welcome the executive leadership summit! full and final.pdf · welcome the executive leadership...
TRANSCRIPT
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Welcome the Executive Leadership Summit!
- Engage with Participants and Speakers
- Ask Questions
- Share Your Pain Points
- Take Homes to Improve Your Business
- Change in Timing Friday
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Howard PragerFounder, Advance Learning Group
Executive Coach, Leadership Consultant
15+ years in higher education and 15+ years in L&D
8 professional awards
Marshall Goldsmith 100 Coaches
(c) 2018 Advance Learning Group [email protected]
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Welcome!
• As a result of this session, you will be able to:
Understand the ground rules of the summit
Get to know others at your table
Open your mind to new thinking
Learn more about your DiSC Communication style and profile and others’ styles
CLDA ELS September 27 – 28 Eaglewood Resort & Spa Chicago, IL
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Ground rules
• Everything said stays in this room – confidentiality is key
• Welcome questions anytime – Parking Lot to not forget
• All of us are leaders and all of us are learners
• Business doesn’t stop. Put phones on vibrate. Step out if you need.
• Each person is responsible for your own comfort
• Any other ideas to make this successful?
CLDA ELS September 27 – 28 Eaglewood Resort & Spa Chicago, IL
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CLDA ELS September 27 – 28 Eaglewood Resort & Spa Chicago, IL
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At your tables…
• Discuss with each other at least 5 things you have in common
• Sorry being a CLDA member or being here today does not count!
• Who can identify the most?
CLDA ELS September 27 – 28 Eaglewood Resort & Spa Chicago, IL
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Advance Learning Group31 Southfield Drive
Vernon Hills, IL 60061
224.595.6432
www.advancelearninggroup.com
EVERYTHING DiSC WORKPLACE ®
FOR 2018 CLDA EXECUTIVE SUMMIT
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Program Overview
Discovering Your DiSC® Style
Understanding Other Styles
Building More Effective Relationships
Everything DiSC Workplace®
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How You See Yourself
Active
Thoughtful
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AcceptingQuestioning
How You See Yourself
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How You See Yourself
Active
Questioning Accepting
Thoughtful
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Group Discussion
Why did you answer the way you did?
Give examples
Be ready to share
responses
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Introduction to DiSC®
14CLDA ELS
September 27 – 28
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Discovering DiSC®
D i
SC
Active
Questioning Accepting
Thoughtful
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D = Dominance
Problems and Challenges
Typical High D’s:
– Trump
– McCain
– Jordan
– Hillary
– Simon
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I - Influence
Inspiring, Likeable, Influential
Typical High I’s
– Bill Clinton
– Oprah
– Warren Buffet
– Ellen
– Jay
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S - Steadiness
Steady, Stable, Amiable
Typical High S’s
– Andy Griffith
– Norm (Cheers)
– Mr. Rogers
– Morgan Freeman
– Mother Theresa
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C - Conscientiousness
Compliant, Cautious, Accurate, Precise
Typical High C’s
– Bill Gates
– Daymond John
– Al Gore
– Albert Einstein
– Condi Rice
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Everything DiSC
Workplace® Profile
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Page 2
Introduction to DiSC®
Cornerstone Principles
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Your DiSC® Style
Profile Page 3
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Your DiSC® Style
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Your Inclination
Strong
Moderate
Slight
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Your DiSC® Style Overview
Read and personalize
= like you
X = not like you
? = not sure
Underline three
statements that best
describe you
x
?
?x
Profile Page 4
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Priorities of Your DiSC® Style
i Style + Accuracyi Style
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Your Priorities
Read and personalize
= like you
X = not like you
? = not sure
x
?
Profile Page 5
What did you
learn about your
priorities?
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Your Motivators and Stressors
Read and personalize
= like you
X = not like you
? = not sure
Underline one
statement from each
category that best
describes you
x
?
?
Profile Page 6
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D i
C S
Working with DiSC®
Who do you find
most challenging to
communicate with
and why?
Think of a person that
matches up to each
predominant style.
Who do you find
easiest to
communicate with
and why?
