Episode 199 – Corporate Social Responsibility – Interview with Holly Copeland, senior director of CSR at Horizon Therapeutics

I had an engaging and lively conversation with Holly Copeland, senior director of Corporate Social Responsibility at Horizon Therapeutics. Many organizations believe in giving back to the community, but Horizon started their Corporate Social Responsibility program when the company was not yet profitable.  That’s how important they felt it was to thrive within their community ecosystem.  We discussed: Using Corporate Social Responsibility outcomes in conjunction with the goals of the company The creative lens to create a “buffet” of opportunities to get employees involved The correlation between CSR and employee engagement and positive company culture The importance of employees feeling
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Tell Me When I’ve Done a Good Job

Everyone wants to do a good job; furthermore, everyone wants to be told they are doing a good job. Everybody’s different, and people need different types of encouragement and acknowledgment. For some people, a kind word will go a long way and motivate them to keep performing well. For others, salary is an indicator of a job well done. However, even with a salary that acknowledges their good work, if they aren’t getting those verbal kudos from the manager, team leader, or CEO, they can feel disengaged, simply from not having their work appreciated. Now, this does not mean you
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Episode 198 – Do you have rockstars or rocks on your team?

What makes someone Rockstar? What are the qualities of a Rockstar employee?  Rockstars are A players: the people who have the intangibles, those things that you can’t train. They have the passion, energy, drive, initiative, intent, desire to be better and make the company better. It’s what they walk in the door with. To put it simply, they have the “It” factor.   Listen in as Dawn talk about rockstars in the workplace and the first steps you can take to create your rockstar qualities list. Other podcast episodes mentioned:  Are you an A, B, or C player?, Co-Create, How do
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Do you really know what’s going on?

When we talk with CEOs, presidents, and leaders of organizations, they frequently have one thing in common…. they don’t really know what’s going on deeply in their organizations. They may think they do, or they may suspect they do not. The reality is that it’s impossible to be completely plugged in. Your job as a leader of a company or non-profit is to create the vision, design the strategy to get there, and be the outward face of the organization, among other things. If you have your eyes on the landscape and that 50,000-foot view, you cannot also know what’s
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Admit that Stan is not the “Man”

Let’s say you have an amazing employee: they’re passionate about what they do, they work well with the team, and they produce. Naturally, the next step is to promote them to a managerial role. However, a management position requires new skills, and not everyone is suitable for the role.   So now, your previous stellar employee now falls short.   A Gallup poll of more than 1 million employed U.S. workers concluded that the #1 reason people quit their jobs is because of a bad boss or immediate supervisor. Those 75% of workers who voluntarily left their jobs did so because of their
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Episode 197 – Making customer service a more tangible experience – Interview with Steven Van Belleghem

Great customer service is crucial to the sustainability of an organization, profit or nonprofit.  55% of customers would gladly pay extra to guarantee a better service, and the probability of selling to an existing customer is 60-70%, versus the probability of selling to a new customer is 5-20%.  So happy, returning customers are key, and an organization can’t rely on technology alone to serve and service their customers. As such, I had a great conversation with Steven Van Belleghem, author of multiple international best-selling books, including Customers the Day after Tomorrow and The Offer You Can’t Refuse. We discussed: Seeing
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Painting a Clear Picture of What Success Looks Like for Your Company

Dedicated employees want to know how their work fits into the big picture, how their contributions make a difference, and what they need to do to make leadership happy. Employees are hungry for feedback; they want to know where they are doing a good job and where they need to improve. Moreover, they want to know how they are benefiting the company. However, a problem can arise when managers do not accurately represent the CEO’s vision for the company, or if the message gets lost in translation or gets watered down. When this happens, employees lack a clear understanding of
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Episode 196 – Passive Modeling vs Active Modeling

As a leader, if you want to cultivate a positive culture or behavior, you have to embody and show it… because any kind of culture or behavior naturally comes from the top down.  You have to be a model to your employees and colleagues. You have to be able to walk the walk. There are two ways to embody your workplace culture or behavior: Passive Modeling and Active Modeling. Passive Modeling is when you’re setting yourself as an example; this can be conscious and unconscious. On the other hand, Active Modeling is when you engage people and actively guide them to
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Do You Have a Rotten Apple in Your Organization?

Toxic employees in the workplace can have drastic effects causing expensive losses within companies. However, it can be difficult to identify an office bully. They can intimidate fellow employees that keep them from speaking with management, and at times, they will even bully and intimidate company management inhibiting their ability to address the negative side-effects this Rotten Apple is causing within a company. A company bully can present itself in many ways: The person who quietly undermines every decision, relationship, and process that isn’t theirs The Conversation Dominator in your meetings who interrupts others, makes snide remarks during discussions, or
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Episode 195 – Right person, wrong seat

Our focus at The Shuler Group is helping organizations achieve and sustain forward motion through people, processes, and performance. As for the people part, it’s all about ensuring that an organization has the right people for the right seat. You’ve probably heard me define it before; the right people are those whose goals, purpose, and values align with the organizations. The right seat is when someone is operating in his/her zone of genius.  Ideally, we work towards having the right people in the right seats. We generally recommend organizations focus on getting the right person first. Because if a person
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