans outlined in Step 3. Feelings will get hurt and egos bruised. That’s ok, we’re going to give everyone a fair chance to reap the same rewards.
How do you manage the rest of the team as they relate to the highly efficient members of the team?o As word gets out that top people are receiving top treatment you need to let the middle of the road people know they’re very close to the top. Some are lacking the skills needed to get to the next level, and we’re going to help them attain those skills.o We need to let the bottom of the pack know that they’re not pulling their weight. Be honest with them and tell them if things don’t improve a change will have to be made. Too many managers spend too much time on these people. Lay out your expectations, and tell them you want them met now. The only motivation necessary for these people is a kick in the pants, and the threat of losing their job. If that doesn’t work nothing else will so why waste your time? We can expend more energy on them when they at least get to the middle of the pack.

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o How do we get the middle to the top? If you’re thinking motivation you’ve got the cart before the horse. You may not be dealing with a problem of motivation. Make sure the person has the skills to do the job and the proper direction. As you fine tune your management skills you’ll discover that you need to spend less time with the top people, because they have been given the freedom and flexibility to manage their own projects to a very large extent. You’ll spend less time managing the bottom of the barrel, because you’ve told them what to do and when you expect it. If they don’t start producing we just show them the door. That should free up time to focus on greatly increasing profit and productivity by upgrading a few of those average workers to HIHMs.o Get your staff to help with marketing and sales. Without these two key elements it doesn’t matter how good our product or service is. No one will know about it. A really great manager gets his department moving in the direction of growth at all times. If it’s at all possible this should be an important piece of your overall management strategy.o Take care of any red tape you can for all of your staff. It may be putting time sheets on the web so they’re easier to fill out, or putting in requests to human resources for them. But find a way to keep the bureaucracy to a minimum.Step 5: Entrepreneurial MotivationAs a manager is it really your job to motivate? The straight answer is no. I see far too many companies that turn the job of manager into motivational carnival barker. We are supposed to be managing adults who have chosen their own careers. If they are even average employees they should have an internal sense of motivation just to do the job. Giving your top producing computer programmer or customer service rep a wooden nickel for $10 off of company merchandise is not motivation, it’s a carnival contest. And I think for many employees it’s more demeaning than it is motivating.
Real motivation is simply setting goals and establishing rewards when the goals are met.There is of course negative motivation, which we’ve already dealt with for our employees at the bottom. You produce or we fire.
The motivation we’re concerned with starts at the top. We reward our very productive HIHMs based on one thing and one thing only. We give them what they want. You can’t really do that with a company wide motivational program, because everyone wants something a little different. In my experience most employees want either money or time. But there are some who want a fast track promotion, training outside their traditional skill set, or sundry other rewards for performing above and beyond the call of duty.Motivating an employee effectively really only takes on thing. You have to listen.What does the employee want? What do we need him to do? Is what we need him to do worth the reward?
Over the last couple of years I’ve seen a new trend emerging. While on the surface it looks great, there is one big hidden problem. I’m talking about turning everything into a reward. All of the employees make a relatively low salary. They are then given bonuses every month or so based on their performance. This is one area where I diverge from an entrepreneurial approach. I’ve only seen this take place at small companies. The problem with the approach is there is never a reward based on some level of security. If you have fifty great months and then get sick, or have a personal problem that is a distraction for a month or two you pay a heavy price. Even if the situation is not your fault, sales may be down for a few months for some reason, you effectively take a pay cut until things pick up. Because of this I’d be very careful with this type of approach. If your company is going through a short period where things are tough, you don’t want to make it worse by losing good people.SummaryThis is a quick outline more than a comprehensive approach. It’s not meant to be enough to turn your entire management career around, but it is a good start. You have to do the hard work, keep your mind focused, and ask questions from people who’ve been there and done it. If you want to boil it down even further I’ll do that as well.
The key to EM2 and very successful business is this.o Take care of your best people first.o Constantly strive to increase the productivity of those in the middle of the pack.o Get rid of those at the bottom.o Understand the numbers of your department.o Help out with sales and marketing if at all possibleo Enjoy your life, you might get hit by a bus tomorrow.

