The following activity not only brings this truth to light, it leads to discussion around writing an organizational message that everyone can buy into and easily articulate.

What We Do Training Activity

Start by saying that successful organizations typically have one thing in common: they are clear about what they do and they are able to present what they do in a way that is both consistent and compelling.  (Conversely, organizations that try to be all things to all people can struggle with brand recognition.)  Ask the group to name organizations they think are good at communicating what they do.  What makes them stand out?

Explain that the activity the group is about to do will help them pinpoint what’s important about their organization and agree upon how they’ll talk about their organization going forward.

Divide the training group into small groups of 3-4 people.  Have each small group come up with an answer for the following questions:

1.   What business are we in?
2.   Who do we serve?
3.   Why do we exist?
4.   What do we create and/or what value does our organization bring?

Then ask each small group to craft a “what we do” statement they feel represents these ideas. (Remind them that the best statements are both concise and compelling.)

Bring the groups back together and have a representative from each group share their group’s “what we do” statement.  Capture them all on a flipchart or whiteboard.

Discuss the merits of each; perhaps you can mix and match parts of each to make a better statement.  See if you can come to consensus on one statement. For fun, ask everyone to turn to the person next to them and practice saying the statement out lout so that it feels natural and conversational.

Excerpted from the Leader’s Guide for The Clarity Imperative.

Training Resource: In The Clarity Imperative, host John Jenson uses a variety of inspirational stories to introduce viewers to the importance of “consistent messaging”. This program provides a simple but powerful methodology for getting people “on the same page” so that clarity and cohesiveness can emerge.

by Tom Terez

It’s not always easy being nice. There are deadlines to meet, conflicts to settle, resources to share, promotions to snag — all of which can pit people against each other. What to do? Here are 20 practical ideas. If you believe that workplaces work better when people get along, scan this list and start living it.

1. Say what you mean, and mean what you say. There’s no substitute for authentic communication.

2. Be less inclined to give advice — and more inclined to seek it.

3. Resist the urge to jump to conclusions about people and their motives. Go to the source, get the facts, and then decide.

4. Identify the biggest redeeming quality of that person who’s always driving you crazy. Keep it in mind the next time the two of you interact.

5. When greeting a colleague, skip the mindless how-ya-doin’. Ask a question that shows genuine interest.

6. Go out of your way to say thank you. Sincere appreciation is powerful stuff — it’s feedback, recognition, and respect all wrapped in one.

7. If you’re overdue in showing gratitude, make up for lost time. Contact everyone who’s owed thanks from you, and let them know how much you appreciate their help.

8. When credit and compliments come your way, spread them around to all who helped. And if you think you’re solely responsible for that honored achievement, think again.

9. Promise only what you can deliver. If what you deliver falls short, explain why.

10. When things go wrong, resist the urge to assign blame. It’s the system that usually fails, so fix the system, not the people.

11. Widen your social circle. If you always go to lunch with the same group, invite someone new.

12. Give a gift for no reason. If you work with nature lovers, order some plants or flowers. If the group has a chronic sweet tooth, get a few candy dishes and keep them full.

13. When a rumor reaches your ear, let it go out the other.

14. Step down from the treadmill of daily tasks and have an inefficient chat with a colleague. If it’s someone you rarely engage in conversation, all the better.

15. Show interest in someone else’s interests. Okay, maybe you’re not dying to hear about Pat’s passion for stamp collecting, but Pat will be thrilled you asked.

16. When you take a stand and later realize it’s the wrong stand, be honest enough to say so.

17. Involve more people in weighing options and making decisions. There’s incredible brainpower all around you, so why not put it to work?

18. If you tend to send e-mails to colleagues who are an easy walk away, give the computer a rest. Get up, walk over, and have a no-tech conversation.

19. Try going a whole day without making judgments about people. Good luck — it’s tough!

20. Don’t wait for kindness to come your way. Gandhi had it right: We must be the change we wish to see in the world.

ABOUT THE AUTHOR
Tom Terez is a speaker, workshop leader, and author of 22 Keys to Creating a Meaningful Workplace. His Web site, http://betterworkplacenow.com/, is filled with tools for building a great work environment. Write to Tom@BetterWorkplaceNow.com or call 614-571-9529.