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D i
C S
Working with DiSC®
Take profile and
handouts to the
sign for that style
Choose a style to
become more
effective with
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If the style
you chose is
Dgo to Page 12
If the style
you chose is
Sgo to Page 14
If the style
you chose is
igo to Page 13
Working with DiSC®
Find the page
with strategies
for that style
Everything DiSC
Workplace® Profile
If the style
you chose is
Cgo to Page 15
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Everything DiSC
Workplace® Profile Pages 12-15
Increase Your Effectiveness
Read the three
sections
Mark one strategy in
each section to use
more effectively
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Action Plan
Select one strategy
to focus on
Read description
and bullet points
Profile Page 16
Highlight or
underline key points
to keep in mind
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Building Effective Relationships
Personalized
Style Index Pages 17-20
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Using DISC at Work
Identify
Manage
Assess
The AIM
Method
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Using DISC at Work - ASSESS
Identify
Manage
AssessASSESS THE
SITUATION
- Emergency?
- The request
- Abilities needed
- When to respond
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Using DISC at Work - IDENTIFY
Identify
Manage
Assess
IDENTIFY THE
PERSON’S NEEDS
- Maturity level
- DISC Style
- Fit with other work
and needs
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Using DISC at Work - MANAGE
Identify
Manage
Assess
MANAGE THE
SITUATION
- Decide strategy
- Communicate
- Follow-through
- Follow-up
- Feedback/Feedforward
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Case Example
Identify
Manage
Assess
Beth is a very positive regional director
who can communicate and sell her ideas
well. She is very ambitious and wants her
region to be the best and largest. Beth
always gets excited about the sales
meetings and likes to attend different sales
training courses. She tends to create overly
optimistic budgets that she is unable to
attain. She also has a few unproductive
salespeople that she has not fired and
often procrastinates with other difficult
decisions as well.
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D i
C S
Applying DiSC®
Put a reminder in your
phone to keep it alive
after the program.
Two things you want
to do more of.
Two things you want
to do less of.
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Everything DiSC Workplace®
Thank You!
15 Minute Break
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Shaking the Risk Tree: Mitigate Your Risk FirstPRESENTED BY GREG FEARY
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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Are You Regulated?
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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DOT Regulations of CouriersQ: Are couriers regulated as “motor carriers” under
federal and/or state laws?
A: Yes – federal, state and possibly both
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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IntrastateStates that continue to regulate motor carriage after ICC Termination Act –effective 1/1/1996
Alabama
Arkansas
California
Georgia (only over 10,000 lbs)
Illinois
Indiana (unless interstate authorized)
Iowa
Kansas (only over 10,000 lbs)
Kentucky
Michigan
Minnesota
Mississippi
Missouri (unless 6,000 lbs or less)
New Mexico
New York
Ohio
Oklahoma
Oregon
Pennsylvania
Rhode Island
South Carolina
Tennessee (no if interstate authorized and
no under 20,000 lbs)
Texas (unless 26,000 lbs or less)
Virginia (unless 10,000 lbs or less)
Wisconsin
Wyoming
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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InterstateThe Federal Motor Carrier Safety Administration (“FMCSA”) per 49 U.S.C. 13501 and 13102 includes couriers in its broad definition of motor carrier
Q: Are you interstate?
A: Yes if either1. Vehicles cross state lines to deliver
OR2. Do not cross state lines but the packages in the vehicle are deemed a continuation
of an out-of-state movement• Storage in a warehouse does not necessarily terminate interstate nature• But change in nature of goods will change nature!
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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Interstateo US DOT# - identifies the motor carrier for purposes of safety
regulation
o MC# - is the motor carrier “license” or authority designation
o They are inextricable at the federal level
o Yet, operating vehicles of 10,000 lbs and less for “for-hire” MCs no safety regulations apply [PA has some safety regulations for smaller vehicles in intrastate operation]
o Operating vehicles above 10,000 lbs to 26,000 lbs require application of most safety regulations but no CDL is required!
