Posts Tagged 'management'

Building a training culture…worth the effort!

I direct this article toward small businesses that want to develop a training culture, create or access and deliver programs that maximize productivity and profit.

 Two facts are important.  First, untrained people typically fail or, at best, under-perform.  Their mistakes and omissions lower your service level, damage your image in the marketplace and eventually, cost you money.  Second, if you don’t devote significant time and resources to building and administering a serious teaching program, building staff skills isn’t easy.  So, we have a need to train and a challenge in making it happen.

 Below are some practical suggestions that will enable the smallest business to train more effectively.

 Designate someone who cares.  Training is a management responsibility.  Still, managers may not always be available to deliver training.  Rather than try and fail because you are too busy, delegate. Use training as a development tool for your most quality oriented team member.  Choose someone who shares you beliefs about doing the job right.  While this is the person who will build your training program, he/she need not be an expert.  Most of the info you’ll need is readily available.  Your ‘trainer’ must focus equally on task completion and on the people who make it happen. Effective and enthusiastic communication is mandatory.  Select the trainer accordingly.

  • Organize topics in ‘need to know’ sequence.  Limit initial training objectives.  Begin with the job description.  What is it the employee must know or be able to do first?  Begin your training there.  Teaching in a logical need-to-know sequence, according to job requirements, will improve retention of the information and make more sense on the job.  Information I’ll call “nice to know”, while often more interesting to the trainer, tends to reduce clarity for new people and can be confusing.  Trainees must understand what is important now.   
  • Plan training in ‘small bites’.  Spend some initial development time re-formatting important but often boring information.  Emphasize most important points and critical knowledge in concise, easy to understand ‘bites’ or learning modules.  New hires cannot and will not absorb extensive information.  Initial training should allow the new hire to begin successfully, accomplishing small tasks, one at a time. Do not attempt to create a subject matter expert in a week or two.  Not only is limited ‘small bite’ training easier to absorb and translate to behavior on the job, it is easier for a new trainer to create and deliver.   
  • Use available and inexpensive resources.  In today’s “green industry”, whether your business is focused on design and build, maintenance, landscape or lawn care, the information you need is out there.  One of the first tasks for your new ‘trainer’ should be to network with established and respected companies and trainers in the industry.  Take advantage of the work others have done to pull together necessary information.  You will find most of us are ready to help.  Here are other great resources:

*Pesticide safety/use topics – OSHA website and state extension services.

*Environmental stewardshop – EPA websites [federal and state]

*Driver safety – National safety council, local/state police and for profit training producers [“Google” the topic, you’ll be amazed at the choices available]. 

*Equipment and product use – Manufacturers provide this info in video and written form.

*Plant/pest relationships – Your state extension service is a great resource and all information is free!

*Sales/customer service – “Train the Trainer” seminars can equip your trainer to deliver these topics. Programs are available and can be customized to your needs.

 Finally, remain active in your national and local associations. Take advantage of the resources provided. 

 Many operators just like you have used training to help build a culture of quality

and professionalism.  Why not join the club!


Increased productivity delivers greater profit…every time!

Read the post title. Are you surprised? Didn’t think so. Question: If increasing productivity is a cinch to boost the bottom line, why don’t we spend more time doing it? Simple answer; most managers are so wrapped up in getting from the beginning to the end of each mulit-tasked day, they will tell you they “just don’t have the time to stop and make changes.” Besides, if you push the conversation, what you’ll hear is…. “people hate to change…it’s always negative.”

So, here we are. Companies that had great 2009 performance did it one way..they became more productive. And you can too! Inertia can be a real negative. Doing what we’ve always done because…well, because we’ve always done it…is silly. Personally, I really enjoyed 2009! That is true because I spent it working with positive owners and managers who chose not to participate in the “hard times”. One point of view explains, nine out of 10 consumers was really not significantly impacted by the recession. If true, we focus on selling what they will buy…value. And we target those with the ability and desire to move forward, heads way, way out of the sand!

And, to a person, my clients found ways to be more productive; often taking a lower top line revenue performance into a stronger than every bottom line! So, skip the push back folks, it can and is being done.

In early December, I will be presenting at the Ohio Turfgrass Foundation’s conference, in Columbus, Ohio. One of my topics will be “How to Increase Productivity through Effective Front Line Supervision.” In the presentation, I’ll drive home four principles; principles learned not from some egg head’s  or psychological survey but from my 25 years of working out in the field, where the action is, with front line supervisors and their senior management.

