EMPLOYEE PERFORMANCE PRINCIPLE

Jack Mackey
Principle #1 is that behavior that gets rewarded gets repeated. We want employee to want ti
improve and raise the bar on customer service.
Principle #2 is that training and motivating employees are keys to raising the bar on customer
service. It causes the customer to have a better experiences, become more loyal and make
employee feel like they’re valued. These things reduce employee turnover.
Employee must feel the training makes sense [head], it engages them because they feel it’s right
thing to do [heart], and it gives them the skills, abilities, and words to do it [hands]. It is also
important to use measureable evaluations.

FOUR TYPES OF QUESTION TO HELP DELIVER RESULTS THE FIRST TIME

Andy Bounds
1. Ask “Future-based questions”. Future-based question clarify the result a person want to
achieve.
2. Did deeper with a “second question”. To shift present wants to future needs, use such
questioning words and phrase as, “Who?” “What?” “Where?” “When?” “Why?” “Go on”
and “Tell me more”.
3. Ask “Anything else?” to further-clarify needs.
4. “What’s your #1 priority here?”. After focusing the person on needs and getting more
details, always ask this final most important question.

OVERCOMEING A LACK OF TRUST IN THE CHANGE PROCESS

Dr. Kimberly Alyn
Tactic #1 is to be honest. Tell the truth about why change is needed.
Tactic #2 is to be transparent about change. When information can’t be shared, explain why.
Don’t be afraid to share bad news, or try to hide it.
Tactic #3 is to be dependable. Follow through on the what, when and how of your commitments.
Trust tactic #4 is to be confidential. Don’t betray confidences.
Trust tactic #5 is to be loyal to organizational and personal values.
Tactic #6 is to be accountable for decisions you make.
Trust Tactic #7 is to be humble. It is a sign of strength (not weakness) when a leader will admit
mistakes and apologize.
SIX STEPS TO EFFECTIVE MENTORING
Dr. Terry Paulson
Step #1 is to remember that mentoring relationships are joint ventures.
Step #2 is to clearly establish expectations, boundaries and goals early in the mentoring
relationship.
Step #3 suggests that mentors should talk about successes and their failures. The mentor’s
purpose is not to impress their protégé.
Step #4 encourages mentors to look for “teachable moments” when protégé can be referred to
others to expand their network.
Step #5 is to give positive reinforcement.
Step #6 is to foster independence. Don’t just give answers and advice. Teach mentees to bring in
problems and proposed solution in advance.

SIX STRATEGIC NEGOTIATION TACTICS

Roger Dawson
Tactic #1 is to never say “yes” to the first offer, no matter how good it looks.
Tactic #2 is to flinch (e ngại), to visually convey “shock and surprise” when the other party asks
for a concession.
Tactic #3 is don’t argue early in the negotiation to prevent defensiveness.
Tactic #4 is to be reluctant (miễn cưỡng) seller. This “squeezes” the negotiation range from the
“wish price” closer to the “walk-away price”.
Tactic #5 is to be reluctant buyer. Initially reject and then said, “Wait, I want to be fair to you…
what is the very best… you would give?”
Tactic #6 is the Vise (kẹp ê-tô) Technique. Upon careful consideration, respond, “You’ll have to
do better than this” and patiently remain silent.
SIX KEYS TO BUILD AN EFFECTIVE TEAM
Mark Sanborn
Key #1 is to locate or identify the team members.
Key #2 is to educate them on the team blueprint you have created.
Key #3 is to communicate with team members. Freely share: ideas, news, performance-related
feedback and “crystal clear” problems and opportunities.
Key #4 is to cooperate. “This mean that people see the connection between individual
performance and team performance”.
Key #5 is to motivate team members with tangible incentives and by recognizing their
contributions.
Key #6 is to celebrate with team members. It is the team leader’s responsibility to always
celebrate team success.