Copyright © 2002 by Tom Terez Workplace Solutions Inc.

Training Resource:  Start Right, Stay Right: Orientation Basics walks new hires through a set of 24 behaviors – including including Show Appreciation, Give and Earn Respect, Be Considerate, and Contribute to Others’ Success – that are guaranteed to lead to success on the job.

There is an easier way and a harder way to get results as a leader. The easy way is where you have a team of people around you who want to help you achieve results, even in difficult circumstances. The hard way is to push and demand results from your team. Because they don’t want to see you succeed, they find a way of only doing the bare minimum to get you off their back.

So what makes employees want to help their boss succeed? Part of the answer lies in whether the boss treats them like people or like objects.

Thanks to the recommendation of a client of mine,  I read two excellent books from the Arbinger Institute: Leadership and Self-Deception and The Anatomy of Peace. The central theme in both books is whether you see others around you as people or as objects and how that view of others distorts reality.

This concept really hit home for me personally as I sense that at times I can view my wife, children, friends and even clients as objects instead of people. I can be less sensitive and intuitive than I should be.

When we see others as objects, we dehumanize them. This often makes us feel superior in our own beliefs and behavior and become judgmental about the motives of others.

For example when you are driving and another driver cuts you off, you might think to yourself, “What a jerk!” In fact the other person might be perfectly nice 95% of the time and did something jerk-like 5% of the time. You might also occasionally do something inconsiderate towards someone and not really be a jerk.

In reality television the producer and editor can make someone look either intelligent or buffoon-like depending on which clips and sound bites they show and which clips they leave unseen and unheard. Think about having yourself video recorded 24/7 and how you could be made to look either brilliant or stupid depending on which clips others saw.

As a leader, when you see your employees as human beings, you can appreciate that they have strengths and weaknesses just like you. How you treat them will make a big difference in your success as a leader.

Reflection Questions

Do the people around you want to see you succeed or do they actively or passively resist your goals and ambitions? How could being more personable build stronger business and personal relationships?

Action Items

• · Reflect on your view of others. Chances are that you unconditionally accept some people while being more judgmental towards others.
• · Replace judgement with curiosity to discover more about your team.
• · Take time to get to know people and build relationships.
• · Become the type of leader who earns loyalty and respect instead of demanding it.

About the author: Unique Training & Development specializes in helping its clients generate better operating results by training front line supervisors and team leaders and their managers in how to lead change and engage employees. Greg Schinkel is the author of three books: Employees Not Doing What You Expect, What Great Supervisors Know and Awakening the Workplace. http://UniqueDevelopment.com

Training Resource: Leadership and Self-Deception  Based on the best-selling book, this video and its accompanying materials explore our human tendency to look elsewhere for the cause of our problems when we should really be looking within. Also, view this success story about the Leadership and Self-Deception video and workshop.

I took part in a training exercise where half the class pretended to be ‘employers’. The other half of the class pretended to be ‘potential employees.’ We (the ‘employers’) had to find a way to attract the ‘employees’ to come and work for us.

Sounds simple? Well I thought so. I was an employer offering flexible working hours, a great salary and career development. Yet my new recruits were undecided. But then I spoke about our corporate social responsibility program and they were suddenly a whole lot more enthusiastic. I signed them up.

Okay, so it was only a game. But it is a great example of how corporate social responsibility (CSR) can make all the difference to your competitive position. Initiatives such as pro bono work, philanthropy, support for community-building initiatives and environmental awareness can add significant value to your company, and if the program is well-designed, the benefits far outweigh the costs.

An easy way for your company to build its brand, reputation and public profile

Being socially responsible creates goodwill and a positive image for your brand. Trust and a good reputation are some of your company’s most valuable assets. In fact, without these, you wouldn’t even have a business. You can nurture these important assets by being socially responsible.

It is crucial, however, that you devise the right socially responsible program for your business. When used properly, it will open up a myriad of new relationships and opportunities. Not only will your success grow, but so will your company’s culture. It will become a culture which you, your staff and the wider community genuinely believe in.