This is really not the place for excessive details so, I’ll hope to whet your appetite by just listing four principles I have observed, participate in executing and learned to be valid:

1. Individual productivity [leading to team productivity] begins with the hiring process. We don’t spend enough time or energy on recruiting people with whom we can win.

2. Reasonable expectations and procedures must be set, understood and accepted by all. We are task managers. We set the same goals for everyone, regardless of what tools are in their tool kit. We treat people as clones of a job description…a straw man who never really exists. And people struggle, fail, burn out and quit or are terminated.

3. Initial socialization, training and transition to routine [real world] activity will impact results…100% of the time. Why do we believe training is optional? Da! Smart, trained people are more engaged and productive, always.

4. Individual activity and performance [to the smallest detail] must be tracked with appropriate supervisory reaction on a daily basis [using the common sense coaching process]. I know, we don’t have time. Wrong!

So, these are the principles I’ll discuss. Will it matter? If I’m lucky, maybe one in 10 will react. Not very productive, is it!

All Behavior is a Function of it’s Consequences!

Ever hear that line before? Sound like psycho-bable? Shrink speak? Well, BINGO! That is precisely what it is. And, oh…by the way…it happens to be true!

Just back from a consulting visit with a good client. The owner and senior manager are very interested in improving management and staff performance. They want things….like customer service, to work better for the company. They want fewer customer complaints, fewer lost customers, and greater lifetime values. That’s what they want.

Reviewing recent issues, situations poorly resolved or left dangling for a later day….I did what I always do…I called it as I saw it…warts and all. Nobody disagreed. In fact, everyone felt my analysis was spot on…to use an MBA phrase for an accurate description of what is what!

Then, the good part. I laid out a couple of options, things that could be done to create improved performance. Each involved confronting the realities of today, to bring about a better tomorrow…for all. Each option required management to draw a line in the sand and commit to changing the status quo. Each would mean that what is wrong today, will be gone tomorrow.

Guess what happened. To quote senior management…”We don’t want to go that far”. Huh? Then why am I here,  I wondered. “Just do the best you can to explain the right way to do things”, was the direction given to me. “OK”, I replied..and that is what I did.

What will change? Nothing. Why? Because behavior really is a function or the result of how we, as leaders, repond to it. Not complicated. When unacceptable behavior is met with a “discussion” of what should be…but no other reaction, the message is “we think you ought to change your behavior but..if it’s uncomfortable for you…fine.” And so it goes.

My mesage today is…first, don’t begin initiating change unless you are willing to follow through. But, if you are, you can change behavior with your serious and ongoing reactions to what you see happening. And your reaction to poor performance cannot be a suggestion; your reaction must be a declaration in word and deed that, from this day on, some of the things we do, will be done differently. No big deal; no revolution; just modified behavior. Then, as you take each small, easy step toward improved behavior, you celebrate and reward it! Your positive response will keep the changes going. Behavior will improve because the consequence of doing it old way will be corrective action in the form of a negative and unswerving response from leadership.

Honest, can be done. But you must be less willing to put up with unacceptable behavior than you are to confront reality. I can tell you this…people like to be led. Leadership and positive direction will, over time, be met with improved behavior. But, you can’t stick your head in the sand and expect a consulting to make it happen!

Sorry to rant but…as I learn over and over again, wishful thinking has never and will never change behavior. Your reaction to the performance of your staff must be real, serious and continuous.

Good luck!

Smart Managers Learn To Delegate

Talked to a client yesterday….about an upcoming consulting visit.  After explaining his needs, we talked about the fix.

I asked the man whether or not he’d like to be involved in our initial meeting with the lead supervisors. He declined, saying “Nope, not me. I delegate that to my supervisors.” I made sure I understood, asking “Do you mean you don’t want to listen to what I tell them?” He affirmed his intention to let me do my thing and let his front line supervisors take the responsibility for using the information. “If there is no improvement, we won’t repeat it”, he said.

I hope some of you will understand that this senior leader was not shirking his managerial responsibility. He was simply demonstrating the level to which he’d developed the art of delegation. And, it really is an art.

As my client learned long ago, delegation starts with staff selection. You don’t delegate anything to anyone without first determining that they will likely succeed. They want the responsibility and they have the trainaing and skill to succeed. Knowing this, you delegate small responsibilities. Based on success, you go farther.

All I can tell you is that this particular client believes in his people and knows how much they want to do the job right, the first time. His confidence in them is rewarded daily by the continuity of his operations and bottom line success…even in a recession.