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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Federal Leasing Regulations
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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The Federal Leasing Regulations –Your IC Agreement• The carrier must have “exclusive possession, control, and
use of the [vehicle] equipment” for the term of the lease
• Compensation must be “clearly stated” on “the face of the lease or in an addendum” to the lease – addendum must be signed by both parties
• Compensation must be paid within 15 days of contractors’ submission of “log books” (N/A) and “documents necessary … to secure payment from the shipper”
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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The Federal Leasing Regulations• If compensation is based on split of revenue, carrier must
give, at settlement (or before), a “rated freight bill” or the information that would ordinarily appear on one
• All items and services to be paid in advance by carrier and charged-back to contractor must be “clearly specif[ied]”
• Carrier cannot require the purchase of any item or service from it or through it as a condition of entering the lease
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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The Federal Leasing Regulations• Carrier must disclose details of facilitated insurance
policies via a “certificate of insurance” (i.e., limit, deductible)
• Security deposits or “escrow funds” are subject to detailed reporting, handling, and interest-payment rules, and must be returned to the contract within 45 days of termination
• Carriers are on the hook for “agents’” [example master contractor] FLR violations (i.e., a fleet operator whose ICOA with driver is noncompliant)
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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The Federal Leasing Regulations• All terms that must be included in the lease must be
“adhered to and performed” by the carrier
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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530 Safe Harbor
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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Federal LegislationIRS Safe Harbor 530 FICA & FUTA
Existing Favorable Law: IRS Safe Harbor Provision (Section 530 of the Revenue Act of 1978)
Provides safe harbor provisions for motor carriers classifying drivers as independent contractors. IRS cannot reclassify O/Os as employees where the motor carrier:
◦ Consistently treated O/Os as contractors;
◦ Filed all required forms (such as Form 1099);
◦ And could show one of the following three bases for classifying the worker as an independent contractor:
1. Judicial precedent
2. Past IRS audit
3. Industry practice
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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Federal LegislationIf 530 Safe Harbor is asserted and legally recognizedA. No reclassification past, present future for FICA & FUTA
B. No tax penalty or interest assessment
Be careful with Prong A – substantive consistency
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Dynamex
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The Bottom Line:
What makes this case important?Implements a new, more stringent test in California for purposes of IWC wage orders
The potential ripple effects are significant◦ Other areas of California law
◦ Other states◦ Key limiter – Court uses the paternalistic nature of wage orders to adopt results oriented
test
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Primary Areas of California Law Impacted by IC ChallengesWorkers’ Compensation
Unemployment Tax
State wage and hour laws◦ Wage order No. 9
State tax laws
Special state laws◦ Cal. Labor Code § 2802
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What is Wage Order No. 9?California Industrial Welfare Commission (IWC) wage order No. 9
Sets requirements for minimum wage and meal and rest break payments in the transportation industryWhether paid on time,
piece rate, commission, or other basis
Excludes: Administrative, executive, and professional workers
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Two Tests of IC Status at IssueBorello TestVersion of economic realities/multi-factor test used to determine employment status in California
1. Primary factor is right to control worker both as to work done and the manner and means in which it is performed
2. Right to discharge at will, without cause
3. Is work part of regular business of employer
4. Length of time services performed
5. Degree of permanence of relationship
6. Distinct occupation or business
7. Who supplies the instruments, tools, and place to perform work
8. Investment in equipment or materials
9. Special skill required
10. Opportunity for profit or loss
11. Is the work typically self-supervised
12. Method of payment; and
13. Whether parties believe creating IC relationship.
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Two Tests of IC Status at IssueABC Test: In order to be an IC –
A. Worker is free from putative employer’s control;
B. Services are not in the normal course, occupation, trade, business or profession of putative employer’s business; and
C. Workers are customarily engaged in independently established trade or profession
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Can We Distinguish Dynamex in Future Cases?
Some limiting elements:
Applies only to defined class◦ Single drivers
◦ No work for another company or for personal customers
Must define to exclude “genuine” independent contractors such as electricians or plumbers◦ Refer to “suffer or permit to work” standard as a “term of art”
FLSA test may be less likely to find employment status than the 2015 US DOL Wage & Hour Administrator’s Interpretation suggested
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Impact on FAAAA Preemption ArgumentMassachusetts-like argument?◦ “Dynamex effectively makes it impossible to show owner-operators are ICs
and, therefore, it impermissibly impacts a price, route, or service.”
◦ Effectively requires concession that an owner-operator cannot satisfy the ABC Test
Only necessary to state that were the test applied as Plaintiffs argue, then FAAAA preemption would be necessary
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63
States Using ABC TestWith Partisan Legislature Composition (2016 Election)
ABC Test – Unemployment TaxABC Test – Wage and Hour Laws Modified ABC Test –
Unemployment TaxModified ABC Test –
Workers CompensationDemocrat Republican Unicameral Split
WA
OR
CA
NV
ID
MT
WY
COUT
AZNM
ND
SD
NE
KS
OK
TX
MN
IA
MO
AR
LA
WI
IL
MI
MI
INOH
NY
ME
PA
WVVA
NH
NCKY
TN
MS ALGA
SC
FL
MD
CT
NJ
DE
RI
MA
VT
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Practical Response:IC model not necessarily infeasible
Remove target by paying compensation compliant with wage order No. 9◦ Accessorial pay for non-driving activities ◦ Rest Break pay based on average daily/hourly rates◦ Minimize deductions
Do fleet contractors and business entities move the needle?
