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Editor: Dr. Wolf J. Rinke **** Feel free to forward this eNewsletter to others. **** IN THIS ISSUE 1. NEWS YOU CAN USE 2. THE 7 PRACTICES OF HIGHLY EFFECTIVE MANAGERS 3. HOW TO GET YOUR PROBLEMS SOLVED 4. WINNING ACTION STEPS 5. FREE STUFF AND SPECIAL OF THE MONTH 6. HUMOR BREAK 7. CONTACT AND SUBSCRIPTION INFORMATION ======================================================== REALITY CHECK "The best way to inspire people to superior performance is to convince them by everything you do and by your everyday attitude that you are whole-heartedly supporting them." -Harold Geneen, Former CEO, IT&T ======================================================== 1. NEWS YOU CAN USE ======================================================== TRUST IS IN THE CAN "Dumbsizing," merger mania and the accelerated rate of change has been reducing trust in the U.S. workplace at an alarming rate. According to a major study of 1,800 employees by Aon's Loyalty Institute of Ann Arbor, MI, "13% of US workers distrust their employees on the most basic level - they don't feel free from fear, intimidation or harassment at work." In a similar study of more than 7,500 employees Watson Wyatt Worldwide of Bethesda, MD found that "only half trusted senior managers." Here is the so-what: According to Watson Wyatt "...companies where employees trusted top executives posted shareholder returns 42 percentage points higher than companies where distrust was the rule. SOLUTION: 1. Trust all people all of the time until they prove you wrong. (Trust begets trust.) 2. Practice the basics: tell the truth, respect others, admit mistakes, keep secrets, involve others in decision making, give your power away, share information, give constructive feedback, say good things about others or nothing at all, avoid gossiping and back stabbing. 3. religiously adhere to "The 7 Practices of Highly Effective Managers" (see below). Source: Wall Street Journal, 6/21/2000 p. B1.
WHAT IS YOUR ORGANIZATION'S COMPETITIVE SHAPE? Professor Larreche at INSEAD annually asks employees of the 500 largest companies in Europe and North America to rate their companies on 150 performance indicators. Those finding are then used to rate each company on 12 critical performance indicators: 1. Mission and vision 2. Culture 3. Planning and Intelligence 4. Technical resources 5. Marketing operations 6. Internal strategy 7. Performance 8. Market strategy 9. Innovation 10. Human resources 11. Organizations and systems. 12. Customer orientation. SOLUTION: Ask your employees to annually rate how well you execute these critical performance indicators on a scale of 1-10. Chart the data and your progress to help you become competitively fit. Source: Harvard Bus. Rev. Jul/Aug 2000, p.24. THAT IS OBSCENE The ratio of the average salary of a Japanese CEO to that of a Japanese blue-collar worker is 11:1, compared to the US where it is 475:1. Those same US executives complain about the lack of employee commitment, low levels of morale and productivity. SOLUTION: Tie rewards to performance. (Also see next item.) Source: AFL-CIO DOES MOTIVATION PAY? Motivation and paying more than the competition pays off! Anderson Consulting reported "an increase of as much as $13 million in return on sales for a business with $1 billion in annual revenue." SOLUTION: Pay employees more than the competition and publicly celebrate employee successes more often than you think is wise. Source: Wall Street Journal, 5/30/2000, p. 1. ======================================================= 2. THE 7 PRACTICES OF HIGHLY EFFECTIVE MANAGERS by Wolf J. Rinke, PhD, CSP ======================================================= According to extensive research conducted by management professor Jeffrey Pfeffer, author of The Human Equation: Building Profits by Putting People First, companies that manage people right, outperform those who do not, by a whopping 30% to 40%. Here is how you can achieve the same results: 1. PROVIDE EMPLOYMENT SECURITY The ÒdumbsizingÓ trend in the US has resulted in lowering of trust and the increase of fear. ItÕs unreasonable to expect employees to sustain high productivity if they do not trust management, or when they have been asked to work themselves out of a job. Worse most companies buy high and sell low. They lay off during times when demand for their products is low. This is usually the time when employees are plentiful i.e. less expensive. Then they go on a hiring spree when demand is high, i.e. when employees are scarce and more expensive. Since on average it costs between one to one and a half years salary to replace a typical employee it becomes rather obvious that you want to use down times to train your most valuable employees, not lay them off, so that when demand increases, as it usually does, your company will be ready to take advantage of it. 2. RECRUIT THE ÒRIGHTÓ PEOPLE The Òcultural fit and value congruenceÓ between a prospective employee and the organization are excellent predictors of future turnover and job performance. You can stack the deck in your favor if you: - Become the employer of choice so that you have numerous applicants for each opening. - Screen first and foremost for cultural fit and attitude—not for readily learned skills. - Identify and screen only for the most critical skills and attributes. - Utilize a selection process that builds commitment and shows the importance of the hiring process, i.e. use multiple raters, multiple interviews and involve senior managers. - Evaluate the recruiting process against specific outcomes and adjust accordingly. 3. UTILIZE SELF-MANAGED TEAMS AND DECENTRALIZATION AS THE BASIC ELEMENTS OF ORGANIZATIONAL DESIGN. The goal is to implement systems that manage by desire (commitment) not fear (management control). This type of organizational design substitutes peer control for management control which enhances employee creativity, decreases layers of hierarchy, and reduces high cost "people watcher" positions. 