If you want to grow, learn to delegate. If you don’t, you will spend your management life as an army of one..and an army of one never went anywhere!

Tell me what you think.

Coaching Required for “Gen Y” Workers

Coaches Win – Bosses Lose!  It’s really as simple as that.  Try to “boss” today’s workers and you might as well hang out the white flag of surrender because it just doesn’t work.

Do you know there are almost 40 million “millineals” out there?  If you are a manager, or are involved in staffing, that fact alone should get your attention.  And, the “millineals” or “generation y” workers tend to think differently about work.

Basically, younger workers [between 18 and 26], today’s “millineals”, with more career choices, are pickier about where they work and why.  Even in a recessionary economy, workers have more career destination options than only a few years ago.  In our service economy, people are typically the key factor in determining a companies success or failure.  And workers make career decisions based on this premise; I will take a job if it looks good, but I will only keep it if it feels good.  And it had better feel good fast! Now that is changed thinking.

So, what’s new?  How have expanded career options impacted worker thinking? Here’s a starter list:

  • I no longer work to live, I live to work, my way.
  • I don’t take a job to make my company a success, I work to get what I want from the company.
  • I want maximum flexibility with a minimum of rules, procedures and boundries.
  • I’m convinced my lack of experience simply makes it easier for me to see the world objecivley and that “old time” managers are jaded by the screwed up life they’ve lived.
  • I want money, and I want benefits, and I want them day one on the job.
  • I expect a complete training program with lots of “hands-on” follow up on the job.
  • I demand respect … before I’ve earned it.
  • I want my opinions included in the decision making process…whether or not I have an intelligent idea.
  • I want to be taught, not told
  • I want you to sell me, not tell me.

I could go on…but won’t.  The point is, if you are in a position of hiring, training or leading people in today’s workplace, you’d better learn to be a coach vs. a boss! You’d better understand that the way to keep your winners is to teach them how to succeed, and begin day one!  If you stake your management success on a building great plan and simply make assignments, without concern for worker motivation to hit your goals, you’ll come up short every time.

Houston, we have a problem; many of today’s managers haven’t lived in this “new world” of people management. They have not been coached, they have been bossed. They are the survivors of an outdated management culture. And many sturggle mightly to lead effectively.  They simply don’t have the requisite skills.

Back in the 20th century, lots of research was done on people, and their attitudes about working.  Most managers fell into a style described as “Theory X”.  These folks believe in work, period. Hard work built America. It’s the task that’s important, not the person doing it. People, they believed, don’t really want to work but will do so if, and only if pushed, prodded and threatened.  No surprise, this thinking came from the hardships of the great depression. During the 30s and 40s, the period before WWll, people took any job they could find.  Of course, many hated what they did each day but working  put food on the table. 

Things are different today. Even in our recessionary economy, workers have more choices. So far, putting food on the table has not been an issue; not for most. Today, gen y workers struggle with decisions like which laptop to buy or where they’ll sit at the critically important concert this weekend. They want to spend more time on themselves, less at work.  Fewer hours, more flexibility, that is ther objective.  They want choices, and they want them now.

So, in view of this undeniable paradigm shift, will you lead effectively? Will you be able to accomplish your business goals through people? Or, will you sit back and complain about how nobody wants to work anymore. Your choice.

These days, I spend most of my time helping managers cope with the unavoidable requirement to learn leadership skills, to impact behavior.  Anyone, I believe, can learn to lead, and must.

Building new human interaction or coaching skills requires ongoing management learning.    Take a close look in the mirror. Ask yourself if you are prepared to win with people.

A few questions for you:

1. Are you a coach or boss? Do you understand the difference?

2. Is employee turnover an issue in your business?

3. Are you attracting enough of the right people?

4. Do you prioritize tasks or people?

5. When performance is unsatisfactory, do you know how to change it?

6. Do your team members respect or resent you?

7. Do you inspire your team to achieve, to be the best they can be?

8. Bottom line, are you living in the management past?

Hiring Heroes – A must in the service business!

Please…not another one of those articles on people!  I read them, I think about the ideas but nothing ever seems to change.  Year after year we struggle to ‘fill the chairs’, to maintain a staff of motivated, productive and loyal…yes loyal employees.  And year after year we watch the almost constant ‘churn’ of employees.  Often, when we lose employees, we don’t know why…but we should.  And we should understand that the high turnover in our green industry IS NOT a given.  Better still, if we apply a few proven strategies and activities, we can hire what I call “heroes”.