Is federal preemption argument now more compelling?
Examine feasibility of Settlement Carrier Model
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Changing the Paradigm –Using Employment Characteristics
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Changing the ParadigmReverse ConversionFromIndependent Contractor to EmployeeA. Delineate clear operational/customer service basis for change
• More expedited service
• Uniform & ID
• More regular origin and destination with no route choice
• Routine periodic dispatch intervention in a delivery date required
• High touch delivery protocol, driver and package security requirements
• Compensation is flat and rarely or never changes
B. Company provides the business vehicle
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What Transportation Companies Need to Know About “Captives”
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1: Captive Transportation Model“The Optimum Ingredients”
o Rising insurance prices and/or shrinking insurance market
o Loss sensitive insurance policy arrangement
o Insured has◦ Third-party risk ventures, or
◦ Multi-layered corporate structure, or
◦ Flexibility in ownership of captive
o Loss history justifies cost
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2: Types of Captiveso Single Parent (“Pure”) – insures owner
o Association – insures members
o Industry – insures owners in same industry
o Group – insures multiple owners
o Rent-a-Captive – insures those who participate for a fee without the requirement of up front capital
o Segregated Cell – public law twist on group captive/rent-a-captive
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3: Captive Advantageso Selectivity of/by Participants
o Access to wholesale reinsurance
o Loss control
o Investment income
o Profits retained
o Split costs in Rent-a-Captive
o Lower overhead costs
o Obtain unavailable coverage
o Stabilization of insurance costs over an extended period of time
o Profit from insurance programs
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4: Captive Disadvantageso Not favored by IRS and often deemed simply transferring money (i.e.
premiums) from the Parent’s bank to the subsidiary of affiliate’s (captive insurer) bank – therefore possibly no tax deduction for premium payment
o Without loss sensitive culture it can be a costly insurance structure
o Loss sensitivity decreases frequency of losses over time but also has a cost
o Safety and security must be trained and retrained at a cost
o Safety mechanisms have a cost
o Personnel are a transient resource requiring constant vetting and constant reinvestment
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Using Start-Up
Mentality
to Re-energize
Your Company
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Eric DonaldsonChief Business Development Officer
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Chief Business Development Officer, Dispatch Science.A start-up and developer of state-of-the-art Delivery Management Software.
President, Knomatic, Transportation Division We redefined the way companies extend mobile data and workflow management to their workforce.
President, Hot Shot Delivery , 2004 to 2016 We created a nationwide carrier network which managed same-day deliveries in over 28 markets. Also offered “Less than a Truck Load” (LTL) and “Truck Load” (TL) delivery.
ERIC DONALDSON
Founder, Texas Courier & Logistics Association
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WHY ARE WE HERE?
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Using start-up
Mentality to
Re-energize
your Company
Session objectives
What will you gain?
• Path to learning• Ideas toward growth• Mitigate stagnation• Overcome burnout• Ideas to motivate staff• Diversification strategies
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How do you harness the energy
and differentiate yourself?
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Start-up
Mentality Can
Solve these
Challenges
What are the characteristics of a
start-up?
You are a sales organization with an, « intense customer obsession »
– quote by Jeff Bezos
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Start-ups are Not Necessarily New
Hot Shot Delivery was 20 years
old when I joined.
• We were a local, messenger
service
• With ZERO Cargo Vans in our
fleet.
• We were old school, small
package & envelope delivery.
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But we had a vision.
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A vision for ... A New Vertical
“Hands and Eyes” program in the server
farm game.
• We wanted to store parts,
• Get paid for storing them,
• And get paid to deliver them…
Installing them was a HUGE BONUS!
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Installation is big business for
lots of things now.
• Rebrand Opportunity
• Opening New Markets
• Brand New Business (Disrupters)
A vision for ... A New Vertical
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BE YOUR OWN INCUBATOR!
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How many of you
have ever had a key
person, driver or
employee leave and
start a competing
business?
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What if you had a platform where you could seed and support that entrepreneurial spirit and own your own competitor?
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WHY…WHY ?
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Organizationsthat thrive all know why they do what they do.
“Why do you get out of bed in the morning”?
o Cause o Purposeo Belief
NOT A RESULT.