HOW TO INPSIRE INNOVATION

Ron Crossland
𝑆𝑡𝑖𝑚𝑢𝑙𝑢𝑠 𝑥 𝑃𝑟𝑜𝑡𝑜𝑡𝑦𝑝𝑖𝑛𝑔 𝑥 𝑆𝑒𝑙𝑓 𝑐𝑜𝑛𝑓𝑖𝑑𝑒𝑛𝑐𝑒
𝑰𝒏𝒏𝒐𝒗𝒂𝒕𝒊𝒐𝒏 =
𝐴𝑟𝑏𝑖𝑡𝑟𝑎𝑟𝑦 𝑟𝑢𝑙𝑒𝑠
Stimulus encourages people to view or do things in new ways
Prototyping translates ideas into solutions to a problem.
Three Rules of Prototyping include:
Rule #1: Always ask, “Who benefits?”
Rule #2: Fail early and fail often
Rule #3: Use “Show & Ask”. Teams will questions and solicit feedback throughout the creative
process

HOW TO CREATE CONSENSUS

Andy Bounds
1. People will only willingly do what you want if it’s in their self-interest to do so.
2. The first job in creating consensus is to stress to the other person how they benefit.
Accentuate the positive and eliminate the negative.
3. To play the “I Don’t Care” game, repeatedly use the phrases: “I don’t care” and, “Well,
that’s a good thing for you because…” as you prepare.
 4. Proactively raise “Yeah but” concerns by saying, “If I was you, I might be thinking…”
and then turn it into a positive.
5. To create consensus and convince people by what you say, the first and most important
person for you to convince is yourself.

THE LEADER MINDSET

Dr Nido Qubein
Leadership positioning is creating a clear picture in the minds of key people and groups of what
you can do for them. Five ways are:
Self-esteem. How do I feel about me?
Appearance. When people look at me, what do they see?
Words. Why should this person listen to me now?
Focus on value.
Attitude. Am I decidedly better today than I was yesterday?
What differentiated an ordinary leader from an extraordinary leader in their mindset based on
what drives them every day and what they believe.

DEVELOP EFFECTIVE AND DEVOTED EMPLOYEES

THREE EMPLOYEE DEVOTION STRATEGIES
Simon Bailey
Strategy #1 is to infuse employees with your Brand Story. It begin with on-boarding and created
engagement, retention and a clear understanding of roles.
Strategy #2 is to connect the knowledge, skills and abilities needed to stay engaged. Great
companies that maintain high levels of retention establish a learning development plan for
employees.
Strategy #3 is to unleash employees to be brand representatives for your company, where they
identify with brand story so personally that they think and say to themselves, “I’m the brand.”
Remember, “What gets recognized gets repeated.”
FIVE KEYS TO THE PROCESS OF REMARKABLE WORKPLACE PERFORMANCE
Mark Sanborn
1st key is preparation. Regardless of times and circumstances, our preparation is completely and
always under our control.
2nd key is practice. This can be practice in play or practice outside of play.
3rd key is performance. Remarkable performances can change behavior, make people laugh,
make people think, and they can make people feel good.
4th key is polish (or ability to keep getting better)
5th key is to deal with pitfalls: ones we can avoid (most of pitfalls are self-inflicted), ones we
can’t avoid, but we can prepare for through advance planning, and ones that surprise us that are
outside of our control.

THE FIVE MENTORING KEYS

Dr. Kimberly Alyn
Mentoring Key #1 Focus on value both company and personal.
Mentoring Key #2 is to take responsibility for mistake and for understanding how action
impact other people.
Mentoring Key #3 is role play exercises. Use role play to discuss, practice and refine employee
actions in such areas as ethical dilemmas or conflict resolution.
Mentoring Key #4 is to develop a career plan.
Mentoring Key #5 is where mentors and mentees to share experiences, including successes,
failures, good things and bad things.

FOUR THINGS THAT ERODE STRATEGIC THINKING AND MEMMORIES OF THE

FUTURE
Ron Crossland
#1 is over-optimism. Expecting past success to continue, we fail to listen and think our way is
the only way to do things.
#2 is under-optimism. Our entire focus is on how to avoid loss or making mistakes. When we do
this, we don’t think big enough.
#3 is confirmation bias. We become so certain of our beliefs or decisions that we fail to consider
different point of view.
#4 is following the herd. Reasons for this include laziness, or lack of confidence or time.