Effective Leading, Managing and Supervising – What It Takes

If you search for “effective leadership” on the Internet, you come upon 1,680,000 hits. “Effective management” produces a list of 4,060,000 sites and “effective supervision” points to 237,0000 references. Amazon lists over 10,000 books on leadership, managing and supervising. One would think that most organizational leaders, managers and supervisors would have, by now, internalized enough information about effective leadership, management and supervision to take their rightful place in the Great Leaders, Managers and Supervisors Hall of Fame. Unfortunately, this is not the case.In spite of the wealth of information, many leaders, managers and supervisors are challenged when it comes to a clear understanding of what it is that defines high performance.Businesses, groups and organizations spend billions of dollars every year on education, training and development for leaders, managers and supervisors often with less-than-expected appreciable outcomes. There’s certainly no dearth of training and development programs, workshops, seminars, and courses. The reality is that so many of these efforts are too involved, too complex, too unwieldy or far too simple to create any positive, practical and long-lasting change or transformation.So, the question remains: “What in fact works when it comes to developing high performance leaders managers and supervisors?”In my coaching experiences over the years, I’ve found five qualities that characterize high performance leaders, managers and supervisors. These qualities most often permeate the workplace context and culture regardless of whatever the company, organization or group is focused on: quality improvement, customer service, client relations, teamwork, process improvement, etc.

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These five qualities are: Focus, Authenticity, Courage, Empathy and TimingFocusHigh performance leaders, managers and supervisors focus on outcomes and results. Outcomes are the beacons which guide their efforts and support them to stay on track. High performance leaders, managers and supervisors communicate their focus on outcomes by proactively adhering to, and living, the company, organizational or group values which are also included in their mission and vision statements. This focus on outcomes drives high performance leaders, manages and supervisors to ensure their workforce has the appropriate knowledge, skills and tools to move the organization in the direction of realized outcomes. Focus on outcomes allows high performance leaders, managers and supervisors to be resilient, responsible, change-oriented, and creative as opposed to being chained to unrealistic and unreasonable rules, regulations, and needless bureaucratic, control-oriented, policies, processes and procedures.AuthenticityAuthenticity is “showing up” as one’s true and real self, as one really is, in integrity, vulnerable, not as an imposter, not wearing masks. Authentic high performance leaders, managers and supervisors are magnetic; they attract followers who want to follow, followers who know what to expect and who are supportive, reliable and dependable in good times and in not-so-good times. Authentic leaders, managers and supervisors create a culture of openness, transparency and trust. They are open, honest and direct. And a culture of openness, honesty and trust is what creates buy-in from stakeholders.CourageLeaders, managers and supervisors today are consistently challenged by their teams, clients, customers, the public, the media and other stakeholders. Often, what’s required to face and overcome challenge is intestinal fortitude, self-discipline and courage. Courage means standing tall, firm and strong in the face of confrontation, challenge and conflict. Courage also means being able to admit one’s missteps and mistakes. Courage means both making, and acting on, decisions rather than merely paying lip service to visions, ideas and plans. Courage means being demanding of others, expecting others to tell the truth and expecting others to work in integrity.EmpathyEmpathy is the ability to feel what another person is feeling, and why. It is the ability to recognize the emotions in others and to “feel with someone.” Empathic leaders, managers and supervisors are powerful listeners; they listen for understanding. They listen “at level three” above the words and even above the meaning of the words, to the feelings between and underneath the words. They care about someone “as a person.” Empathic leaders, managers and supervisors facilitate teamwork, motivate others and serve as inspirational role models for others. Empathic leaders, managers and supervisors listen to the ideas of others, and proactively acknowledge and reward others for their ideas, input and contributions.TimingIn today’s fast-paced environment, time is of the essence. With change happening at lightning speed, the timing of decisions (both making and not making decisions) is critical to the success or failure of business. None of the four qualities mentioned will lead to high performance leadership, managing or supervising, if poor decision-making is sabotaging the organization. High performance leaders, managers and supervisors are consciously conscious of when and how to act. They have their finger on the “pulse of the clock” and know when to act, when to wait, and when to defer. They know not only how to plan, organize, prioritize and execute but, more importantly, when.

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So, some $10 food for thought questions are:· On a scale of 1-10, how focused am I?· Do I walk our mission-vision-values talk?· Do I inspire others? How do I know?· Do I support others to focus? How so?· Do I perpetuate needless and outdated bureaucracies, processes, policies and procedures?· Do people see me as being authentic? How do I know. How do I feel about asking my colleagues if they perceive me as being authentic? If not, what’s my resistance all about?· Am I the same person at work as I am when I’m standing naked in my bedroom at 4:00 in the morning when no one can see me? Am I really two different people? Do I wear masks? If so, why?· Do I live the courage of my convictions? Do I wilt under criticism?· How do I act when I’m wrong and I know it?· On a scale of 1-10, how empathic am I? Would others agree with me?· Do I “listen to” or “hear” others? Do I know the difference?· Do I promote a sense of community and inclusiveness in my workplace?· Do I foster open and honest dialogue? If not, why not?· Do I make and execute decisions in a timely manner?· Am I creating a culture of high performance?· How do I feel after asking myself these questions? Did I have the courage to answer honestly, sincerely and self-responsibly?

The Ongoing Demographic Challenge: Bringing Boomer Managers and Generation Y Together

Generalizations about the various cohorts in the workplace today (Traditionalists, Boomers, Generation X and Generation Y) result in stereotypical views by each cohort of the members of the other cohorts. Understanding what defines each of these cohorts and their stereotypes will help members of these cohorts learn to work together more effectively by reducing the misunderstandings and conflict that arises. Demographic research tells us approximately 40% of the management and senior level positions in our organizations are held by Boomers and that currently 50% of the employees in the workforce are Boomers, so this stereotype is fairly well developed. As the decade progresses, this dominant cohort will be replaced by the next largest cohort, Generation Y, two workplace generations behind Boomers. This creates a workplace (defined as all places where work – profit and not for profit work is done) of misunderstanding and conflict if not addressed by organizational leaders.To further clarify the ongoing demographic challenge, let’s first look at the stereotypes.The Boomer Stereotype:
I am a member of the baby boomer cohort, those born between 1947 and 1966. This means I was raised during the 1950’s and 60’s and, in general terms, I am a member of the generation whose moral and political orientation (during their formative years) was significantly affected by the birth control pill and the Vietnam War.I entered the workforce as a highly educated professional during the 1980’s. I have held many management and leadership positions during the past thirty years and I love to work. I define myself by the work I do, hence; retirement is not in my immediate future.I was born into an affluent society – an abundant, healthy economy – where post secondary education was open to all those interested. I achieved two degrees and still, to this day, I like to see these degrees highlighted on my CV. I work to live and live to work so it makes perfect sense that my work defines me, my self worth and my view of others’ self worth. I expect others to have the same work ethic as I do.My working style is competitive so I am results-focused, I like to set goals and then action plans to achieve those goals. I expect to be rewarded for goal achievement and I am career driven, seeking regular promotions. My work defines me so, of course, I am very interested in job security.When it comes to my communication skills, I am considered a digital immigrant which means I had to learn email, internet, and social media on the job, as an adult. I prefer face to face communication but I have learned the value of digital discourse and accept it as part of the ongoing business experience.As I progress toward retirement, I am interested in continuing to live a results-oriented life with results focused around my personal goals – travel, health and wellness and, spending time with my grandchildren.Today, as I continue to function as a manager and leader in the workforce, my biggest challenge is the newest entrant – Generation Y or Milennials. Within less than a decade, my cohort will have decreased in size by 50% and Generation Y will have increased by 100%. They will become the dominant cohort in the workplace, replacing my cohort as the managers and business leaders for 2020 and beyond. And herein lies the ongoing demographic challenge.

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They are not like me!The Generation Y Stereotype:
Generation Y are members of the cohort born between 1980 and 1995. This means they were raised by baby boomer parents – parents who belong to the dominant societal cohort, a cohort that likes to spend well and live well. Generation Y has a close relationship with these boomer parents and will spend a significant part of their early adult years back at home with their parents. Their generational markers are defined by technology, specifically mobile technology and social media.They, like the boomers, have been born into an affluent society – an abundant, healthy economy – where post secondary education is open to all those interested. Most have achieved at least one degree, many have achieved more. But they do not define themselves by the work they do. The line between their personal and professional lives is blurred and their self-worth comes from how they are viewed by their friends and colleagues. They are collegial by nature and believe everyone is equal. They want a workplace where hard work and career aspiration translates into rapid advancement. They are loyal to their ‘community’ and they view work as part of the life continuum.If Boomers are digital immigrants then Generation Y are digital natives. These ‘sidewalk zombies’ (those who multitask by walking and texting at the same time unaware of what is going on around them on the street) have been raised with technology and, at a young age, had access to cellular technology. By the time they entered the workforce, they had graduated to smartphone technology – at home and at work. Their community is one of friends, many of whom they have never met. They need to be connected during all waking moments via social media – Facebook, Twitter, YouTube, etc.Within less than a decade, this cohort will double and they will become the dominant cohort in the workplace. They will overshadow the working preferences, desires and needs of Generation X – the cohort sandwiched between Boomers and Generation Y and, unfortunately for them, a cohort half the size of both the Boomer and Generation Y cohorts – and herein lies the ongoing demographic challenge for Generation Y.I am not like them!If we look closely at these two cohorts, there are actually more similarities than differences. Although the generational markers (formative events during the teen and early adult years that members of a cohort share) are significantly different, both were raised in an affluent society. Both cohorts are self-indulgent, independent and self-reliant. Both are highly educated and believe in hard work. Both expect access to the career ladder and expect their skills and knowledge to be recognized and their contribution rewarded. So if they are really not that different, why does the demographic challenge exist?Because perception is reality. Boomers perceive Generation Y as demanding with unrealistic expectations about their role in the workplace. Boomers respect authority and value the hierarchical nature of most organizations – work hard, do your time, get results and you will be rewarded with promotion. Generation Y questions authority and wants to make their own choices – get an education, excel at technology, expect more from your employer, work hard and you will be rewarded with promotion at a fast pace. Generation Y’s perception of Boomers is one of a financially driven group- both as employees and consumers. They view Boomer managers as authoritarian and not open to change. Boomers question Generation Y’s penchant to spend working time on social media sites and expecting to be able to bring their personal smartphones to work and use them for both work and personal applications. As Boomers stay in the workforce and delay retirement, Generation Y feels potential jobs and promotions are denied to them.So what can we do to address these perceptions and bring Boomer Managers and Generation Y employees closer together – to get both cohorts focused on working together for professional and personal performance growth? Here are three steps that members of both cohorts can apply – leveraging the similarities and reducing the effect of their differences. Educate yourself to minimize erroneous perceptions and develop an appreciation for members of the other cohort. Boomer managers need to invest time and effort to fully understand the preferences and working styles of Generation Y. This will provide them with important information when seeking to create an environment where current employees are retained and future employees are recruited. Boomers should take this opportunity to learn about the differences, how to work with them, how to incorporate them into their role as leaders. The Boomer ‘leadership’ philosophy, if based in change management concepts,will set the stage and provide the tools they need to develop future leaders and keep expertise within the organization.Generation Y employees or recruitment candidates should invest time and effort in not only raising their awareness of the organization but also, awareness of those who lead and manage the organization. Developing an awareness for the skills, knowledge and experience acquired by Boomers over their many years of service, will provide Generation Y with the information they need to determine who, in the organization, is best positioned to help them learn and grow. Generation Y are interested in organizations that encourage growth and development of their employees, so they should be seeking out those types of organizations and determining how best to mine the expertise of the Boomer managers in those organizations.
Get to Know One Another – it’s all about building relationships. Boomers are considered to be the ultimate networkers. They have developed a considerable network of professional and personal contacts both within the profit and not for profit sectors. They favour face to face interaction and communication and through this vehicle they have learned how to build lasting relationships, understanding the value of relationships to grow the customer base and grow the business. Surely they could apply this knowledge and expertise to building relationships with members of Generation Y. Generation Y may be new to the concept of networking, as implemented by Boomers, but they certainly know how to network online and build a community of like-minded people. The line between their personal and professional communities are blurred so they don’t tend to differentiate between who is in their specific community. They are also pack-oriented, preferring to play and work within a team or group. So relationships, to them, are also key. The difference may only be in the manner in which they build these relationships. By getting to know one another and how they like to work, most likely these two cohorts will find they are both good at building relationships and share their best practices.
Build a Mentoring Partnership – what are your skills and knowledge you can share with another? Mentoring is an investment of time and effort but it is also best when both parties have something substantial in common such as an interest in a particular skill, position or knowledge area. The key to an effective mentor relationship is that both parties need to be getting something out of the relationship. Reverse mentoring or social-techno mentoring – where Boomers are mentored in the technological skills and knowledge held by Generation Y and Generation Y are mentored in management and leadership skills and knowledge held by Boomers – will take both cohorts a long way to building the relationships necessary to destroy the stereotypes.

