Ellen and Richard Hohmann - Contributors in South Jersey Biz Article

Ellen and Richard Hohmann asked to be contributors to an article titled, “No Problems to Report” by Jennifer Nelson (South Jersey Biz, Volume 2, Issue 1).

The article focused on the difficulty facing supervisors and managers today in terms of having to deal with a wide range of personality traits and behavior. Some of the contributors felt that over 30% of an employee’s performance in the workplace is tied to their individual behaviors. In the article, Elizabeth Faircloth, Vice President of Augur, Inc. stated that, “I don’t think many companies realize how important an employee’s personal actually is. Both Ellen and Richard know for a fact that they don’t.

Ellen and Richard Hohmann have specialized in teaching companies and their people to better understand both the differences in personalities and the resulting behavioral tendencies that they will exhibit in the workplace. Individual performance and the productivity of the organization can certainly be linked to this. It is also important that managers or supervisors understand the cultural and generational differences present in the workplace today. After all, the effectiveness of any organization is a direct reflection of people being engaged with the company’s business strategy. This engagement cannot occur without a better understanding of these “people” traits.

Engagement is certainly one barometer that can be used to measure if the personality of the workers is understood. After all, a more engaged workforce is more productive making the company more profitable. Sure makes sense to us. Richard also uses Behavioral Assessment Instruments with every Executive Coaching client. It is important that excellent communication be achieved and assessment help with that immensely.

The uniqueness about the Leadership Courses offered by Innovative Leadership is that they don’t focus on content, they focus on the expected behavioral change needed by the participant to be more productive. Adults learn differently than children and content driven programs have been shown to deliver little of no change. Behavioral-oriented programs do make a change…in the employee and the company. As our slogan says, “We change companies, one employee at a time”.

Read the Full South Jersey Biz Article Here

There's No "ME" in Training, But There is "ROI"

Many people believe that our economic vitality depends on having a skilled and experienced workforce. It is being reported that too many young people are unprepared to succeed in a knowledge-driven global economy. A broad skills gap that already exists in our nation is contributing in one new report calls the “great divide” between what a worker has to offer and what employers expect and demand. The substandard consequences are real and are growing worse.

The real problem is that many of us are asking, “How do we improve the skills of future workers while developing our own talent pipelines?”

Employers must invest in a process that allows them to grow their future leaders organically. Most companies concentrate their efforts on the basic workforce readiness skills of their entry–level, lower skilled employees and, in some cases, prospective employees hoping to secure full time positions. To do such requires considerable time and expense. A recent report titled, “Why Companies Invest in ‘Grow Your Own’ Talent" demonstrably shows employers that embrace workforce-readiness training are finding promising results and an impressive and measurable ROI.

Most of the benefits noted in the report revolve around employee retention, increased workforce diversity, and greater community engagement. The real success lies in the fact that companies are successfully cultivating new generations of talent with new career opportunities, who positively impact organizational effectiveness, better known as corporate profitability.

It is time that we understand, an applicant arrives at a company because they are interested in the roles and responsibilities associated with the position and if they find the compensation package adequate, they take the position, BUT they only stick around if two other things are satisfied; what are they? 1) That their new company demonstrates an interest in them 2) There is a future opportunity for growth. Now, who doesn’t feel that training and development of your people is valuable?

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Article written by Richard J. Hohmann Jr., Senior Business and Management Consultant for Innovative Leadership, a strategic partner with Fitzpatrick, Bongiovanni, & Kelly, PC, and also a member of the Collaboration Team for Leadership Management International. Richard can also speak at your next organization’s meeting, to invite him to speak call 609-390-2830, For your business solutions click here: InnovativeLeadershipDV.com

Management reSOLUTIONS for 2012

Managers - Have you set your reSOLUTIONS for 2012 yet? It's not too late. Here are 15 suggestions for a more productive workplace and higher employee engagement!

1. Be a More Effective Listener and a Better Story Teller
2. Provide Feedback in a Timely Manner
3. Get to Know Your People as More Than Employees
4. Learn to Delegate and Begin to Cross Train
5. Focus on Diversity and Inclusion for Productivity
6. Be More Goal-Oriented
7. Tie Your Corporate Business Strategy in with People's Values
8. Be Consistent with Your Performance Management Process
9. Realize Your Primary Role is to Develop People
10. Prioritize Your Roles and Responsibilities Daily
11. Manage Your Email and Turn Off Message Alerts
12. Be Positive - Learn to have a "Positude"
13. Find Opportunities to "Stretch" Your Skill Set
14. Schedule Time with Yourself, Don't Multi-Task
15. Establish Trust as the Foundation for All You Do!
    

Business Owner reSOLUTIONS for 2012

It's not too late to start your reSOLUTIONS; Here are 15 suggestions for Business Owners.

1. Get employees to Think like Owners
2. Create a Build a Great Workplace
3. Understand that You Can't Do it All
4. Utilize Your Professional Team of Advisors
5. Create an Advisory Board
6. Don't Accept Status Quo
7. Participate in Community Activities
8. Learn to Work "On" Your Business NOT "In" Your Business
9. Open your Mind to Innovation and Creativity
10. Be a Forward Thinker - Focus on the Design of the Outcome
11. When Defining Your Vision of the Future, Set Clear Goals
12. Measure Your Results
13. Set a Budget and Stick to it!
14. Link Your Goals to Your Financial Outcome
15. Practice Continuous Improvement
    

HR reSOLUTIONS for 2012

It's not too late to start implementing reSOLUTIONS into your daily activities as a Human Resources professional. Here are 15 suggestions to get you started on a new and exciting path:

1. Increase Employee Engagement
2. Reduce Stress in the Workplace
3. Get a Grasp on Social Networking
4. Increase the Use of Temporary and Part-Time Employees
5. Be the Point Person for Succession Planning (Be prepared for Those in Retirement Age)
6. Integrate Strategy with People Value
7. Make HR a Strategic Partner
8. Manage Change in Culture and Growth
9. Focus on Employee Relations
10. Provide Legal Updates to Managers and CEO's
    
11. Develop a Performance Management Process
12. Establish Coaching and Mentoring Programs for Employee Retention
13. Develop a Leadership Program
14. Create an Onboarding Process vs. Orientation
15. Tie in Your Recruitment Practices with Strategy, Culture, Mission and Vision
    

How to Show Gratitude in the Workplace

Originally Found on GreatWorkplace.Wordpress.com

Does your organization have a culture of gratitude? Each day there are countless opportunities to show gratitude to others in the workplace. Supervisors, leaders, and coworkers can all help build a culture of gratitude by acknowledging the contributions of those around them in specific and genuine ways. Here are some ways to foster gratitude in the workplace:

1. Formal recognition programs are a common way employers build a culture of gratitude in the workplace. Formal annual, quarterly, monthly, or even weekly awards can help build a culture of recognizing the behaviors and results your organization seeks.
2. Having a method of peer recognition is important in developing appreciation among coworkers. Create a program or initiative that encourages peers to recognize and thank one another for their help.
3. On-the-spot rewards and recognition allow employees to be recognized at any time by supervisors, management, or even peers through some small reward, such as a gift card, ticket to local event, or other valued recognition. Spontaneous rewards and recognition can be welcome surprises for employees.
4. While your organization may have recognition programs in place, if your supervisors and managers are not using them, they likely won’t be effective in helping to drive a culture of gratitude. Many organizations train their management staff on the importance of recognizing employees and how to use the tools and programs provided by the organization.
5. Making celebrations a part of your organization’s activities is another way to build a culture of gratitude – as well as fun and enjoyment. Coordinate a few celebrations throughout the year to show appreciation to your whole staff. Some organizations even go so far as to celebrate personal events like birthdays, weddings, and births.
6. Although it sounds simple, many workplaces forget to say thank you – especially to their most valuable assets: top performers. Saying thank you via email, phone call, voice-message, card, e-card, or in-person, or taking an employee out for coffee or lunch to say “thanks” can be very meaningful.
7. When developing a culture of gratitude, remember that formal programs are only part of the equation. It’s equally as important to create new habits, expectations, and norms throughout the organization to develop a culture of gratitude – and this typically starts at the top. Encourage leaders and managers to lead the way in thanking an employee each time they do something exceptional or of assistance to them, and to post or communicate successes publicly – through newsletters, interoffice mail or email, on bulletin boards, and at department or staff meetings.

A culture of gratitude can change your workplace into a positive, uplifting, and collaborative environment – eliciting more enthusiasm, engagement, and positive relationships. Use the weeks ahead to plan a strategy to make your workplace one in which giving thanks happens year-round.

10 Management Tips from US Airways' Hub

by Ted Reed - Originally found on TheStreet

In a down economy, the US Airways(LCC_) hub in Charlotte has been an oasis of growth as well as a model of efficiency. For that, many credit a station manager who knows how to get the most from her employees.

Terri Pope, Charlotte station manager since 2000 and US Airways vice president for airport customer service, "knows how to get people to buy in," said Cinde Monsam, senior manager for station administration and one of Pope's four direct reports.

"What I learned from her and what she does better than anyone else is that she reads the needs of people, not just her employees but also her managers," said Monsam. "She knows when to push for an idea and when to back off, because she listens to people's voices. The loyalty she inspires by doing that is incredible."

Terri Pope

Recent growth has pushed US Airways' Charlotte departures to about 640 from about 400 in 2004, making Charlotte/Douglas the country's 11th biggest airport as well as the carrier's most profitable hub. US Airways employs 6,500 in Charlotte: Pope directly oversees 2,000 who work in the airport. Additionally, as the airline's highest ranking Charlotte official, she is the face of US Airways in Charlotte.