This article will discuss the people challenge from a positive perspective.  You won’t find rhetoric letting you off the hook or buying into the common belief that hiring great employees is a lost cause.  If that is your mindset this will not be a reassuring read.  But if you, like I, have experienced the excitement of hiring someone who actually turns out to be a “hero” in your organization, you will be motivated to learn all you can about who these “heroes” are, how to attract more of them and keep them on your team.


Let’s begin by clarifying the meaning of “hero”.  Webster’s definition of a “hero” includes the following, “the principal character in an event”, “exhibiting marked courage”, “a person admired for his/her qualities”.  Know anyone who fits the bill?  I do and I’m betting you do too.


My point is simply this; some of us are succeeding in hiring these special people today.  All is not lost.  In our search to build strong work teams, we don’t have to settle for “the best of the worst” or “ the worst of the best”.  We can hire “heroes”.


Key question, are “heroes” born or developed in our organizations?  No question in my mind, they are not born…they, like successful leaders, develop and grow over time.  Must a “hero” have certain characteristics, like a strong work ethic, honesty, desire and the willingness to discipline him or herself to meet objectives?  Of course.  But do “heroes” come gift wrapped and ready to go? Not in my experience.


Where are these people?  How do we spot them?


“If heroes were reptiles, we’d all be ‘snake bit’”!


What would you give for a real “hero” to walk through your door?  About anything, right?  Don’t look now but it may already have happened.


Heroes are all around us.  Before you spend all your time on a search and locate strategy, look carefully at your own organization.  Heroes tend to stick out…but you need to be looking or you may assume your potential “hero” is just another employee. 


A potential hero is someone who:


  • Is more interested in tomorrow’s opportunity than today’s paycheck.
  • Is hard at work when you least expect it.
  • Is a “finisher”, driven to succeed.
  • Asks lots of questions.
  • Makes suggestions and focuses on solutions rather than problems.
  • Volunteers when not required.
  • Places a high priority on team success…along with personal gain.
  • Has the self-confidence ask for help rather than failing quietly.
  • Is honest with a clear sense of ethics.
  • Most of all, believes what you believes, sharing your values and philosophies.


Remember, you may have a “hero” in the making…not yet fully developed but with the potential to become great.  Look first at your team.  Have a conversation with those who show you the most and determine the extent to which you can mold and build such people.  A “hero” will jump at the opportunity; taking the lead if you provide direction and help them focus their energy.


To attract the very best become a “people magnet”


If you expect to attract “heroes”, your recruiting plan [and you do need a plan] must be aimed at the kind of people who share your company values and objectives.  Typically, I don’t find these folks in the classifieds.


Here is my recruiting sequence:

  1. Define your company.  I’m talking about your goals [or mission] and how you’ll reach them.  If you doubt the importance of this step, you’ve not successfully interviewed “heroes” because they will want this information.
  2. Establish a strong local company image.  If yours is a small company, celebrate that fact.  Many great candidates don’t feel comfortable in the corporate world.  Sell your opportunity and work environment.  Get the message out that you and your team are the kinds of people with whom the very best will want to become associated.  Do this by sponsoring events that promote community good.  Be an active member of the BBB and service organizations.  Consider sponsoring a sports team.  Work with  high school service clubs.  Do all you can to see that your image is widely known and that it sends one clear message…”IF YOU ARE INTERESTED IN A CAREER YOU NEED TO JOIN OUR TEAM”.  This has worked for others; it will work for you because few hiring managers will take the time to follow this strategy.  Invest the time up front.  It will pay off in the end.


The result of a concentrated community outreach campaign will be to “magnetize” your company.  Before you know it, the phone will ring.  I see it every day, people searching for a place to work that they are convinced will provide a positive, rewarding work environment.  Let people know yours is that company and your recruiting will improve immediately.



  1. Focus your recruiting effort where you believe the best people in your area will see your message.  If you want an sales rep, run a classified ad for a sales rep. Skip the generic ads. If you want a route driver, focus on that specific job.  But if you simply want a growth oriented, driven individual, go a different route.  Look in places these people can be found.  I’ve had success in community colleges.  Often, people with some higher education go there to restart careers.  These folks attend night classes and work hard to get it done.  That is what you want.  Make teachers your recruiters.  Take the professor to lunch.  Ask how you can help support their program.  Let them know exactly the kind of person you seek.   If you help them, forming a strong relationship, your support will be returned in kind.  This is a guarantee.  It does take some time and money but so does often-fruitless advertising in newspapers that can charge over $1,000 for an ad in the Sunday edition.  Put your money and effort where it will yield perhaps fewer people but more high potential candidates.


