The high value employee
April 1st, 2011 § Leave a Comment
“Coach, may we discuss about the high value employee?”
“Sure George,” I said. “Why do you want to discuss this?”
“I want to compare notes with you.”
“What in particular do you wish to discuss?”
“How can you tell if the one you are hiring will be a high value employee?” he said.
“There is really no way of telling,” I replied. “You have to test them out.”
“How long?”
“There is no simple answer,” I said.
“Is it because some take longer to develop?” he asked.
“Yes, therefore, the question is on you,” I said. “Do you mind working with someone who takes time to learn?”
“If he becomes a superstar, I do not mind,” he said. “But then, I cannot tell.”
“Best is to make a definition or description of the high value employee,” I said.
“I know what you’ll say,” he asked. “I have to define it.”
“Yes you should,” I replied, “but it has also been partially defined for us by others.”
“What do you mean others?” he asked.
“Others mean what is commonly known as minimum expectation.”
“Oh you mean like character and competence,” he mentioned.
“Yes.”
“You’re the business coach,” he said. “What is your perspective?”
“There are several qualities that I look for,” I said. “First is the 3 Cs.”
“3 Cs?”
“Character, competence and concern,” I said.
“That sounds logical,” he said. “By concern, you mean concern for the company?”
“Right.”
“What else?” George asked.
“Self-managing,” I said. “They should work well without me.”
“Sounds good,” he said. “I heard that the best test for your people is to see how they work in your absence.”
“The statement has a point,” I said. “But it works both ways.”
“That is also the leader’s test.”
“Yes it is,” George affirmed. “If the leader chose the right people, and if the people were trained well…”
“Any which way, the leader must correct it,” I said. “Either the leader changes his approach or change his employee.”
“Aside from self-managing,” George asked, “what else makes a high value employee?”
“Self-learning, self correcting, aligned, passionate, a good team player,” I said. “Organizing skills, respectful…”
“That’s a lot.”
“That is why it is called high value,” I replied. “Low values are found everywhere, high value players are rare.”
“Let us discuss this further next week,” he said.
“Sure,” I replied as I hung up the phone.
Love Communications
March 18th, 2011 § Leave a Comment
“Hi Coach.”
“Hello George,” I replied. “It has been two weeks.”
“Yes Coach,” he said. “We were out of town last week.”
“Client visit?”
“Potential projects,” he said. “I was in Thailand then Singapore.”
“I hope it pushes through.”
“Thanks,” he said. “Do pray for us.”
“I will,” I replied. “How is the team?”
“In our last session, I mentioned that the atmosphere in the office is more positive,” he said. “Thanks to the Strategic Monday and Celebration Friday.”
“Any areas that can be improved?” I asked.
“Of course, most of my team members are new so there is definitely lots of room for improvement,” he said.
“Mention one.”
“Their communications skills can still be improved,” he said.
“How can you help them improve on that?”
“I gave them assignments related to written communications,” he said. “And asked one of them to invest in a business communications book or ebook.”
“You mean those with sample letters like request letter, complain letter, proposals and memos?”
“Yes that’s the one,” he replied. “I remembered that that was how I learned to write business letters when I was starting out.”
“That is great George,” I said. “Showing them how to learn communication is good. But there is something that you should emphasize.”
“What is that?”
“Show them the value of communication,” I said. “Excellent communication skills opens opportunities for the person and for the company.”
“The value of communication,” he repeated.
“Make them value it as if they would value their treasure,” I said.
“I see,” he said. “It is bringing it to the level of values and attitude.”
“Right,” I said. “But I have a question for you.”
“Shoot.”
“Do you value communications?”
“I think I am good at it,” he said. “I do very well in speeches and I write very good proposals.”
“I was not asking if you were good at it,” I said. “I know you’re good at it. My questions was, do you value it?”
“It never crossed my mind,” he said.
“Perhaps it also never crossed your heart.”
He had a look that was shouting inside, what do you mean?
“You are good at communication because you were trained to do it,” I said. “Now learn to love it and be passionate about it.”