Simon Sinek
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Drivers? Uber, rating system, pushes user experience goals for clean vehicle & ridesCustomer? Rewards, frequent shipper, Birthday recognition, hand written notes.
Employee? Are they just taking delivery orders and dispatching boxes, or are they saving lives? Do they have an opportunity to share in the overall successes of the business? Bill Factor “millionaires”
What is your narrative to the different actors in your organization?
Branding and Ambassadors
Employees have a passion that drives their companies to make the world a better place.
Fun & Engaging
Incorporate gamification & rewards into your day to day.
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Drivers? Uber, rating system, pushes user experience goals for clean vehicle & ridesCustomer? Rewards, frequent shipper, Birthday recognition, hand written notes.
Employee? Are they just taking delivery orders and dispatching boxes, or are they saving lives? Do they have an opportunity to share in the overall successes of the business? Bill Factor “millionaires”Drivers
Uber rating system, pushes user experience goals for clean vehicle & rides
What is your narrative to the different actors in your organization?
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Drivers? Uber, rating system, pushes user experience goals for clean vehicle & ridesCustomer? Rewards, frequent shipper, Birthday recognition, hand written notes.
Employee? Are they just taking delivery orders and dispatching boxes, or are they saving lives? Do they have an opportunity to share in the overall successes of the business? Bill Factor “millionaires”
,Customers
Rewards, frequent shipper, birthday recognition, hand written notes.
What is your narrative to the different actors in your organization?
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Drivers? Uber, rating system, pushes user experience goals for clean vehicle & ridesCustomer? Rewards, frequent shipper, Birthday recognition, hand written notes.
Employee? Are they just taking delivery orders and dispatching boxes, or are they saving lives? Do they have an opportunity to share in the overall successes of the business? Bill Factor “millionaires”
Employees
Are they just taking delivery orders and dispatching boxes, or are they saving lives?
Do they have an opportunity to share in the overall success of the business?
Bill Factor’s philosophy; value people time
What is your narrative to the different actors in your organization?
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Start-ups are allergic to inefficient Processes• Technology and innovation to solve problems• Task automation• Touch free transactions• Intense, unyielding focus on user experience
Airbnb, Amazon, DoorDash
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Are you still manually handling paper, keying or transferring data?
Are you integrating everywhere there is an opportunity?
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It’s a new day…
…how are you going to drive new business?
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Leave me your business card & I’ll send you a white paper that elaborates on a lot of the topics I covered today!
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Thank you
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Metrics: Why They Matter
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Question?
What metrics currently define success for your organization?
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The Balanced Scorecard (BSC)
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The Balanced Scorecard: A Four Perspective Framework
Financial Perspective:
• Profitability, Growth, Cost Reduction
Customer Perspective:
• Price, Service, Quality, Speed
Internal Process Perspective:
• Cycle Time, Productivity, Cost
Organizational Capacity
Perspective:• Human, Information, and Organizational Capital
Source: Kaplan and Norton (1996). The Balanced Scorecard.
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The Balanced ScorecardReflects:
◦ Outcomes (Customer and Financial Perspectives)◦ Drivers (Internal Process and Organizational Capacity Perspectives)
Answers four fundamental questions:◦ If we succeed, how will we look to our shareholders?◦ To achieve our vision, how must we look to our customers?◦ To satisfy our customers, what management processes must we excel at?◦ To achieve our vision, how must our organization learn and improve?
Source: Kaplan and Norton (1996). The Balanced Scorecard.
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From Intent to Action Clarify The vision to gain understanding and consensus
ShareThe strategy with all members of the organization along with the expectations they will have to meet if the strategy is to succeed
AlignEnterprise, business, and individual objectives and initiatives; establish a review process
LinkRewards to performance measures and performance measures to the strategy
Conduct Periodic performance reviews to learn about and improve strategy
Source: Kaplan and Norton (2007). Using the Scorecard as a Strategic Management System in HBR.
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Strategy Mapping
BALANCED SCORECARD INSTITUTE. (N.D.). THE INSTITUTE WAY: SIMPLIFY STRATEGIC PLANNING & MANAGEMENT WITH THE BALANCED SCORECARD. RETRIEVED FEBRUARY 6, 2016, FROM HTTP://BALANCEDSCORECARD.ORG/RESOURCES/ABOUT-THE-BALANCED-SCORECARD
103
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Strategy Mapping & The BSC
BALANCED SCORECARD INSTITUTE. (N.D.). RETRIEVED FEBRUARY 6, 2016, FROM HTTP://BALANCEDSCORECARD.ORG/RESOURCES/ABOUT-THE-BALANCED-SCORECARD
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105
Company Mission: To deliver with speed and accuracy “last-mile” customer shipments.