Never stop recruiting.  Even when you are “staffed up”, maintain a list of people to contact if you encounter unexpected turnover.


Your very best employees can help.  Let them know that you need more people with the very same high level of dedication they demonstrate, and that you are willing to provide great incentives for their recruiting efforts.  Finding a potential “hero” is near priceless, so don’t be stingy. If it’s cost you $1,000, you will have spent the money wisely.


Do you use the internet to recruit?  If you think this tool is only for large companies, think again.  The potential “heroes” you want live on the cutting edge and will see you job ad on “monster” or one of the other great sites.  And, internet recruiting ads are MUCH LESS EXPENSIVE than a multi-ad newspaper plan.  For about $300, your job opportunity will be seen by literally thousands for weeks.  Use this tool.


Improve your interviewing effectiveness



The interviewing process should begin before the candidate walks through your front door.  Take my advice and be sure what they find is what they seek. 


This is a “biggie” folks.  Oh how many times I’ve traveled excitedly to visit a service branch in peak hiring season…only to be dismayed and disappointed on arrival to find the operation in, shall we say, less that professionally spit shined condition.  A potential “hero” will expect a professional operation and won’t often settle for less.


I recall on one occasion, standing in a lawn service branch awaiting an expected candidate the manager was to interview.  As I stood there peering out the dirty, smudged window, I saw what had to be our your man drive up.  He approached, slowed down, leaned over to “eyeball” the place, paused…then drove away.  Another candidate lost…without an interview!  Shameful.  And do you know the worst part?  The manager A. didn’t see him and B. never knew he’d lost the recruiting battle again.  Think about this…as I asked the local manager to do; if a “hero”, the ideal candidate had been in that car, would he have driven away?  I say, yes.  More disturbing, what kind of candidate would have parked his car, made his way past the pile of cigarette butts by the front door and come in?  I think we all know the answer.


Don’t lose “heroes” before you have a chance to interview them!


How does your interviewing process stack up?  If the answer is anything but “great”…now is the time to make needed improvements.  Follow these rules to ensure the “heroes” find what the seek:

  1. Provide neat, clean and convenient candidate parking
  2. Post the interview schedule in the front office.
  3. Appoint a candidate “greeter” to welcome candidates, offering them a beverage and up-front paperwork before the interview.
  4. Keep the office area and restrooms clean and neat.
  5. Confirm that the staff a candidate may encounter is aware of the interview and looking his/her best for the work being done.


Conduct a professional interview


This article does not provide space to lay out a complete interview process.  For my purposes today, suffice to say that if you do not know how to interview, you will lose “heroes”.  A hero will know about your business. and may ask questions that even you cannot answer.  Talk about embarrassing…but I’ve seen it happen!  So, be prepared for the smart, probing candidate…the person who wants to know just as much about your business and the opportunity to grow as you do about him or her.  The future “hero” will give you a challenging interview.  Be prepared.  Have your business metrics, growth projections and strategies well in mind and ready for discussion.  Be ready to explain how you differentiate your business from the competition.  You cannot expect to hire a “hero” without communicating why he/she should want to play on your team and the place to build a rewarding career.


The interview should be held in privacy with no interruptions. 


Get the clutter off your desk.  The focus should be on the candidate’s employment application, which you should have read in advance.


Have four or five probing questions have been pre-written [to keep you on track and ensure that you learn as much about the candidates past experience as possible].  Your questions should probe past experience to learn what the candidate has done to demonstrate he/she has the personal qualities and skills necessary to help you succeed in a reasonable amount of time.  


Now comes the controversial part.  Who exactly are we trying to hire?  Is this “hero” the most skilled and prepared to add value today?  Is it smarter to “hire athletes” who require more time to become productive but who will learn to play more than one position in the future?  Not a simple answer.  It depends on what you want the employee to do and, importantly, whether or not you expect the new hire to grow into greater responsibility.  You must define, for your operation, what your true “hero” is.  And remember, you will need more than one type of employee.  Some people are simply not growth oriented.  Does this mean they are not valuable?  No. You simply need to define how many of each you need and hire accordingly.