“I get it,” he said. “To value communication, I must love it or enjoy it.”
“You nailed it,” I said. “Learn to value it then share that attitude with your team.”
“Got it.”
“Lead them to learn good communication,” I said. “But also lead them to love it.”
“That is quite a challenge,” he said.
“I know,” I replied. “Whoever said that leading was easy?”
He smiled as he got up. “Thanks for the session coach.”
“See you next week.”
Strategic Monday, Celebration Friday
March 10th, 2011 § Leave a Comment
“How’s the team, George?”
“Hi Coach,” he said. “I tried doing the activities you mentioned last week.”
“Strategic Monday? Celebration Friday?” I asked to confirm.
“Yes, both.”
“How was it?”
“They were not too comfortable at first when we did the strategic Monday,” George said.
“In what way?”
“Strategic Monday is to critique what we have been doing,” he said, “and to make sure that all we do is aligned to our strategic direction.”
“Yes, that is right.”
“Not everyone was ready to speak out,” he said “perhaps they were not ready to give feedback or they are not ready to receive feedback.”
“What did you do then?” I asked.
“As we discussed earlier,” he said, “I pointed out where I realized my misalignment was.”
“Good, you started to critique yourself,” I mentioned, “before you critiqued others.”
“That is all I did last Monday.”
“That is a good start,” I said. “You modeled it. I am sure that they will follow.”
“Celebration Friday is a different story.”
“Let’s hear it.”
“Everyone was so happy to share what they accomplished for the week,” he said. “They were enthusiastic.”
“Good to hear that.”
“Jake shared the positive feedback from his client,” he began. “Andrew told us about a lesson he learned from our competitor. James closed his first deal. Maria explored new opportunities.”
“So the atmosphere was positive?”
“Oh yeah! It was,” he said. “We were clapping our hands after every statement.”
“Continue both Strategic Monday and Celebration Friday.”
“Yes Coach, I will,” he said. “But will it be embarrassing if we critique one-another on Strategic Monday?”
“Critique the team as a whole, not individuals,” I explained. “Do the individual corrections on your one-on-one coaching.”
“What is the best schedule for that?” he asked.
“Monday, after the team meeting,” I said, “or, Wed, in the middle of the week.”
“Okay,” he said, “I’ll try the Wed.”
“All your comments must be constructive either to affirm or correct,” I reminded.
“Yes Coach,” he said. “I will use the sandwich.”
“Sandwich?”
“At first I will appreciate what positive things they’ve done,” he said, “and then I will give my comments on where they should improve, and to end on a positive note, I affirm my belief in their capabilities.”
“That’s great,” I said, “where did you learn that?”
“Coach, I also read books and attend seminars,” he said, “so I know a thing or two.”
“I did not mean to offend.”
“None taken,” he said, “I was just mentioning.”
“Good,” I said. “I was just asking.”
“Strategic Monday will work,” I said, “just keep doing it.”
“The atmosphere in the office is more positive now,” he said. “I hope it translates to the bottom line goals.”
“It will,” I assured. “But it needs patience.”
“I agree,” he said. “Thanks for the session coach.”
“I’ll see you next week.”
Team Traditions
March 8th, 2011 § Leave a Comment
“Hi Coach,” George welcomed me as I sat down.
“Hi George,” I replied. “Nice resto.”
“My friend owns it,” he said. “Roy started it last year.”
“It’s full,” I said. “It must be doing well.”
“Yes it is.”
“He must have a great team,” I said.
“I think so,” he said. “Speaking of team, what do you think I should do next?”
“Let’s see,” I tried retrieving my mental notes, “You have one-on-one time with them, you know what motivates each, and you put in place both team and individual incentive plans.”
“Right.”
“Invite your core group to this resto or any other good resto,” I said.
“I am already doing that.”
“Good,” I replied. “Are you doing it regularly?”
“No.”
“So when do you do it?” I asked.
“When it seems appropriate, I guess.”
“That is where you can make a little improvement.”