Corporate Social Responsibility attracts and retains staff

Did you know that socially responsible companies report increased employee commitment, performance and job satisfaction?

Yes, it is in us all to want to do ‘good’ (and perhaps be recognised for it). Our lives become meaningful when we realise our work has made a positive difference in some way. It makes all our striving worth it. In fact, a 2003 Stanford University study found MBA graduates would sacrifice an average $13700 cut in their salary to work for a socially responsible company.

By attracting, retaining and engaging staff, ‘doing good’ for others reduces your recruitment costs and improves work productivity. It’s just plain good all ‘round!

Customers are attracted to socially responsible companies

Branding your business as ‘socially responsible’ differentiates you from your competitors. The Body Shop and Westpac are companies who have used this to their advantage. Developing innovative products that are environmentally or socially responsible adds value and gives people a good reason to buy from you.

Corporate Social Responsibility attracts investors

Investors and financiers are attracted to companies who are socially responsible. These decision-makers know this reflects good management and a positive reputation. Don’t underestimate this influence; it can be just as important as your company’s financial performance. In fact, it may be the deciding factor in choosing to support your company.

Corporate Social Responsibility encourages professional (and personal) growth

Your staff can develop their leadership and project management skills through a well-designed corporate social responsibility program. This may be as simple as team-building exercises or encouraging your employees to form relationships with people they would not normally meet (like disadvantaged groups).

Corporate Social Responsibility helps to cut your business costs

Environmental initiatives such as recycling and conserving energy increase in-house efficiency and cut costs. Introducing a corporate social responsibility program gives you a good reason to examine and improve on your spending!

Two important tips for you

Before you rush into your own corporate social responsibility program, remember:

* You must implement your program strategically. Just giving a donation is not enough. The best corporate social responsibility programs are based on a two-way relationship with you and each of the organisations you are involved with. This allows both parties to be challenged and grow together.

* Your corporate social responsibility commitments should be in line with the values of your company, customers and staff. Most importantly, they must be based on a genuine concern for people and the community. You do not want the program to backfire, making you seem hypocritical. A poor strategy will cause people to become cynical and distrustful of your company.

But all in all, corporate social responsibility makes financial sense, adds meaning to your work and makes everyone feel good!

So what should you do next?

It is a highly competitive world out there. If you want people to buy from you, work for you and invest in you, look seriously at corporate social responsibility.

Dianne Taylor – About the Author:

To find out how your company can grow from a corporate social responsibility program, contact Dianne Taylor at Sirius Business on dtaylor@siriusbusiness.com.au. Dianne is currently offering free advice on how to implement an effective corporate social responsibility program. This advice includes a list of 10 Simple Corporate Social Responsibility Actions for your business.

With over 25 years as the co-owner of a successful engineering business employing 30 staff, combined with a background in leadership development and education, Dianne has a wealth of experience to draw upon. Dianne’s practical experience is supported by qualifications in coaching, training, human resource management and business. As a business management and leadership coach, consultant, speaker and trainer, Dianne is passionate about helping people and organisations discover and realise their potential. Have a look at Anderson Gray Worldwide – http://www.anderson-gray.com

During this process, participants sometimes reveal that they already KNOW how to do much of what we’re there to teach.  But if that’s the case, why doesn’t the organization see them applying that knowledge?

Consider this example:  Some managers and service providers seem to be able to provide good leadership and/or service when they are being observed by an executive who can affect their continued employment or advancement. Yet, that manager or service provider fails to give the same level of care and consideration on a consistent basis.

That’s when the role of a trainer is to come up with ways to remind or inspire people to use the knowledge they already have.  I call this having a “know focus.” It requires innovative techniques, not just new information, to improve the long-term effectiveness of an organization’s leadership and staff development.

As you may have guessed from this article’s title, I believe music is one of those innovative techniques. Research done by a number of organizations, including the American Medical Association and Harvard University, shows that music can provide both an anchor and an emotional connection to improve the retention of information.

