..................................."Promise Culture"................................... Purpose - Passion - Principles - Promise - People - Plan - Performance - Progress - Preservation

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Is your company culture toxic?

April 26, 2018

ISSN# 1545-2646

 

  

Is your company culture toxic?

As business owners, Presidents, CEO’s, and leaders you are more likely to know your profit & loss statement numbers than the status of your organizations’ cultural state.  Evaluating revenue and expenses against budgets and making financial capital purchase decisions may all come in the natural course of a days work. You may even have a pulse on how your customers view your business and products. The reality is that most leaders don’t have a real sense of the cultural energy which is one of the main currents of the long-term success of an organization.

Culture is one of those rather nebulous or blurry aspects of the business. From an intellectual perspective, it is the nature or style by which an organization conducts itself with employees, customers and the community it services. From a day to day measurable, it is the behaviors of the organizations’ people which are the outward expression of the business’s core values. Those elements (values) which under no circumstances does the company violate or diminish regardless of the situation.

Here in lies the basic problem.  Companies craft “Core Values” as part of a strategic planning exercise but few actually embrace them let alone hold their teams to the highest of standards to live by them under all circumstances. Thus the company culture drifts away from what is “Core” and then becomes toxic. This drift causes individual values to seep into an organization and slowly deteriorate the bases of the company’s values.

Many times it is not intentional and because it happens very slowly, the leadership does not see how it is impacting key decisions at all levels of the organization.  Much like the erosion of sand along the beach, you can’t visually see the hundreds of thousands of grains which daily disappear with the movement of the tides. The same is true about the delusion of values in a business unless the top leadership not only live to the “Core Values” but they MUST be present in all business transactions and dialogues.

Core Values cannot be just words which sound good and attempt to convey a particular message which is good for marketing.  Core values need visual and emotional content for them to come to life in your business.  Core values need to be recognizable from all of the various relationships which exist with a business – both internal and external.

This week take some time to recognize your business’s “Core Values” either in action or missing in action.  If you don’t have core values to use as a means to measure, then maybe start to think about how this is causing an environment which is toxic at your company.  When you notice positive or negative behaviors to your core values, write them down.  Don’t just try to remember them but begin to document what is actually taking place.  Possibly have your leadership team do the same and compare notes at your next leadership gathering.  You may be surprised at what you discover.

Is your business or personal culture in need of a framework to bring the best out in you and your company? It is time to call JKL Associates at (313) 527-7945 so we can discuss “Promise Culture.”

Questions or comments – email us at partners@jklassociates.com or call our Office at (313) 527-7945
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 Copyright – JKL Associates 2018

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Picking your best lens

April 19, 2018

ISSN# 1545-2646

Picking your best lens

Business leaders are like photographers.  They see what the target is and need to focus on that objective. Each objective potentially requires different actions or tools to achieve the desired outcome.

A photographer composes the picture not only through the lens of the camera but in their mind. As the view in their mind takes shape, they begin to select the proper lens by which to achieve the effect desired. Armed with the various lens of different focal lengths, they begin to choose additional setting to bring other elements into use such as aperture speed, light etc. During this time, they are adjusting their lens to keep the end target in focus.

Business leaders do the same thing. They craft in their mind the vision for their business, product or service.  They paint the details in their mind first and then bring that picture to life in their business.  They have various tools they use such as their employees, technology, input from their trusted advisor council etc.  As they bring their vision to life, they are constantly making adjustments as new information is discovered.  These adjustments are just like the photographer taking into account the natural light ducking in and out of the clouds in an outdoor scene.

The key piece to both of their efforts is that they need to keep the end result in focus.  To do this they need priorities.

From the photographer’s perspective, all the elements of color, light, amount of image, the potential need to edit or crop the negative all play a part in their setting priorities to capturing the best image. How much light but not too much? Is color or black and white a better result for capturing the essence of the image? Which of the multitude of options are the top priorities to achieve the end outcome – the desired result?

As the business owner, you too must have priorities. Throughout each day, there is a multitude of distractions which come your way. Who do you assign to the new project?  What is the budget remaining on the project? Is the delivery date going to be met? The list can become very long, very quickly if you are not setting priorities and focusing on the most important each day.

This week take a look at your priority setting process and how you maintain a focus on those priorities.  Don’t fall into the trap of doing certain low priority items because they are simple and quick to get accomplished leaving the more dynamic ones which may have higher priority for a later date.  Yes, you may feel like you are accomplishing “work” but unfortunately you are not directly keeping a focus on the end result.  The picture gets fuzzy when your focus drifts to activity rather than focused specific actions.

Too many distractions and not enough focus/priority management? We have a solution for you. Call JKL Associates at (313) 527-7945 to your end result back into proper focus.

Questions or comments – email us at partners@jklassociates.com or call our Office at (313) 527-7945
Become a Fan on Facebook ? www.facebook.com/jklassociates
Link up on LinkedIn ? www.linkedIn.com/in/jklassociates
Follow us on Twitter ? www.twitter.com/@jklassociates

 


 Copyright – JKL Associates 2018

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Candidate Recruit to Hire Process

April 12, 2018

ISSN# 1545-2646

 

 

 

 

Candidate Recruit to Hire Process

A few weeks back we touched upon this topic of the face to face interview step in the recruiting to hire process.  Since then, I have received some questions about “The Process” and “The Questions” we use to dial in on a candidate’s fit for a particular job.