Company Vision: To revolutionize the approach to transporting goods to the home, office and everything in between.
Perspective Objectives Measures Targets
Financial Cost per mile <$___.__
Revenue per shipment >$___.__
Customer Average time to delivery HH:MM
# of shipments Increase by __%
Internal Processes Average loading time per day
HH:MM
% perfect order rate > ___% accuracy
Average daily % of fleet utilized
> ___% utilized daily
Organizational Capacity
Increase # of staff trained on “XYZ”
>100 staff trained by the end of 2019
Upgrade fleet tracking / order processing system
Completed by end of 2019
Increase workforce
skills
Decrease Loading
Time
Increase order
accuracy
Reduce transport
costs
Increase revenue
Increase % of on-time shipments
Increase # of
shipments
Increase fleet
utilization
Example
Increase net profit
Upgrade fleet/order
system
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Trends
SOURCE: CHOE ET AL. THE FUTURE OF FREIGHTHOW NEW TECHNOLOGY AND NEW THINKING CAN TRANSFORM HOW GOODS ARE MOVED
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Table Team ActivityGiven the information found in the “trends” and your own understanding of the logistics and delivery industry, create a simple Balanced Scorecard Strategy Map for a fictional business:
• Start by mapping objectives.
• As time allows add in measures and targets.
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Team Activity• Designate the following roles: Team Leader; Time Keeper; and
Recorder.
• Time allocation for this Team Activity:
○ Complete development of your organization’s BSC strategy map by ____.
○ Then, __ minutes for a gallery walk with 3 minute brief by each a few teams.
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Further LearningRobert S. Kaplan and David P. Norton’s “Using the Balanced Scorecard as a Strategic Management System” in the Harvard Business Review, July-August 2007.
Kaplan and Norton, "Having Trouble with Your Strategy? Then Map It", Harvard Business Review, October, 2000.
Robert S. Kaplan and David P. Norton's Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Harvard Business School Press Chapters, December 2003.
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CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
Understanding and Managing Millennials (and others) in the Workforce
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T/F Raise your hand if you agreeMillennials are unreliable
Millennials don’t stay in a job long
Millennials don’t listen to others
Millennials are tuned in elsewhere
Millennials are too laid back
Millennials are lazy
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GoalsAs a result of this workshop, you will be able to:
Identify characteristics of generations
Identify motivation of generations
Apply techniques to manage millennials in a multi-generational setting
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Identify
Manage
Assess
Don’t forget DiSC and AIM
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CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
CHARACTERISTICS BABY BOOMERS
(1945-1964)
GEN X-ERS
(1965-1976)
MILLENNIALS
(1977-1994)
GEN Z-ERS
(BORN AFTER
1995)
ASPIRATION Job Security Work-Life
Balance
Freedom and
Flexibility
Security &
Stability
TECHNOLOGY Early Adapters Digital
Immigrants
Digital Natives Mobile Natives
CAREER Organizational Loyal to
Profession
Digital
Entrepreneur
Career
Multitaskers
KEY PRODUCT TV PC Smart phone Nano-
computing
3D Printers
COMMUNICATION Phone Email & SMS SMS & Social
Media
Handheld
Device
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CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
Who are the millennials?How do we analyze and understand them?
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CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, ILCLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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• 53% of hiring managers say it’s difficult to find and retain millennials
• 58% of millennials expect to leave their jobs within 3 years
• 55% of hiring managers prioritize hard skills over personality when hiring
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
From the Bureau of Labor Statistics
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1. Create a strong company culture• Want meaning and purpose• Will give their all
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2. Provide leadership, guidance, structure• Be mentors, not bosses!• Show what needs to get done, get out of the way! • Don’t micromanage
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3. Encourage collaboration• Weekly meetings or brainstorming• Mentor or coach as a team
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4. Allow them to be leaders• Trust their abilities and allow them to learn from failure• Projects and more meaningful work• Don’t hold them back• Reverse mentoring
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5. Recognize their work• Not trophies, validation• Recognition and reinforcement• Thank you and great job!
