by D. Kevin Berchelmann | Jan 7, 2013 | Executive Improvement, Kevin Berchelmann
One of the biggest misconceptions in the business world today is that it takes cash to motivate people to behave or perform in certain ways. In fact, the best kind of motivation is created intrinsically, without thinking about monetary reward. Can you motivate without a budget? Sure, it’s easy. And the ability to instill motivation without money is one of the defining characteristics of a great leader.
How To Motivate Through Leadership
There are countless numbers of books in the library or online that discuss motivation. It’s a pretty common topic among business leaders and a tool that, when developed, can improve organizational performance and keep employees happy. But as a leader, how can you motivate by leading? (more…)
by D. Kevin Berchelmann | Jan 2, 2013 | Executive Improvement, Kevin Berchelmann
There are quite a few misguided leaders among us who believe that all motivation is about dollars. The thesis is that with sufficient money, you can motivate effectively, but if you’re cash-poor, then suddenly you’re de-motivating. Nothing could be further from the truth. And while incentives are payments of sort to entice behavior and performance, motivation is the intrinsic desire to achieve those behaviors and performance. The difference may seem subtle, but in reality, it’s a chasm like the Grand Canyon. (more…)
by D. Kevin Berchelmann | Jan 2, 2013 | Executive Improvement, Kevin Berchelmann
How many of us drink Starbucks coffee? How do you drink it? Venti Mocha double-shot? Fat-free Tazo Chi Latte? We all have our own, special way of having our Starbucks drink; what happens if you get it and it isn’t exactly what you ordered? Not hot enough? Tastes “off,” for some reason?
How long does it take for your Barista (server) to coordinate that “do-over” decision with the various levels of supervisory management? How about “instantaneously??” Those employees have the training to know what to do, the knowledge to be able to recognize it, and the authority to do what’s right. In short, they are empowered. Yes, that “E” word. It’s overused today, but don’t let the fad of word overcome value in the process. Empowered employees make their company’s money.
Starbucks may not know it’s exemplifying high performance; the company may not realize it is a shining example of effective principles to run a service retail business. They just know it’s good business, and frankly, common sense. (more…)
by D. Kevin Berchelmann | Dec 31, 2012 | Executive Improvement, Kevin Berchelmann
Evaluating potential key talent for client companies is always interesting. And unfortunately, in many cases, you simply “can’t fix stupid.” But if a candidate lacks some required skills, can you hire them anyway? Sure, it’s your company. However, you should be advised to make certain the following three conditions exist. (more…)
by D. Kevin Berchelmann | Dec 24, 2012 | Executive Improvement, Kevin Berchelmann
How’d you do last year? Did you get the things accomplished that you set out to do at the beginning of the year? Most of them? Some of them? Any of them? If so, great. If not, why not? Now – right now – is the best time to answer the following questions. And remember, the answers to these questions will help you determine directions and realistic expectations for this year.
Look at the Accomplishments: Regarding those things that were successful last year, what made them so? Was it because of you and your leadership, or in spite of? Is it repeatable, and if so, do you know exactly how you did it in the first place? For the people you lead, have you appropriately recognized their successes? (more…)
by D. Kevin Berchelmann | Dec 17, 2012 | Executive Improvement, Kevin Berchelmann
There’s a wonderful book entitled Hope is Not a Strategy. In many cases, we hope things don’t happen, but sometimes they do. So, we hope for sunshine, and plan for rain. Such is the impetus for sound succession planning.
Effective Succession Planning Leads to Continuity
Hours after the sudden heart attack death of McDonald’s 60-year-old chairman and chief executive, Jim Cantalupo, directors announced that Charlie Bell, the 43-year-old president and chief operating officer, would succeed him. The swift decision gave immediate reassurance to employees, franchisees and investors that the fast-food giant had a knowledgeable leader in place who could provide continuity and carry out the company’s strategies.
The McDonald’s example is the exception, rather than the rule. Companies typically name an interim chief and then spend several months (or longer) searching for a permanent successor. Take Dana Corp., for example. After chairman and CEO Joseph Magliochetti died suddenly in September, 2003, directors named 2 interim executives – a chairman and a CEO, to lead the company while they searched for a successor. In March of 2004, Dana’s board finally found a new president and CEO, Michael J. Burns. (more…)