Writing from my 20 plus years in recruiting, hiring, training and managing people in the green industry, I can tell you I’ll go for the athlete who wants to play on my team every time.  Years ago, a crusty old manager looked at me in a hiring discussion and said  “Bill…guys in this business have to things…big thighs and big mouths…and we’re better off hiring the ones with big thighs”.  I got his point.  Now he’s gone and the business we both worked for is gone too!  Think about your needs. 


In today’s multi-task work environment, we need people who have brains and the desire to be part of a strong team. That is why the hiring process must begin by establishing your company as “the place to be” for the best people.


One last point on the interview process; if a potential “hero” is sitting in front of you, I believe you will know it and should make at least a conditional offer [pending driver’s license check and drug test, if applicable].  Making the offer is fun!  For me, it’s a simple summary.  “John, I believe we have a great fit and that you have what we need.  How do you feel”?  If he agrees, I tell him that, pending any necessary checks, I’d like to make him an offer.  I understand many of you insist on second interviews and that is fine.  But I have never gone through a second interview and felt more positive about a real great candidate than during the initial conversation.  And I have never conducted a second interview that removed any significant negatives.  That being the case, and knowing that every great candidate will get great offers, when the chemistry is right, I want to come as close as possible to closing the deal. 


On-boarding and training to keep “heroes” on your team


With the right hiring decision behind you, the real fun begins.  You absolutely must ensure a positive start up process.  And it should be filled with lots of early successes!  I firmly believe that, with an organized post-hire on boarding and training program [which must include in-field management follow up] a bright, motivated man or woman, almost regardless of present job skills, is your best entry-level hire.  Smart, motivated people can and will learn quickly.  Note: when I say I’ll hire the motivated, driven person and teach them the business, I am talking about filling lower level positions.  When hiring managers, I’ve learned that the opposite is true.  At the management level, the requirements are more specific and demanding.  I don’t want someone from outside our industry.  The learning curve is too steep and the time available always to brief to bridge the gap.  While you wait to see whether or not they learn and like your business, the process is costing you time and money!


I will avoid hiring a group of “buddies” from a competitor just because they may not require entry-level skill training.  As every one of you already knows, each time we “hire the competition”, we bring into our organization, the bad habits of others.  Unless your business standards are sub-standard [in which case you need not bother looking for “heroes”] you want to hire people who will learn the business your way and execute according to your philosophies and standards.  The only competitor I am really interested in is one I have seen in action and who seeks a more professional working environment.  The new hire MUST BELIEVE WHAT YOU BELIEVE to become your “hero”.


For new hires, D-day is day one!


Training must begin day one.  The first day on the job is the day each new hire begins to decide [D-day] whether or not he or she has made the right decision.  We often overlook the fact that our new hires evaluate us just as seriously and deeply as we evaluate them.  Occasionally, when we fail to clearly communicate our expectations and what the job requires, new hires quit before they have even completed training!   


Above, I mentioned manager follow up in the field.  Most training includes at least some classroom work.  Manuals, pesticide applicator quiz prep and probably some video education.  And until the snow melts [in the north] most of us do try to provide decent functional training.  But in season…all bets are off.  New hires, even potential “heroes” are thrown in a truck with a veteran and taught…well; sometimes it’s tough to tell what they are taught.  That is why management coaching in the filed is vital.  It is a critical step we often omit…because we are too busy.  Bad mistake.  Don’t make it.  Coach on the job, confirm an understanding of not only how to do the job right the first time but why you want it done your way.  New hires must believe in your system vs. simply the fastest system or eventually they will begin to slip and quality will drop.  So, get out in the field to reinforce training and be sure these four things happen:


1. The new hire and potential “hero” enjoyed the training process and felt it’s content made good sense to him or her.

2. The new hire understood the training content and retained the most important parts.

3. The new hires behavior has been verified and your best practices have been confirmed as standard operating procedure.

4. As a result of training and behavioral change, the new hire has performed successfully.



Number 1 you accomplish with a training evaluation process…written, verbal or both.


Number 2 you confirm with a test…written, verbal or both


Number 3 and 4 you must observe on the job in the field. 


This process will help your new hire succeed, which, of course, is the first step in creating the motivating atmosphere required to develop “heroes”.


So, you and I can hire “heroes”.  Who are they, where are they, how to attract, hire and develop them?  Not a simple challenge.  But nothing you do is more important to the success of your business.


I truly believe that, without these outstanding people, those who consistently go the extra mile for your team and for themselves, your success will be limited. 


You can “build” heroes.  They will lead your team.  Take the first step today.  Remember, no resource in your arsenal is as vitally important to your company’s success as the human resource.