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Dr. Bob NelsonTODAY’S PRESENTER
• Leading expert on employee recognition
• Appears extensively in the international media regarding how best to
motivate employees
• MBA in organizational behavior from UC Berkeley and PhD in management
• Sold over 5 million books
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6. Value their Tech Savviness!• Let them add value to your work• Have them use smart phones and devices at work• Boost performance• Shows trust
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7. Help them craft a future that gets them excited
• Career paths and future possibilities• Be transparent, no false hopes• Keep them engaged
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8. Offer work-life balance• Want flexibility – flex hours• Want to achieve multiple goals• Remote work opportunities
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How to manage Millennials From Managing Millennials for Dummies
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
WHO’S MANAGING WHERE YOU JIVE WHERE YOU CLASH
Boomer Both Optimists, favor
brainstorming and mission
driven
Work hard differently
Gen Xer Both seek transparency and
honesty
Xers can work alone,
Millennials like check-ins and
teams
Millennials You can be yourself You’re the boss; it’s not just
work and family
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(C) 2018 ADVANCE LEARNING GROUP [email protected]
"The best managers are actively interested in their employees, learn about their needs and wants, and give their Millennials immediate in-time feedback and coaching.“ Dianne Crampton
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CLDA ELS September 27 – 28 Eaglewood Resort & Spa Chicago, IL
• Processes information faster• Snapchat, Instagram, etc.• Capable of learning themselves
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CLDA ELS September 27 – 28 Eaglewood Resort & Spa Chicago, IL
• Born social• 92% have a digital footprint• Shift between work, projects, play
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CLDA ELS September 27 – 28 Eaglewood Resort & Spa Chicago, IL
• Create a document at school• Do research on phone or tablet• Take notes on notepad• Finish while watching TV and
facetiming a friend and practicing
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CLDA ELS September 27 – 28 Eaglewood Resort & Spa Chicago, IL
• More teens will go into workforce• Finish school or college online• Do not want huge college debt• Comfortable online learning
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CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
• Grew up with technology• Hard to go without it• 40% say addicted to their
digital devices
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CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
• Act more entrepreneurially• 72% of teens say they will start
a business• More independent work
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CLDA ELS September 27 – 28 Eaglewood Resort & Spa Chicago, IL
• More global in their thinking, acting, relating
• Relate more to peers throughout the world than parents or relatives
• Diversity is an expectation
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Case StudiesAssess the Situation what’s the need, time, urgency
Identify generation/DiSC who should be involved
Manage the situation communicate, follow-through, follow-up, feedforward
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Identify
Manage
Assess
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Case Study 1 – The break roomCustomer Service rep (millennial) in the break room
CSR watching TV, playing on his phone, eating snack, apparently oblivious to the CEO
CEO walks in and out
VP hears about it and wants to talk to you
What would you say/do?
What would you want to know?
Be sure to use AIM as you can.
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Case Study 2 – Where’s the package? New customer has a special product that must be signed for
New millennial driver trying to get her route done because of evening activity
After supposedly not finding anyone home, decides to leave package next door with another package
What would you do?
What would you want to know?
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Case Study 3 – what’s your challenge?Situation
Identify generation
Identify DiSC style
How would you manage?
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Thank
You!
Available
for questions
now
or tonight
CLDA ELS September 27 – 28 Eaglewood Resort & Spa Chicago, IL
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SimpleLeadership
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Success is being and becoming the best at
what I am meant to be and do in life.
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What is Leadership?
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”Leadership is influencing another to do what really matters.”
Rob Hackbarth
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What do followers need to be able to commit their heart
and soul?
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Trust &
A Why
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How do you lead?
“You can have all the physical abilities in the world, but you still have to know the fundamentals.”
Michael Jordan
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Leadership Fundamentals
Integrity
Winning Attitude
Vision
Bias to action
Care
Put others first
Cheer others on
Excellent Communication
Passion
Practice what you preach
Effective Management
Kaizen
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Integrity
”We tell the truth, do what is right and honor our commitments.” HDS Values Statement
“Character is what you are in the dark.”Dwight L. Moody
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“The two most important days in your life are the day you are born and the day you
find out why”
Mark Twain
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“I think I can, I think I can!” the little train that could
“Mondays are great!”Rob Hackbarth
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“The best leadership books are not about leadership. They are about
being a better person.”
Rob Hackbarth
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Leadership Resources
•Gallup 12 Question Survey
•Catalytic Coaching
•www.mondaysaregreat.com
•Hand outs
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”Leadership is influencing another to do what really matters.”