Let’s deal with “The Questions” used during the interview process first.

There is no one size fits all set of questions. Every company and roles within those companies are different.  They may have the same titles in different organizations and they may have some common deliverables across an industry, but the cultural factors of the business are a significant factor in how the key accountabilities for a job are held responsible for delivering.  It is for this reason that “off the shelf” questions pulled from a book cannot be used without refining them to the company-specific demands of a job.  As part of our engagement with a client on the setting up of the Recruit to Hire process, we have a multi-step process to benchmark the job and then craft a specific model to that given job for that organization.  Anything less than a model designed to incorporate the culture of the business is hoping everyone fits into the same round hole even if they are a square peg.

As far as “The Process” or internal steps for moving a candidate from the initial posting of the job to the first day of onboarding also has a degree of tailoring involved.  Part of it depends on the level at which the job is being hired.  As an example, the general process is the same regardless of whether it is a management position or shop floor technician.  The tailoring takes place due to the nature of what separates the roles in the business.  The level of deliverables, responsibilities, duties, etc. all play a factor in the process of moving candidates from receipt of initial interest letter and resume to next steps.

The general outline of the process starts with benchmarking the job to collect real data and remove as much bias as possible, so the hire is for the job and not to replicate the prior person approach.  Once data is available a custom job posting is drafted so that it only attracts potential talent who can relate to the job.  The objective is to have the ad be the first self-selection step to eliminate the candidates who are not aligned with the role. Once resumes are received, they are reviewed and based again on the criterion established during the benchmarking process, only those who meet the mark move forward.  Subsequent steps include email questions, telephone interview and questions, face to face interview and questions, candidate assessments and comparison to job demands, additional face to face interviews if/as needed and then offer for employment.  In many cases, offers additionally include conditions as for fitness for work such as drug testing, background checks, physicals, etc.

This process may appear to be long and drawn out, but in reality, it actually saves most clients hours of wasted time in the recruit to hire process.  It is very focused, has a consistent method for engaging each candidate professionally and ultimately contributing to best alignment to job demands.

This week look at your Recruit to Hire process and see if it is concise and delivering what your business needs to have a best-in-class workforce.

For more insights on the Recruit to Hire process, call JKL Associates at (313) 527-7945 to set up an initial discovery meeting.

Questions or comments – email us at partners@jklassociates.com or call our Office at (313) 527-7945
Become a Fan on Facebook ? www.facebook.com/jklassociates
Link up on LinkedIn ? www.linkedIn.com/in/jklassociates
Follow us on Twitter ? www.twitter.com/@jklassociates

 


 Copyright – JKL Associates 2018

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Sales are the best lubricant for growth

April 5, 2018

ISSN# 1545-2646

 

 

 

 

 

Sales are the best lubricant for growth

We are now into the second quarter of the calendar year 2018.  First quarter revenues should begin to give you a better picture of how your sales forecast and actual performance is aligning. Last year when putting your budgets together you used the best information at the time to plan and begin to deploy tactics and strategies to affect sales growth. By reviewing your performance to plan, you can take corrective action if needed or expand your tactics to capture a large portion of the sales objectives set forward in your plan.

I met with a client the other day and we joked about the saying – “Nothing happens till the sale happens.”  There is no truer statement about running a business.  You can have perfect processes and procedures.  You can hire and develop the best employees. Your products and/or services can be top shelf quality. If you don’t sell, you don’t need any of those other things.

Those of you who have been running a business for 5 or more years most likely have this mantra ringing in your head naturally.  You are always interested in the next sale opportunity. When is it going to close? What can you do to help move it along etc.?  Even when your business has grown to the point where you have sales management handling the daily sales activities, you as the owner still want to know where “Sales” stand. It is not that you are not interested in all the other aspects of the business but without sales, none of the other pieces of the puzzle are needed.  More importantly, without sales, it is almost impossible to keep the rest of the well-oiled machine moving.

When there are sales slumps, people get nervous. Top talent wants to work for and be on the best teams.  When top talent begins to leave a business, then stopping the bleeding becomes a full-time job which distracts from selling.  When top talent leaves, hiring, and re-training must take place which distracts from selling. When top talent leaves, existing processes and procedures get fouled up which again causes a distraction away from selling. These internal challenges then spill out into your customers which in turn potentially cause them to leave which not only distracts from selling but new sales are placed in jeopardy because they begin to question why such a change in personnel, processes, and products.

This week, once you have your first quester numbers, set some quality time aside to look them over.  Don’t just acknowledge what the value of the numbers are but do some analysis as to how they compare to the plan and what caused the end result to happen.  If better than plan, what can you learn from your actions and replicate them moving forward?  If not up to plan objectives, what needs to be done to get them not just back on track but move them from average performance to accelerated performance.

Not actively engaged in your sales numbers? Call JKL Associates at (313) 527-7945 for an initial conversation on setting up a culture to support the preservation of your company.

Questions or comments – email us at partners@jklassociates.com or call our Office at (313) 527-7945
Become a Fan on Facebook ? www.facebook.com/jklassociates
Link up on LinkedIn ? www.linkedIn.com/in/jklassociates
Follow us on Twitter ? www.twitter.com/@jklassociates

 


 Copyright – JKL Associates 2018

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