“What do you mean, coach?”
“Though it is good to have spontaneous moments when you invite your core group out, it is advisable to have a little tradition,” I explained.
“You mean like something regular?” George asked.
“Why not?”
“We can try it,” he said. “What other little traditions do you practice, coach?”
“Well, every Monday morning is Strategic Monday,” I said. “We all step back and look at what we are doing from a big picture perspective.”
“I see.”
“Then we begin questioning what we do?” I said. “We make sure that the details of last week and what we will do this week will be aligned to our overall goals.”
“Sounds good,” he said. “So you critique your actions.”
“Yes.”
“Sensitive people beware,” George smiled.
“Do you have a sensitive member in the team?”
“Yup.”
“Then introduce this to them slowly,” I warned.
“Yes, I know,” he said. “I can begin by asking them to critique me.”
“Good,” I exclaimed. “Model it first.”
“What other traditions, coach?”
“We have celebration every end of the week.”
“You mean you party every week?” he asked.
“No,” I said. “We have a stand up meeting. Each one narrates what he believes should be celebrated for that week.”
“You have a meeting standing up?”
“Yes.”
“Why? George asked.
“Oh, that is to keep me from using too much time,” I said. “Sometimes, I keep speaking.”
George chuckled. “Just like me. Don’t know when to quit.”
“Yeah! That’s us.”
“Give me an example,” he said. “What do they say during celebration moment?”
“Okay,” I said. “Someone mentioned that they sent 20 proposals that week. Another said that he closed one deal. And another mentioned what she learned from a mistake. Another achieved clarity.”
“That sounds fun,” George replied.
“It works both ways,” I said. “If you have nothing to celebrate for the week, you will feel out of place.”
“Aha!” he exclaimed. “That tradition motivates them to work well otherwise, it will be shameful if you have nothing to celebrate.”
“But it feels satisfying to share your accomplishments for the week.”
“I think I’ll adapt that,” George said.
“Hey George,” I called his attention to the menu. “Aren’t we forgetting something?”
“Oh sorry Coach,” he beckoned to the waiter. “Please get his order.”
Motivate Your Team
February 15th, 2011 § 3 Comments
“Welcome back George.”
“Hi Coach,” he said. “I had a one-on-one coaching session with each member of my core group.”
“And?”
“I learned much about them,” he said. “I discovered that each are motivated in different ways.”
“Good discovery,” I said. “So do you think Maslow’s Hierarchy is applicable for everyone.”
“Not at the same time,” he said. “Each one is different and at different levels.”
“Since each one is motivated differently,” I said, “will you have a different way of motivating each one?”
“Should I give them separate incentives?” he asked.
“You can do both.”
“Both?”
“Give a general incentive for the team,” I said, “yet motivate each one by giving them what they aspire for.”
“Of course,” he interrupted, “it should also be aligned to my company’s aspirations.”
“Well it should be,” I assured him.
“I will implement the incentives that I announced at the start of the year,” George said, “but I would have to zero in on what each actually want.”
“Give me an example of what you’ve discovered,” I requested.
“Jake, the guy you coached before joining my team seems to be motivated by exposure,” he said. “He loves speaking in front of the crowds.”
“That’s Jake alright.”
“He prepares well and delivers his lessons well,” he said. “He does not need any motivation.”
“Yes and no, George,” I replied. “Yes he is self-motivated but you have to tell him if he is doing a good job. Let him know the areas that need improvement. Do not let him guess.”
“It seems you know him more than I do,” George smiled.
“Hey, I was his coach.”
“Then there’s Andrew.” He paused. “He is so desperate to win the top salesperson of the year.”
“Are you giving cash prices?”
“Yes but not much. Incentive include a two night stay in a local beach,” George replied. “He does not have to win to experience it because he can easily afford it.”
“Your price is just a symbol,” I said. “He is after the prestige of being top sales guy.”
“Ana loves engaging people,” he said. “I cannot put her behind a desk for a whole day. She has to meet people.”
“Then Maria who is hard to figure out.”
“Why?”
“She does not know what she wants,” he answered.
“Oh,” I reacted. “That person needs help.”
“Because she does not know what she wants, I do not know how to motivate her,” he said.
“How is her work ethic?”
“Sometimes she works really hard,” he said. “But then, sometimes she does not especially when she is frustrated.”
“Help her find the reason why she is working,” I said.
“Yes, I intend to.”
“Or else, she will find it hard to belong,” I said.
“Then there’s James whose head is not in the game.” His face could not hide his disappointment.
“What do you mean?”
“He forgets stuff and makes a lot of excuses,” he said.
“I assume that he does not excel.”
“Of course not.”
“What motivates him?” I tried to bring George back to the main topic.
“He likes games, Anime, and other kids stuff.”
“He is still young?” I asked.
“Yes, fresh out of college.”
“Give him time if you can afford it,” I said, “or help him find his other skills and passion that is aligned to your company’s purpose. He may have untapped potential.”
“Yes, I need to work on him.”
“I agree that you can motivate your team as individuals and as a collective group,” I said. “Give individual and corporate rewards.”
“Thanks Coach. I feel validated.”
“See you next week, George.”
Entrepreneur Coach
January 16th, 2011 § Leave a Comment
“Good morning,” the visitor said. “You must be the business coach.”
“Welcome Mr. Rivero,” I said. “Yes I am a business coach but I prefer, Entrepreneur Coach.”
“Is there a difference?” Mr. Rivero asked.
“A little.”
“Care to shed some light on that?” he said.
“A business coach is focused on coaching the business owner achieve their business goals,” I said, “while and entrepreneur coach, like the business coach, helps the business owners achieve their goals but is not limited to them. The entrepreneur coach also helps people become ‘entrepreneurial’ in their mindset even if they do not own a business.”
“You mean that even if they are employees, they can be entrepreneurial?” the visitor asked.
“That is right Mr. Rivero,” I said.
“Call me George.”
“There is even a name for the entrepreneurial employee…” I said.
“I think they call them ‘intra-preneur,’” George interrupted.
“Yes,” I said. “The intra-preneur has a sense of ownership in the vision and the progress of the enterprise as a whole. His concern is similar to that of the business owner, sometimes more.”
“Jake told me much about you, coach,” he said.
“How is he doing?” I asked.
“That is why I am here,” George said. “I am impressed.”
“Glad that he found a place where he can shine,” I said.
“I am here because I am curious,” George said.
“Curious?”
“Jake told me about how he experienced slow, but steady transformation,” George said. “He claims that he could not have done it without you.”
“I help people and organizations reach their goals,” I said, “I guide. I catalyze. But the real work belongs to the one who has the goal.”
“I understand, “George said. “You are going to say that it was really Jake who worked hard at his improvement. But I do believe him when he said that having an effective entrepreneur coach is very beneficial.”
“So, how may I help you, George,” I asked.
“Coach me,” he said.
“In what area?”
“In leading and managing my company.”
“You are into service, right?” I asked.
“Consulting,” George said. “We are into business consulting.”
“Jake told me that much,” I said. “Aren’t you also into training?”
“Yes we are,” he said. “I started in training but the consulting is the bigger business now.”
“What is the focus?”
“For training, we are focused on the middle managers,” he said. “For consulting, we focus on marketing.”
“How many people? How many managers?”
“Twenty-nine people,” he said. “Four managers.”
“What would be the goal of our coaching?” I asked.
“Help me grow the business.”
“Yes I can do that,” I said, “but that sounds broad.”
“Like I said, leadership and management,” George said.
“That is still broad.”
“Coach me to become a better team leader. And give me direct feedback on my strategies.”
“I see.”
“Help me duplicate myself in others,” George said.
“Let us start with team leadership to make it more focused,” I said. “But we will also discuss strategy.”
“Great. How much for a weekly session?”
“I will email the quotation to you.”
“Will I be surprised?”
“You believe in value for money, right?”
“Yes.”
“Then you will not be surprised.”
“Can you give me a range?”
“If I help double your company, no, if I help quadruple it, how much are you willing to pay?” I asked.
George was silent.
“My fees will be fair and proportional. I will need more info on your company and its performance for the past three years. I will then email a proposal with regard to the fees,” I said.
“When may I start?” he asked.
“If you sign the proposal this week, then we can start on Monday, 4pm” I said.
“I’ll see you Monday.”
“Thanks for the visit George.”
Support Groups
November 18th, 2010 § Leave a Comment
“Last week’s lesson was kinda heavy coach but I was able to digest it. The easiest part was when I decided to just accept it,” Jake recounted.
“Accept what?” I asked.
“Accept that I do have a destiny to fulfill even if it is not that clear to me yet. When I reviewed my life, I could see certain patterns, all leading to this day, what I learned, what I did, what happened, what I do now, what I desire to be…” he answered.
“Now that you have a stronger sense of destiny, we can move on to your development. If you still have questions on destiny, email me, but for now, the next lesson,” I said.
“Alright coach. I am ready!” Jake took out pen and pad, as usual.
“You need the right environment for you to grow in your passion and expertise. You need support groups.
“Every person who had achieved something significant had other people backing him up. And, they could clearly identify people who catalyzed them,” I explained.
“What about people who claimed that they did it on their own?” Jake asked.
“Well, they think they did it on their own but if they looked closer there were people who contributed much in order for them to be where they are today. Take for example the people who raised them,” I answered.
Jake nodded. “Okay so how may support groups help me?”
“The right people can give you the right environment to grow much like a tree with suitable soil and weather. I am sure that you have some form of support groups,” I explained.
“I guess so,” Jake said.
“Let me give to you some forms of support groups: emotional support group, mentors and coaches, financial support group, career or entrepreneur support group, decision-making support group, and spiritual support group,” I enumerated.
“Oh, I see. Like my friends could be my emotional support group. And you are my coach. And my family used to be my financial support group. And my bible study group is my support group…” Jake said.
“Right. You have those groups. But what you need is career support group or later, an entrepreneur support group,” I mentioned.
“You are right coach. I do not have a group that supports my passion,” Jake observed.
“What happens if people of the same interests come together?” I asked.
“They gel together and they share stuff with each other,” Jake answered.
“Now what would happen if you regularly meet a group of people who are passionate about what you are passionate about. Those who are so into honing their skills like you?” I asked.
“That would be amazing!” Jake thought aloud.
I looked at the wall clock and said, “Time’s up Jake. I’ll tell you about success groups next time.”
© Eduardo R. Pilapil Jr. 2010
Motivational Speaker
December 26th, 2007 § 1 Comment
Do you want to see your organization in high motivation mode? Do you want to develop a positive culture? Do you want teams that deliver results? If your answer is yes, yes and yes then you need motivational seminars or training that can energize your organization? Please read the partial list below. If you have a topic that you want to request that is not found on the list, please make the request by leaving a note below.
Culture of Excellence
The first step to a culture of excellence is to understand it. That means every member of the team has the same concept and standard of what is excellent.
Success and Values
Success and values are very much connected to each other. Instead of just focusing on the results, the team should also focus on values that bring about the results.
Integrity in the Workplace
Integrity is not just about morality. It is also about integration. It is about having a unified, well integrated team.
Creating a Positive Environment
Each team player can contribute to a positive environment, an environment that feels good to work in.
Speak with Confidence
Communicate your thoughts with confidence and clarity. Overcome the fear of speaking before small groups or large crowds.
Building Your Self-Image
Reflect an aura of cleanliness, confidence, concern and happiness that will gain you respect, recognition and opportunities.
A Happiness Centered Business
The workplace can be a happy place if there are efforts to make it such without sacrificing the deliverables.
Motivation for Financial Freedom
The road to financial freedom begins with strong motivation. Increase your worthy reasons, increase your motivation.
Become a Person or Company of Significance
Significance is the value we give to others. It is the memory we leave in the hearts we touch.