At a recent meeting, where US Airways Charlotte managers reviewed their 2010 performance, Pope concluded by saying that that a few years ago, she was not so proud of that role. The carrier underwent two bankruptcies and often ranked badly in on-time performance and other operational metrics. "We were looked upon perhaps not as highly as we should have been," Pope said.

But now, "When I walk into chamber meetings or corporate headquarters or any meeting, I just glow when someone asks me what I do," she said. And quickly, she credited her staff. "I can't tell you how much I respect you, for what you bring to this wonderful hub of ours." That's one insight into what makes Terri Pope a unique leader: she puts employees first. Here are her ten guidelines:

1. Listen. "The biggest thing is that you can be honest with her, without feeling that she will be mad, even when she disagrees," said Mike Bryant, director of operations and planning. "She has her vision, she lays it out. I might not agree, but she makes me feel comfortable enough to say it.

Said Pope: "I don't think there's an intimidating bone in my body. Why would you need to intimidate anyone to get what you want?" Pope has fired dozens of people, she acknowledges, for violations including stealing, lack of attendance and disciplinary failings. Each one, she said, "is a failure on my part."

2. Don't Micro-Manage."She has expectations, but she doesn't tell you how to get there," Bryant said. "As long as you meet the goal, you don't have to go Terri's way." As an example, Bryant has had to allocate gate usage in a way that favors gates US Airways leases long-term over gates controlled by the airport, which cost more to use.

Pope "allows us to run our departments like we are running our own businesses," said Rich Ashlin, director of customer service. "She stands at a distance, but she is there as a resource. Said Pope: "It's up to them to sell their ideas to me. If they do that successfully, we go with it."

3. Remember, You Run Into Everybody Again. James McDonald, director of ramp operations, interviewed with Pope four times for four jobs before she finally offered him one. The first time was in West Palm Beach, the second at Washington National, the last two in Charlotte. "Terri and I go back a long way," he said. At each interview, "She was cordial and nice and made me feel comfortable," he said. After the DCA interview, Pope called to explain that he needed more experience. "She made it personal," he said. "She made it seem like it mattered. She is all about results and performance, but she does it with calm, with guidance and support."

4. Take Pleasure in Employees' Achievements. "I'm 53," Pope said. "I'm the happiest I've ever been in my life. I think it's because, when you first start out, and for many years, you think it's about you. As you get older and wiser, you realize it's not about you at all. It's about how you can help people achieve their goals. "I've got so many leaders here -- I hope I've had a little to do with them achieving their goals. I have extremely high expectations and I'm hard to please, but I'm also very forgiving."

5. Sense of Humor. On Sept. 27, 2005, the day US Airways and America West completed their merger, Rich Ashlin flew from Phoenix to Charlotte to start work as director of customer service. "I got off the plane and there was a cavalcade of baggage carts through the airport," she said. "Terri was in one of them, dressed as Queen Charlotte. It was hysterical."

6. Make Each Person Feel Special. Charlotte spokeswoman Michelle Mohr recalls the day in 2007 when she began work in Charlotte after moving from Phoenix. She barely knew a soul and did not know what to expect. When she arrived at work, Pope had put a vase full of flowers on her desk. "It was one of the nicest, warmest things ever," Mohr said. "It was so unexpected." Said Pope: "I know what it is to be new. "

7. Admit Your Mistakes. In April 2010 US Airways decided to suspend Charlotte-Honolulu service just four months after it began. "I hoped it was going to work," Pope said. "We had an extra aircraft, a 767 - why not utilize it? Besides, if we're successful, it benefits a lot of people. Heart-wise, I wanted to do it, even though brain-wise, I didn't know. So we gave it a shot. But if something is not working, we are not afraid to make a change."

8. Embrace Technology. Airports have benefited immensely and visibly from technology improvements. Since November 2008, US Airways has scanned bags as they are loaded onto planes and as they come off, so the carrier always knows where the bags are. "Before, we made an educated guess," Pope said. US Airways has also redesigned airport kiosks to have more functions and be easier to use, and it has developed, gate readers enabling a single person to board an entire aircraft. "We used to be a manual airline," Pope said. "Now, we have so many great technologies."

9. Learn From Employees. As West Palm Beach station manager in the 1990s, Pope was intimidated by an older man who was a lead ramp agent. "He thought he knew everything, he was crotchety, and he challenged me every step of the way," she said. "He though females had no right to be in this business, much less young females -- I was 35. We had heated discussions. But many times, he was right. I was inexperienced." Today, she said, the now-retired employee sends a Christmas card each year.

10. Be Approachable. "You have to be someone employees can talk to," Pope said. "That's why (CEO Doug Parker) is successful. If employees can't talk to you, then you don't know what's going on." Parker meets regularly with employees, including half a dozen times a year in Charlotte.