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To best understand our current workplace environment and predict future trends, it is necessary to ‘lump’ members of generations into groups defined by their generational markers. We can not look, as leaders, researchers, evaluators of trends, or predictors of the future, only at individuals. We have to generalize and these generalizations can lead to stereotyping groups of people. If the generational cohorts in the workplace take the time and effort to get to know one another, their skills, knowledge and expertise, and be open to sharing their ideas with other cohorts, then the ongoing demographic challenge between Boomers and Generation Y should turn into an ongoing opportunity to build productive relationships.

LSI Solutions – Predetermined Time Systems and Workforce Management

Focusing now on labor standards, there are primarily two different approaches utilized to develop them: (i) using a predetermined time system (PDTS) and (ii) time study.
Newer to retail, but long valued by manufacturers, a PDTS epitomizes the “speed-to-value” philosophy. These systems use standard data, developed through thousands of time and motion studies conducted during the 20th century, to reflect a predetermined time for an average worker, working at an average pace, and in an average environment to perform manual work tasks. The final result is a solid, engineered labor standard that will withstand subject matter expert scrutiny and provide value to the organization in many ways.PDTS are a WFM Best Practice
An advantage of the PDTS standard data concept is that a user does not have to build everything from scratch; no wheel reinvention required! Micro-level data, like obtaining a small object within reach, walking one step, bending at the waist, pushing a button, writing a word, etc. is used to build higher level data elements. These elements of work, such as opening a cardboard case with a box cutter, scanning a small item, removing shrink wrap from a pallet of cases, affixing a label to an object, transporting a pallet using a pallet jack or forklift, stocking a shelf or peg item, or removing & replacing a trash can liner can all be used over and over again in the application, bringing great speed and unmatched consistency to the labor standards process.Higher level work standards, like stocking one case of hard fruit, making and serving a deli sandwich, par-bake and stocking a dozen donuts, cutting, processing & wrapping cuts of meat, scanning and bagging items at the checkstand, tendering a credit card transaction, and mopping one sq.ft. of tile flooring are built, element-by-element within the system.

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Another advantage is speed of implementation, since only one properly performed sample is needed to be observed (through direct observation or from videotape), the standard can be developed rapidly. Unlike proper time study, the user does not have to pace “rate” the employee, removing much subjectivity, while consistently producing a more accurate standard than time study. Maintenance of the system is also accomplished swiftly, as updates and edits are quick and easy to perform. Learning the application is simple and easy, with a mere threeday training course to get up to speed. Oh, and you don’t have to be a degreed industrial engineer either; it’s not that complicated. On the technical side, the labor standards reside in a relational database, which can easily be linked to other systems or databases. Within the system itself, all of the detail, or “method steps”, are visible, which
provides simplicity when reviewing contents – a person can “see” everything that makes up the standard, thus it shows what is and what is not included.Leverage your investment via process improvements
In addition to these inherent advantages of a PDTS, the scrutiny of detail facilitates other uses – process review, evaluation & improvement, modeling of future processes (“what if”? analyses), easy-to-calculate ROI analyses – it is a predictive or proactive tool in this case. Whereas time study only covers what is actually seen during the study and it can only be done properly in an environment where the process has been previously perfected. PDTS measures the amount of time that should be used to perform a task, as opposed to the amount of time that is currently being used. Do you want to know what you do, or what you
should do?Some of today’s PDTS provide for the inclusion of work instructions or other written information which can be electronically linked or integrated within each standard and included in the onscreen display. Video clips of the task can also be integrated and attached to the corresponding standard if desired. Pie charts and “value-added” vs. “non-value-added” work analyses can be quickly performed and displayed in these systems.”Well, I’ve never heard of such a system!” you exclaim. “What’s wrong with the old fashioned time study approach?” If you’re talking about a bona fide time study that desires to be statistically valid, then you will need many sample measurements (100’s at times), making this a time consuming and costly approach (low speed, low tech, and low value). Time study only produces a total time for the process, losing much of the detailed method steps that make up the process itself. This hampers process improvement / best practices efforts. As for maintenance, many companies have found it difficult to maintain time study standards and keep them current. Often, a complete re-do of the standard is required as processes change. As previously mentioned, if the study is executed properly, “rating” of the operator is required, which is very subjective and increases the margin of error (labor unions tend to frown upon this). Furthermore, time study cannot be used proactively, as in developing forward-looking models or “what-if” analysis. It can only be done accurately after a process has been perfected; measuring “what was seen”, it cannot take into account an occurrence that may happen infrequently during a task. When a time studier claims “it’s all in there”, what they really mean is that “everything they saw is in there”. I have found that over time, companies lose track of what time study standards represent, what is included in them, and basically lose faith in them, resulting in loss of credibility in labor measurement.

