Are you a leader or serving in a management role? Do you deal with employee engagement and struggle with turnover? You may find our article, Strong Leaders Always Play the Blame Game, published in Young, Fabulous and Self Employed Magazine (YFS) helpful. The article is satirical and yet many of the negative practices we discuss are too often the go-to for those dealing with motivation, team building and discipline. We hope this narrative assists you to check some of the issues that may be disrupting your growth as an organization and develop some creative solutions to regain your path to success as a team.
Excerpt: High employee turnover can become one of the deepest drains on organizational growth. It perpetuates a stasis in the development of your employees, inhibits engagement and results in poor client satisfaction. Consistently high employee turnover is a blaring alarm for prospective new hires and clients. It’s a silent warning to proceed with caution.
Serving as director for our local peer to peer networking group for facilities, maintenance and risk professionals has allowed some exposure to the resources and publications in those industries. I had an article published in print late 2016 for a industry leading facilities publication, FM World. The article tilted Powerful Points For Your Next Presentation covers getting buy-in for projects as a professional whether you are presenting to internal executives or networking with external groups. As facilities managers, we all are in sales - marketing our facilities values, creating buy-in for our preventative maintenance budgets and developing collaboration for our management vision. This is true of professionals in all industries at all levels in their organizations. In our modern markets, developing our soft skills as professionals is as important as our technical proficiency. Those who have responsibilities in the arenas of facilities, maintenance and risk may find value in Local Facilities Manager's Connection (LFMC) which meets monthly in the Eugene / Springfield, Oregon area.
Three keys to effective training:
1) Training should be clear
2) Training should be concise
3) Training should be interactive
Clarity is the key to ensuring that you have a point. The sequence of questions any effective presenter must ask are, "Do I have a point? Is my point worth sharing? How can I connect with my audience to get this point (the point which I have clarified in my own mind and that I am confident is worth sharing) to transfer effectively to my captive partners?" If you don't have a point, it isn't worth sharing or you cannot relay the information effectively - don't have the meeting. Whether you are the boss or not, if the point of a business is to be productive and make money, pointless meetings such all of the above out of your team.
What does it mean to be concise? Functionally this means that if you have a point you should get to it. Whether you set a time limit or a word limit or have someone you trust give you a secret signal when your presentation is going off the rails, respecting your time and that of your audience requires that you are diligent in using the time you have to get to your point and get on with life. Meeting topic, tone, location and duration are all essential elements. As a presenter, especially if you are a leader in the organization, you must lead by example in the culture of how your meetings will be conducted. How long do you like to sit in meeting? How much information do you retain after 30 minutes of lecture?
Making meetings interactive promotes an environment where every individual, their perspectives and their potential are regarded as valuable. Asking questions, discussing scenarios and even mixing up presenters from within your team are simple ways to get the discussion going. Everyone has an opinion, if you have a culture that can receive input as well as direct it to be productive you can create opportunities to harvest ideas, perspectives and passion from within your group.
A meeting agenda that is sent out by the organizer at least 24 hours prior to the meeting is an effective means to ensure that there is a point, the time allotted for presentation and the parameters for feedback from the team. The discipline of communicating that we have set aside this time as valuable and have prepared ourselves to be clear, to be concise and to allow for interactive functions will assist us to have better training sessions as well as meetings.
If you are preparing for training, meeting or presentation you may find these tips helpful - Powerful points for your next presentation (HERE).
Part 1 of our IZ Ventures interview with CEO coach and author of Organizational Physics: The Science of Growing a Business, Lex Sisney.
It's not everyday that you 1) find a business book that speaks intelligently and practically to your professional development needs and 2) get the opportunity to follow up with an interview with the author of said literature.
Our humble thanks to author, practitioner and CEO coach Lex Sisney for writing Organizational Physics and for taking the time out of his schedule to share his life's work and lessons. I hope you enjoy this interview as much as I did and take something from it.
Stay tuned for more with Lex. Read some prior mentions of Mr. Sisney's work in our articles - HERE (Tips from entrepreneurial leaders - Write it down) and HERE (Business Jenga).
The DYOJO is the Do Your Job Dojo. In The DYOJO we want to help each other develop intentionally.