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Managers Forum


   Adapt or Die


Go to the people
Learn from them
Love them
Start with what they know
Build on what they have
But the best of leaders
When their task is accomplished
When their work is done
The people will remark:
"We have done it ourselves."
2,000 Year Old Chinese Poem

Tell me and I will forget;
Show me and I may remember;
Involve me and I will understand.

A Chinese Proverb

6 Rules To Live By - Personally and Professionally
     Control your destiny, or someone else will.
     Face reality as it is, not as it was or as you wish it were.
     Be candid with everyone
     Don't manage, lead.
     Change before you have to.
     If you don't have a competitive advantage, don't compete
Adapted from - Jack Welch, CEO GE, Performance 1994

Service Leaders are able to charge 9% for their products,
expand their market share and grow twice as fast as poor service providers.
Profit Margin of Marketing Study - 3,000 companies (reported 3/02)


Do Unto Others as THEY WANT to be done Unto

What Goes Around, Comes Around

As You Think, So Shall You Be

Core Elements Needed to Attract, Focus and Keep
the Most Talented Employees
     Do I Know What Is Expected of Me At Work?
     Do I Have the Materials and Equipment I Need to Do My Work Right?
     At Work, Do I Have the Opportunity to Do What I Do Best Every Day?
     In the Last Seven Days, Have I Received Recognition or Praise for Doing Good Work?
     Does My Supervisor, or Someone at Work, Seem to Care About Me as a Person?
     Is There Someone At Work Who Encourages My Development?
     At Work, Do My Opinions Seem to Count?
     Does the Mission/Purpose of My Company Make Me Feel My Job is Important?
     Are My Co-Workers Committed to Doing Quality Work?
     Do I Have a Best Friend at Work?
     In the Last Six Months, Has Someone at Work Talked to Me About My Progress?
     This Last Year, Have I Had Opportunities at Work to Learn and Grow?

First, Break All the Rules,
Marcus Buckingham & Curt Coffman
Based on Interviews of 80,000 Managers by the Gallup Organization

We discovered that the manager,
not pay, benefits, perks or a a charismatic corporate leader -
was the critical player in building a strong workplace.

... people leave managers, not companies.

First, Break All the Rules,
Marcus Buckingham & Curt Coffman
Based on Interviews of 80,000 Managers by the Gallup Organization

25% of workers said they were capable of doing 59% more work.
An average of all workers said they could do 26% more.
Why Don't They?
33% mentioned one, or several, of the following reasons.
       Not Being Involved in Decision Making
     Lack of Reward for Good Performance
     No Opportunity for Advancement
     Lack of Supervision
     Inadequate Training

Compensation and Benefits Review, American Management Association,19??

7 Key Factors that Drive Employee Commitment
     Trust in Senior Leadership.
     Chance to Use Their Skills
     Job Security
     Competitive Compensation
     Absence of Work-Related Stress
     Quality of Product/Services
     Honesty & Integrity of Company's Business Conduct

WorkUSA 2000 survey of 7,500 workers
Conducted by Watson Wyatt Worldwide, reported in T&D 3/2000

Why Employees Act the Way They Do
   Everything a person does is an attempt to keep or restore control
   People tend to view their bosses as they did their parents
   Our interactions with our employees mirror our experiences as children
   A change in the environment can cause/solve behavior problems
   Everyone covets tokens of approval
   Stress drives people to extremes
Working Woman, 1990

Generation X isn't So Different
According to a University of Michigan study, our (Gen X) is responsible for 70% of all the new startups in America. A CNN/Time poll found that 3 out of 5 of us (Gen X) aspire to be our own bosses and Forbes Magazine called us the most entrepreneurial generation in history.
   Rockford Register Star 9/99
What Motivates Generation X?
     Help them train for another job.
     Give them responsibility for projects
     Offer constant feedback instead of annual performance reviews
     Offer them access to many different kinds of information
Adapted from HR Focus, American Management Association, reported in The Motivational Manager, 1997
Responsibility. In general, Gen X-ers get energized when presented with a variety of important tasks to accomplish (not busy work). Multitasking tends to come naturally after juggling school, sports, clubs and a part-time job while growing-up. Their independence also makes them willing to accept responsibility for the quality of their work and performance. Project "ownership" gives Gen X-ers a much needed sense of individual accomplishment and self worth.

Professional Development. Many Gen X-ers have seen their parents downsized out of a job after many years of loyal service to an employer. Therefore, most Gen X-ers don't believe in job security, or that patience and loyalty are the keys to success. Instead they are interested in developing the skills that will make them more valuable in the job market. Training people for their next job fosters both trust and loyalty.

Appreciation. Like anyone, Gen X-ers like to be appreciated for a job well done. However, the traditional annual performance review is insufficient in their fast-moving, technological world. They need to know that what they are doing today is making a difference and contributing to the success of the company. Frequent, informal recognition from an immediate supervisor gives Gen X-ers the feedback they need (and it doesn't have to cost a lot).

Flexibility. Gen X-ers greatly value job flexibility and the freedom to make adjustments to fit their lifestyle. They greatly appreciate the implicit trust. As an employer it demonstrates that you value them and have faith in their ability to get the job done.

Don't make the mistake of assuming Generation X is too young to think about retirement. In fact, many X-ers are genuinely concerned about the future of Social Security and want to take action now by participating in 401(k) plans. They are also more aggressive investors than many baby boomers. Companies that offer retirement benefits and access to financial services tend to be more attractive to Gen X-ers.
(site now taken over by SLUT DAUGHTER, SLUT and DAUGHTER! - link no long active )