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Of course, there is no magic bullet. A license fee is attached to a PDTS, but the overall cost to fully implement is less than a statistically valid time study approach. Customer service and sales labor needs cannot be measured with a PDTS, since a predetermined time for speaking, customer engagement / communication and selling effort does not exist. However, there are other “speed-to-value” methods for accurately and scientifically capturing this very important component of the labor model puzzle. That topic will be discussed in another paper!

Red Manhood Protection From Cold Weather

Now that cold weather is blowing through, winter is definitely here. While even warm weather aficionados can find some things about the cold they like (hot chocolate, roaring fires, an excuse to stay inside and binge watch), it’s equally true that even cold weather fans can find drawbacks. And for men, that includes getting a red manhood from freezing temperatures and bitter icy winds. Finding ways to keep the member sufficiently warm during these winter months is part of good male organ care.

Red manhood

Now, there’s usually nothing wrong with a red manhood. Men who are fair-skinned tend to get a red manhood when it becomes firm, as the blood rushing into the engorged member causes a change in coloration. But sometimes a red manhood can signal a problem, such as being far too cold.

Anyone who has ever jumped into a pool of cold water has witnessed a cold red manhood � and one that is usually shriveled. But when the male organ is exposed to extreme cold temperatures for a prolonged time, it may actually get a little swollen and can experience extreme pain.

In some severe cases, a red manhood may be an indication of frostbite (or frostnip, an early stage condition of frostbite). Frostbite is accompanied by a numbness (lack of feeling or deadened feeling), swelling, blistering and fever, although not all men may experience all of these symptoms. If a man suspects he has a frostbitten member or other body part, he should seek medical attention. Severe frostbite can destroy tissue and in extreme cases may lead to amputation.

Keeping warm

To help fight that winter cold, there are several ways to keep the manhood warm during the winter.

�Don’t go commando. First and foremost, men who habitually walk around without underwear should suspend that habit when venturing out into winter weather. The cold weather can be too dangerous to male organ health, no matter how nice the feeling of freedom may be.

�Stand in front of a fire. Spending a few minutes in front of a fireplace can help warm up a member so it withstands the cold better during its first minutes outside.

�Give the member a rub. Similarly, taking a couple of minutes to rub and massage the manhood before tackling the cold can be beneficial. This will get the blood circulating and help deflect the initial cold.

�Tuck it in. If he is only going to be outside for a few minutes, a guy can try tucking his manhood between his legs for extra warmth. However, since it will pop out relatively quickly, this is a very short term solution.

�Layer up. Doubling up on underwear is strongly advised. Just as a guy may wear a shirt, sweater and coat to combat the cold, so should he consider wearing more than one pair of underwear. The bottom layer should be tight briefs, an athletic supporter or compression shorts, each of which will fit the male organ more snugly.

�Go thermal. It can also help to wear thermal underwear, which may add an extra layer of warmth to the region.

�Investigate wind briefs. Many runners wear wind briefs, specially designed underwear with an extra layer of protection in the midsection.