How to Practice Mutual – Coaching
You can practice mutual-coaching if you are willing to improve yourself through the feedback of others and, if you are willing to help others improve.
Strengthen Your Teamwork
Teamwork can never be overrated. No one can do it alone. There is always someone else who helped, assisted, supported, advised, encouraged, and more. All success is about teams who pulled together.
Continuous Learning in the Workplace
Small companies may not be able to afford educating their employees as some big companies do. But they can run a continuous learning program. That is one of the best ways to empower your team.
Team Motivation
Talent and skill is not enough for a team to soar. Talent and skill withmotivation can produce amazing results.
Developing Inner Strength
Never allow anyone or any environment to affect you negatively. Develop yourinner strength and you will be able to influence your environment in apositive way.
The Extraordinary Life
The difference between the ordinary and the extraordinary is that littleextra.
How to Deal with Failure
Failure can be the end of you if you allow it to. But if you learn to riseabove it, failure is not the end! Deal with it by learning from it andmoving on.
Motivation Factor
Motivation is always a plus factor to yourself and the others around. Useit to increase your potential.
Law of the Farm
Sow, nurture, and reap – this is the law of the farm – you sow what youreap. Sow good seed to others, nurture it, one day will reap it.
Ed Pilapil Jr. ©
The Entrepreneur and Negative Motivation
November 22nd, 2007 § 2 Comments
Negative motivation? Why not? Most motivational practices are positive. It should be that way; however, constructive criticism, loss of incentives, warnings plus others should also be practiced for balance.
- Make the consequences clear
- Give warnings
- Never make it personal
- Make it a learning experience
- Allow them to regain lost ground
Make the consequences clear
Clearly communicate the consequences of substandard work. If they can gain rewards, make it clear that they can also miss out on them, worst, they can lose some bonuses.
Give warnings
Sloppy work should never be tolerated. Appreciate the positive that you can see but be honest if you think they did not give their all. If someone continues to work sloppily, help them, if substandard work continues, threaten to demote or fire.
Never make it personal
Never attack the person. You will demoralize them if you do. Give constructive criticism on the work and advice them on how they can improve.
Make it a learning experience
Every moment is a learning experience. But failure definitely teaches memorable lessons. Ask the team what they learned from a failure. Help them analyze the situation.
Allow them to regain lost ground
Give them another chance. Allow them to gain what they lost, the incentives in particular. Keep believing that they can do better.
By Ed Pilapil Jr. ©
The Entrepreneur Should Give Incentives to His Team
November 18th, 2007 § Leave a Comment
Team incentives can really spark enthusiasm. Always make sure that they are properly communicated.
The following are some tips with regard to incentives.
- It does not have to be expensive
- But it can be expensive
- You may use gifts
- Money is a great motivator
- It should be performance based
It does not have to be expensive
The most common incentives come in monetary bonuses, but there are other ways to motivate your team. Use symbols that reflect excellence. Try giving away a “President’s Pen”. The pen may cost less than PhP5,000 but when you attach a meaning to it that is recognized by everyone, it’s value changes.
But it can be expensive
Why not? If specific goals are hit and the team deserves it, send them to “paradise.” Weekend at the beach, a whole day spa treatment, sponsor a whole year in a gym.
You may use gifts
Give away small gifts with a lot of heart into it. It only means, “I am happy that you are with us and I appreciate your work.” It may be a book, coffee gift certificates, or a one-hour spa. Write a personal dedication. It will mean a lot to them.
Money is a great motivator
There is no question about it, money motivates! Because it is everyone’s need. If goals are met give them money. This may take the form of 14th, 15th, 16th month pay or more. Profit share is good for smaller companies.
It should be performance based
I do not believe in giving incentives without corresponding progress. Incentives should reward excellent work. Excellent work for the small entrepreneur is always about the profit. If the sales reached the target, if the operations were able to save on expenses, and the quality of the service and productions made the customers happy; then a reward is deserved.
By Ed Pilapil Jr. ©