Rob Hackbarth
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Communication
“The most important thing in communication is hearing what isn’t said.” Peter Drucker
“Language is a virus from outer space.”William S. Burroughs
“Any problem, big or small, within a family, always seems to start with bad communication. Someone isn’t listening.”
Emma Thompson
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Cheering each other on
Everyone wants to know that they are making a difference . It’s called worthwhile work.
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CareThe oldest philosophy around is called The Golden Rule.
“Nobody cares how much you know, until they know how much you care.”
Theodore Roosevelt
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Practice what you preach
“Why do you not practice what you preach.”St. Jerome
“It is not any use walking anywhere to preach unless our walking is our preaching.” Francis of Assissi
Walk your talk.
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Vision“Leadership is the capacity to translate vision into reality.”
Warren Bennis
“Good leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.”
Jack Welch
“People buy into the leader before they buy into the vision.”John Maxwell
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Bias to Action
Nike said ”Just do it.”
“You are not a fan in the stands. You are in the game. Make a play.”
Rob Hackbarth
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Leadership is Influence
Leadership is influencing another to do what really matters.
You can become a person of influence by adopting and practicing the fundamentals of leadership. Integrity. Practice what you preach. Winning Attitude. Great Communication. Vision. Passion. Cheer others on. Care. Bias to Action.
Success is achieved by doing what really matters. Getting others to do what really matters is at the core of leadership. It’s called influence.
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CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL
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Share Your Thoughts,Complete the Event Survey!
Step 1: Follow Link in Your Email
Step 2: Complete Survey
Step 3: You’ll Receive a Copy of the Presentations
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Ask the Experts!What is Keeping You Awake At Night?
Keeping Young Professionals (Culture, Professional Development, Pay, Benefits)
Driver Retention & Recruitment
Regulatory Issues Impacting Your Business (Tax Reform, Cannabis Legalization, etc)
Responding to Competition (Amazon, Uber and more)
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Practicing and Using Feedforward
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GoalsAs a result of this session, you will be able to:
Identify the steps of feedforward
Identify a situation you are or will be facing
Use feedforward to get ideas for handling the situation
Share your top 3 ideas from the Summit
Identify the top 3 priorities you will work on when you get back
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How much do you like getting feedback?I love it – the more the merrier
Can I have a second opinion?
How about a root canal instead
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Why feedforward?Achieve positive change – you can change the future
Focus on what you can do something about
Get ideas from other experts
Ability to make changes
It’s fun!
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Feedforward
Positive in nature, pro-active vs. reactive.
Provides a benchmark of where you currently are and where you want to be.
Encourages you to think ahead, what does success look like.
Helps you to be very specific when communicating how others can support you.
Asking for feedback is giving a license to provide feedback, when the individual might otherwise hold back.
It makes not only receiving feedback easier, but giving it as well.
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Step 1Choose one behavior you would like to change
E.g. “I would like to exercise more regularly”
“I would like to be a better listener”
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Step 2 • During the next 2 minutes, get together with someone new.
• Choose who is A and B. Person A explains a behavior they want to change.
• Ask for feedforward—two suggestions for the future that might help them achieve a positive change in their selected behavior. If participants have worked together in the past, they are not allowed to give ANY feedback about the past. They are only allowed to give ideas for the future.
• Person A takes notes, smiles and says only thank you. No judgements.
• Switch roles. Person B explains their need and Person A gives 1-2 ideas.
• Person B takes notes, smiles and says thank you. No judgments.
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Step 3When I say change conversation partner, here’s what you do:
• Shake hands and thank the person you spoke to.
• Meet someone new!
• Do the same thing – ask for their best idea or 2 for your situation.
• Switch. No judgement.
• When you are both done, say thank you and move to a new person.
• We will do this for 15 minutes.
• See how many people you can meet and ideas you can get in that time.
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Feedforward Reflection•What did you learn?
•What did you share?
•Was this easy or hard?
•How might you incorporate this at work?
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Final discussion Talk with a partner about…
• What situations are still troubling you?What solutions do you want to go back and try?
• What’s your biggest takeaway from this summit?
Be prepared to share with the group
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Evaluation and thank youComplete the evaluation on the Summit
Do share feedback and feedforward (recommendations for the future)
Use the tools and ideas you’ve picked up
Plan how you want to share your learning with others at work
Thank you!
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Feel free to contact me for slides or any questions you have anytime
Howard Prager
Advance Learning Group
(224) 595-6432
CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL