VP Operations – Automotive Organization
“I’ve been to a lot of motivational training – Lou Holtz, Disney, Goodyear Get the Most Out of People. I’ve never been through a training that’s been so in-depth to pull out the best of you. Our facilitator was an outstanding motivator, trainer, mentor. He knows how to get the most out of a class.
Leader – Healthcare Organization
“I am a manager trying to reorganize my department. The staff was anxious about the transition. Sharing my assessment results with them and opening discussing it as a group and individually resulted in a strong sense of team trust and a better sense of myself as a leader.”
Chief Marketing Officer – Automotive Retail Organization
“As executives, we get pretty busy and forget the basics. It’s like blocking and tackling – stuff we know but don’t focus on. This has been a great reminder of how you manage people and build teams. I’m not perfect in any of those areas. I do need to take the time and speak to my associates, to go back to basics. The Abrashoff stories are great reminders.
In the group right now, we’re people at a leadership level, all very busy doing our thing. Here, we just told stories about our life. It seemed kind of odd, but to take the time to hear someone’s history, you get a human connection. Those stories brought the team closer together. It creates a bond. You might give someone some slack because you have a greater understanding of them as a person. It makes people work better as a team than when you’re in a less personal environment. When I interact with the people in that room or in the program, I understand them. It’s a more personal relationship than it was before. You notice people stopping by people’s offices more and having conversations — different conversations. They’re more personal.
You see more partnership – you start to feel it. People are more partnering – this is what I do, that’s what you do. There’s more understanding, discussion, open-mindedness. It makes people more productive. People are more willing to help somebody or work with somebody that they know better versus lob an email or point blame.
I’m doing the assignments – talking to associates in a different way. I picked one person who was a harder shell for me to crack. At the end, she felt very good that someone was interested in who she was and what her motivations were instead of from a work standpoint. She said we should do this more often. I have noticed that when I deal with her, she’s more upbeat in the emails she writes and in conversations on the phone. It’s more upbeat and positive, not just all business in dealing with what we do. There’s a bounce in people’s step, people feel they’re here for a greater purpose.
There’s a lot of curiosity from people who aren’t in the program. I’ve had longer and shorter conversations about how it’s structured and tied back to the book. A lot of people have seen Mike speak so they understand who he is. It’s very open and not secretive. Top line, it’s about leadership and getting back to the basics on motivating and leading people effectively. There are tactics and things we can do to look out for people’s future and protecting people as our assets before they leave. Recruiting them every day. This program takes you back so they do those things properly.”
VP Operations, Automotive Organization
You have to exercise what you learn, and for me that was the Stay Interviews. We were assigned to do 2. I liked them so much I did all 15. I can see how it will improve my retention rate. People don’t work for companies, people work for people. Get to know your people on a more intimate level — like you really do care rather than doing a review once a year with their 2.3% increase and away you go. That retention – building a career path and being able to build your company from within – starts with what Captain Mike talks about: Understand your people’s hidden talents, interview them while they’re here, talk about their future, create a career path. You can build a much stronger, deeper team by engaging your people to be part of the solution rather than part of the problem.
I also learned that just because you’re a leader doesn’t mean you have the best ideas. Using a different approach and you can come to a better solution. I’m taking Brainwriting to my team. I’ve never seen so many ideas generated in such a little amount of time. Sometimes it is thinking out of the box, being a little bit of a renegade. You can stay within the bumpers even if you weave back and forth. But if your people come up with a better plan, use it and share it.
As far as the class overall, the content is brilliant. The company sees that we need to develop our people within each position to be better. They’re putting in the effort. Go in with an open mind and say, I’m here to make a difference, my supervisory skills are high enough to have gotten me my position, how can I take them to the next level? Put something into it and you’ll absolutely get something out of it.”
General Manager – Restaurant & Food Service Organization
“The leaderSHIP Journey has taught us how to work more collaboratively with colleagues from across the organization and how to bring out the best in each individual. As a team, we have been able to analyze the root cause of issues and take action collectively. The result of this group effort has been a well planned and executed project with good outcomes.”
Store Manager – Retail Organization
“Big aha here for a very resistive leader. I came up after and shook the facilitator’s hand. In three years, I never thanked anyone for any other training.”
District Manager – Retail Organization
“Impactful—We really enjoyed it. Brought is to the here and now. Engaged from the moment we started our Journey until the end.”