�Wear a member warmer. A man can invest in an actual knitted member warmer � or simply wear a (clean) sock over the organ when temperatures get frosty.

Taking steps to prevent a red manhood due to cold weather pays off. So does taking steps to ensure overall male organ health, such as regularly applying a top drawer male organ health crme (health professionals recommend Man1 Man Oil, which is clinically proven mild and safe for skin). For best results, a guy should select a crme that is going to �cover all the bases� by including the major vitamins necessary for member health promotion � A, B5, C, D and E. In addition, the crme should include L-arginine, an amino acid which helps manhood blood vessels expand so they can accommodate a greater flow of blood.

Print Management and Network Security

Print management can often be an annoyance for network operations managers and network administrators, especially if the enterprise or organization relies on their operating system’s native print spoolers. But beyond mere annoyance, insufficient print management can easily become a security risk for your organization’s sensitive data and materials.Print Management Vulnerabilities Many network operations managers and administrators would rather be working on things such as maintaining network integrity and security, rather than troubleshooting enterprise print problems. However, some network managers and admins may not realize that resolving poor print spool management can also increase network security.A crucial concern in print management and network security–considering today’s highly mobile work environments, which increasingly implement WAN’s to accommodate mobile users–is the print data that is “exposed” while sent from the end user’s machine to the printer over the WAN. Native OS print spoolers work extremely well in the capacity for which they’re designed. However, they’re only designed to accommodate a very narrow range of tasks, and accounting for WAN security is typically not one of them.

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The good news is that any high quality third-party print management solution will provide increased WAN security for print jobs. Plus Tech’s OM Plus print management software, for example, encrypts print jobs between OM Plus servers. This prevents the interception and compromise of sensitive documents by rogue employees or by neighboring or crawling computers with access to the WAN.Print Management Prevents Accidental Security CompromisesThis ability of print management solutions to control and manage user print privileges and printer performance can also prevent accidental compromises in document security. Using a native print spooler, a user may send print jobs to the wrong printer, meaning non-primary parties or departments could receive highly sensitive print jobs in their print tray by accident. For example, an HR documents containing social security numbers, salary information, or proposed changes in workforce personnel could print on the production floor rather than on the HR department’s internal printers.Unauthorized parties could then either wean information from the documents that they shouldn’t be seeing, or in a more benign scenario, they could simply dispose of it improperly or without the security/destruction measures appropriate to the document.Printer Problems and Solutions: Reading Between the Lines

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While these problems are relatively minor compared to more foreboding network security threats, one must consider these problems relatively. That is, the time that network managers, administrators and help desk staff spend working on or troubleshooting problems related to print management is time spent not working on other network vulnerabilities. The International Data Corporation (IDC) estimates that 40% of help desk calls are related to printing problems. When such a significant amount of resources are spent on a problem with such an easy solution, it becomes increasingly difficult for management to justify not implementing a third-party print management solution, particularly given the security concerns such a solution addresses.

The Value Of Using A Promotional Flag In Marketing

In order to market your services or products, you need to seize the attention of capacity customers in the quick moment that you have their interest. It is vital to find a way to grab a share of the market via status out out of your competitors. If you are seeking out a new way to promote your offerings or enterprise, you can use a promotional flag. Printing your message on such promotional flags is a top notch way to attain prospective customers and show them what you provide.

You can print the brand of your enterprise on a tremendous fabric fabric. Promotional flags can draw the eye of many people due to bright colorings and formidable messages. Many types of flags are available. They include the subsequent.

Tear drop flags

These flags are best for drawing the eye of human beings to outside events held in stadiums, vehicle parks and storefronts. They can efficiently carry your message in windy situations because they are now not stricken by large gusts. These flags also are lightweight and sturdy. They are available in more than one designs and sizes over which you may print and bring a message.

Wind flags

These flags are the fine choice when it comes to advertising and marketing your business no matter whether or not it’s miles located indoors or outside. They appear to be banners, however circulate like flags. They sway to and fro inside the wind to convey the message. These flags are also cost-effective.