4. MAKE HIGH COMPENSATION CONTINGENT ON PERFORMANCE. Pay slightly more than your competition. Make additional compensation contingent on individual and team performance. Such compensation can be in the form of gain sharing, stock ownership, profit sharing, or pay for skill incentives. 5. PROVIDE EXTENSIVE TRAINING Shifting from a control management system to commitment requires a highly trained and motivated work force. Training must enable employees to identify and solve problems, communicate effectively, assume full responsibility for quality and initiate changes in work methods. 6. REDUCE STATUS DIFFERENCES To maximize creativity and potential requires that everyone feels valuable and valued. To accomplish this, status distinctions and barriers across levels should be reduced by minimizing differences in language, labels, physical space, dress, privileges, and even compensation. 7. SHARE INFORMATION LIBERALLY Achieving high performance requires that management share financial, strategic and performance information throughout the organization, and that employees have been trained so that they can interpret and use such information. This Òopen-book managementÓ system Òtells people more than they want to know.Ó -------------------------------------------------------- *** NEW ** NEW ** WEB BASED TRAINING ** NEW ** NEW *** Now you and your employees can receive training the convenient and inexpensive way by enrolling on-line in a wide variety of courses. From management development to sexual harassment. All training can be tracked. Try it out for FREE today! You won't believe how easy and effective it is. Simply click on http://www.WolfRinke.com/mgttraining.html
DO YOU HAVE A QUESTION, SUGGESTION OR A MANAGEMENT SUCCESS STORY? We are getting some great success stories from our subscribers, and would like to hear yours. Every story we use receives a FREE gift. Mailto:WolfRinke@aol.com. ======================================================= 3. HOW TO GET YOUR PROBLEMS SOLVED ======================================================= High employee turnover? **** Low customer satisfaction? Unproductive employees? ** Low morale? ** Lack of trust? **** Resistance to change **** Poor communication? **** Our high impact consulting services and customized management and personal development training will solve these and other "people" problems! Call us at 800-828-9653 or mailto:WolfRinke@aol.com to ********* Tired of the same boring meetings? ********* Would you like your next meeting, retreat or conference to be a "howling success"? Contact us. Dr. Rinke is a highly effective motivational and management keynote speaker and seminar leader who delivers customized presentations that combine story telling, humor and motivation with specific "how to" action strategies that participants can apply immediately to improve the quality of their personal and professional lives. Call him at 800-828-9653 or mailto:WolfRinke@aol.com ======================================================== 4. WINNING ACTION STEPS ======================================================== INSTITUTE A NO MEETINGS DAY Declare Friday, or any other day of the week, as a "meeting- free" day. Advise everyone that no meetings of any kind may be conducted during this day for the rest of the year. Watch your productivity and innovation soar while levels of stress go down. Reevaluate at the end of the year. If it provides you with positive results make the "meeting-free" policy permanent. PROMOTE FROM WITHIN Ask employees what their career aspirations are during their annual performance review. Then provide them with challenging assignments that allow them to achieve their aspirations in your company instead of having to go to the competition. IF IN DOUBT USE A SOFT TOUCH Get in the habit of practicing the following: - Get out of the office and take a personal interest in your employees - Do what ever you can when employees have a personal emergency - Provide family-friendly benefits ======================================================== 5. FREE STUFF AND SPECIAL OF THE MONTH ======================================================== ### SPECIAL OF THE MONTH ### ONLY FOR SUBSCRIBERS ### Hardcover BOOK: Winning Management: 6 Fail-Safe Strategies for Building High-Performance Organizations, by W. J. Rinke. Price: $24.95. ONLY $20.00. Plus FREE shipping (US only) $$$$$$$$$$$$$$$$$$$$ SAVE $9.45!!! $$$$$$$$$$$$$$$$$$$$$$ ###### You must mention this offer when you order!! ###### ***** 100% UNCONDITIONAL MONEY BACK GUARANTEE. ***** Order NOW! Offer expires 9/15/2000. Call 800-828-9653 or http://www.WolfRinke.com/WMprod.html
For FREE articles, inspirational messages and other money saving offers on books, audio and video tapes that will help you and your company succeed FASTER visit our website: http://www.WolfRinke.com ======================================================== 6. HUMOR BREAK ======================================================== WHY YOU SHOULD LISTEN TWICE AS MUCH AS YOU TALK... A cowboy went to church on Sunday. When he entered, he saw that he and the preacher were the only ones present. The preacher asked the cowboy if he wanted him to go ahead and preach. The cowboy said, "I'm not too smart, but if I were to feed my cattle and only one showed up, I'd feed him." So the minister began his sermon. A half an hour passed, then one, and then two hours. The preacher finally finished and came down to ask the cowboy how he liked the sermon. The cowboy answered slowly, "Well, I'm not very smart, but if I went to feed my cattle and only one showed up, I sure wouldn't feed him all the hay." ======================================================== 7. CONTACT AND SUBSCRIPTION INFORMATION ======================================================== Dr. Wolf J. Rinke, CSP President Wolf Rinke Associates, Inc. P.O. Box 350 Clarksville, MD 21029-0350 USA (410) 531-9280, Fax (410) 531-9282 For orders in the US (800) 828-WOLF (9653) Email: Mailto:WolfRinke@aol.com Website: http://www.WolfRinke.com
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