FIVE STEPS OF MAKING HUMOR WORK IN BUSINESS

Dr. Terry Paulson
Step #1 is to take your job seriously, but take yourself lightly.
Step #2 is that should be timely, tactful and appropriate.
Step #3 is to understand how humor works in communication. It need to grab a listener’s
attention, bring people joy and fosters creativity.
Step #4 of is to break distress cycles. In the midst of difficult times, humor can break stress and
help people to feel better.
Step #5 is to use it to build positive relationships. Laughing with people can build rapport and
teamwork.
FIVE STARTEGIES FOR ADDRESSING CUSTOMER PROBLEMS
Jack Mackey
Strategy #1 is to train employee how to address predictable problems in the best possible ways.
Strategy #2 is to empower employees to do whatever it takes to solve the customer’s problems.
Strategy #3 is ask customer for a fair solution (“I want to do whatever it takes to make this right.
What do you think is a fair solution?”).
Strategy #4 in cases where customer may be “mistaken about the facts.” Use, “You may be
right. Let’s have a look,” and then investigate the facts.
Strategy #5 is to use the “Feel, Felt, Found Technique” for unhappy customers who have
impossible-to-change complaints.

10 WAYS TO INCREASE MORALE AND MOTIVATION

Mark Sanborn
#1 is to personalize the motivation to the individual.
#2 is to define outcomes. What, why, how, how well, and by when.
#3 is to clarify expectations. Minimum, Desired, Potential.
#4 is to explain the reason why or the “Motivation Why”
#5 is to create a motivational environment. Trust, Enjoyment, Pride.
#6 is to use reward and recognition.
#7 is to remove barriers. “What keeps you from doing better work?”
#8 is to model the behavior you expect.
#9 is to mentor.
#10 is to be motivated yourself.

HOW TO MANAGE PERSONALITY STYLES

Dr. Kimberly Alyn
Analyticals: Don’t pressure for decisions, have the correct facts, speak softly, and calmly, be
patient, be in ask mode.
Drivers: Get to the point, they don’t need all the facts, be in task mode, give them responsibility,
give them freedom and don’t micromanage.
Amiables: Be gentle, don’t stress them, show consideration, encourage risk taking, but
understand they avoid conflict.
Expressives: Have a sense of humor, need to have fun, need relationship time, but also need to
have their facts checked.

SEVEN STEPS TO BEING AN EFFECTIVE PROBLEM SOLVER

Dr. Nido Qubein
Step #1 is to identify the problem. Compare where you are now to where [the way] you want to
be [the standard].
Step #2 is to analyze the problem.
Step #3 is to describe the problem (12 words or less).
Step #4 is to look for root causes of the problem. Ask such questions as: Can we solve this
problem in a way it will never occur again?
Step #5 is to develop alternate solutions.
Step #6 is to implement a decision. Implementation also includes a plan and commitment to keep
chosen course on track.
Step#7 is to measure the results. Did it work? Was it a good solution?
COMMUNICATING WITH IMPACT
Andy Bounds
1. What listeners find interesting is stories that are: Related; Interesting: Engaging; Make a
key point; & Help people see things from your point of view.
2. What people find interesting is interactivity.
3. What people find interesting is short messages.
4. What people find interesting is relevant messages.
5. The rule of using stories is to make sure they make a point and are relevant to the listener.

FIVE STRATEGIES FOR MANAGING STRATEGIC CHANGE

Dr. Terry Paulson
Strategy #1 is to manage leadership tensions.
Strategy #2 is to avoid organization auto pilot. “Strategic change required us to make sure that
we pick the change that are worth making and then change the habits and processes that allow us
to be effective.”
Strategy #3 is to remember that change is never done.
Strategy #4 is to have a flexible, but focused vision. A leader’s responsibility is to keep the
vision fresh, compelling and active.
Strategy #5 is to practice strategic lifelong learning.

SIX MOST VALUABLE & PROFITABLE ACTIVITIES (MVP)

Mark Sanborn
#1 Allocate 15 minutes every day to think
#2 Reflect when we ask, “What happened and what did it mean?”
#3 Learn, which fuel great leadership.
#4 Relate. This moves workplace relationships from transaction to a stronger level.
#5 Develop yourself & team members through mentoring, coaching, counseling.
#6 Execute, “A leader’s success is not predicated on what they want to do, it is based on what
gets done”
FIVE STEPS OF CREATING A PASSIONATELY ENGAGED TEAM
Jack Mackey
Step#1 is to huddle with your team on a regular basis to share information.
Step#2 is to communicate high standards and expectations.
Step #3 is to give people more responsibility. The 3 rules for entrusting responsibility; 1. The
leader is still responsible; 2. Set clear performance expectations; 3. Schedule regular updates on
progress & performance.
Step #4 is to remember that your attitude toward employees will determine their attitude toward
you.
Step#5 is to be an effective role model. Take care of yourselves through physical & mental
exercise.