Bow banners

Bow banners can make it less difficult to reach many human beings in an occasion. The banners can appeal to the attention of potential customers in excessive visitors location. They provide the advantage of clean visibility, that means that they snatch interest from foreign places

Effectively Marketing Your Martial Arts School

A lot of seasoned and proficient martial artists have the big dream of supporting people, specially younger ones, discover ways to defend themselves via martial arts. Setting up and walking your very own school will be the first step so as to take to obtain this intention. If you do push thru with this plan, you will have ample possibilities to train human beings useful self-defense capabilities and you will be able to impart in them key character-building instructions on discipline and appreciate, among others.

However, after you emerge as the proprietor of a martial arts faculty, coaching won’t be your best or number one process. This can be specifically real if you plan on keeping overheads low through hiring only some personnel that will help you out.

One of the crucial extra responsibilities you’ll must take care of is advertising your martial arts faculty. After all, if no one is aware of approximately your college and provided courses, you may not have any students. You won’t get any revenue as well. And to get people or youngsters to sign up at your faculty, you need to market or sell your organization.

If it’s your first time to perform a marketing campaign in your martial arts faculty, under are some beneficial recommendations that allow you to:

Set your advertising desires. Although your primary aim might be to get new students, you need to be greater particular. And this indicates pinpointing or narrowing your goal market. Do you need extra children and young adults to sign up? Or do you need to accommodate adults, too? In addition, do you need your college students to come from the local community or from other nearby areas as properly? By answering these questions and considering different key factors, you may be capable of decide a realistic and achievable advertising and marketing purpose.

Stimulating Your Consumer’s Brain

Neuromarketing studies a purchaser’s reaction to advertising stimuli. In terms of analyzing the intensity of this emotional stimuli to form advert campaigns, researchers may also use technologies which include electroencephalography (EEG), steady-kingdom topography (SST) and functional magnetic resonance imaging (FMRI). According to several studies on neuroscience, these technologies degree adjustments in pastime in unique local parts of the mind. Other sensory measurements take a look at the heart price, physiological nation and respiratory price to stumble on where brain responses predict client behavior.

With correct imagery and messages, the mind will respond to sensual stimulation. Lifestyle pix as opposed to widespread written content material in detail hook up with the purchaser and has become a key aspect to successful ad campaigns. Keep it concise, candy and thorough due to the fact attention spans are shorter than they used to be. Through the usage of storytelling, however, logo marketers can complement value to their advert campaigns. By incorporating storytelling practices which can be personal and attractive to their client’s feelings, entrepreneurs are much more likely to see a fine ROI through conversion of their campaigns.

Purchase conduct is pushed by way of instinctive goals. The lobes of the brain will prompt character, memory, and interprets our sensory signals, which include imaginative and prescient, colour and movement. Neuromarketing measures the emotional impact of verbal exchange. It leads entrepreneurs into making actionable selections based totally at the consumers’ emotions, with the aid of rationalizing their purchase decisions

Need A Sales Funnel In Your Life

If you’re interested in growing your commercial enterprise and have been seeking out an answer for any quantity of time, you have most probable heard any individual mention funnels.

If you are not the use of lead generation and income funnels to your advertising – you are throwing out loads of time, electricity and assets for your advertising efforts that most probable is not giving your lots of a go back on your funding… Am I right?

What is a Funnel?

Funnel: A funnel (aka advertising funnel, lead generation funnel, sales funnel, and so on.) is not anything extra than a graphical illustration of the customer existence-cycle as a client travels from prospect to cause patron in your business.

What Does a Funnel Look Like?

Funnels can be laid out vertically like a conventional funnel with prospects entering on the top and clients coming out the bottom or they can be laid out horizontally with prospect getting into the funnel on the left and clients popping out on the proper.

Whichever option you pick… Each will allow you to tune your customer’s route.
Why Is This Important?
The purpose funnels are so critical is for one reason and one motive by myself…

ALL GOOD MARKETING IS DATA DRIVEN!

Gut feelings are splendid for choosing who to this point or what lunch unique you need to attempt nowadays but for advertising… We need to make advertising choices on real, real-lifestyles data.

Let me come up with an example:
Life Without A Marketing Funnel:

Statistically speakme – best 2-three% of individuals who visit your internet site will ever buy from you. If you run a retail region that mean that for every one hundred folks who stroll on your the front door – extra than ninety seven% of them will retain to walk out with out breaking out their wallet