Instead of relying solely on traditional methods of closing the gap between what participants learn and what they actually use (such as setting a goal that people look at every morning)…try using music as a fun and inspirational reminder of the things you want participants to improve upon.

Here are a few examples of how you can build a training message around a familiar song!
Good Vibrations from The Beach Boys can be used to remind service providers that their jobs are all about sending “good vibes” to customers.
Put a Little Love in Your Heart by Jackie DeShannon can be used to reinforce a lesson about servant leadership.
Little Bit O’ Soul by The Music Explosion can be used to inspire people to keep a positive attitude.

So go ahead.  Listen to your IPod for a few hours and see what useful, inspirational messages you might stumble upon.  Or, make the selection of a “memory anchor” song an assignment for participants—allowing them to think of a song that will always remind them of the day’s lesson.   You’ll be amazed at what a great retention device this is because your participants will remember your messages “Eight Days a Week!”

Over the past 20 years, Donna Long has helped hundreds of organizations improve their leadership, communication and customer service effectiveness. Visit www.LearningJourneyInc.com to learn more.

Need help in this area? CRM Learning’s Jukebox Journey Meeting Opener Series contains three short animated videos that feature the songs and messages described in the above article.  These videos can help you teach unforgettable lessons in leadership, customer service and a positive workplace.

To achieve high levels of employee engagement, you need to first understand what they are thinking. One way to do this is to collect employee feedback through regular employee surveys. However, successful companies don’t just rely on surveys as an event, but also steadily maintain communications and actions throughout the year to continually involve employees in driving positive change. One progressive and admired company leading the way is Google.

Google firmly believes that feedback and discussion are an important part of doing business, and finds avenues for “Googlers” (as Google employees are called) to not just raise problems but help solve them. Google’s annual survey is critical in gathering employee feedback on what is working well and what can be improved. Beyond the survey, Google uses a variety of regular feedback channels to encourage employee involvement and leverage its philosophy that more minds on an important issue are better than one.

Strategy 1: Create a two-way dialogue on the most important issues on people’s minds.
Open dialogue between employees and leaders has always been an important part of Google’s business operations. Every Friday, Google holds a forum called “Thank goodness it’s Friday” (TGIF) to have an active conversation and answer questions ranging from product decisions and external news to internal people-related policies and decisions. This program initially started small with a few employees asking the founders questions on a Friday afternoon. As it evolved, TGIF now occurs almost every Friday, and the notes are distributed broadly across the company. Googlers use Google Moderator, an online tool to submit and vote on questions, and the top-voted questions are directly answered by Google’s founders and executives. TGIF also includes live questions. High levels of employee and executive participation in TGIF contribute greatly to the culture of transparency and create a more intimate atmosphere despite the company’s size of 20,000 employees.

Strategy 2: Engage employees in solving problems, not just raising them.
Google encourages employees to attend problem-solving sessions designed to resolve business challenges. Appropriately called “Fixits,” these sessions can invite a specific group of employees or be open to anyone. One recent Fixit addressed particular concerns regarding career development in a growing business unit. For one week, suggestions for how to improve career development were collected via Moderator. Googlers submitted 51 ideas, in total receiving 5,615 votes, and the best three ideas were implemented. As employees were involved in the solutions, satisfaction in many areas in the annual employee survey improved one year later, including double-digit increases in the favorability scores on two career development items.

As demonstrated by CLC Genesee research, increasing employee engagement has clear business benefits. Following the lead of companies such as Google, organizations can creatively find new ways to encourage and collect employee input on important issues to achieve measurable business outcomes. It’s not about making employees feel involved; it’s actually involving them. The result is more informed leaders, more engaged employees, and ultimately better decisions for a stronger business.

From http://www.executiveboard.com/businessweek/bw-week41.html Used with permission.

Need More Help in this Area? 5 Questions Every Leader Must Ask is a terrific tool for involving employees in problem solving. Using the proven model in this program, even the most inexperienced manager can generate great ideas and effective solutions in a team setting.

Negativity Self-Evaluation

Where do you rate on the negativity scale? Score yourself on a scale of 1 to 5 for each question, and try to be honest with your answers.

   1                     2                        3                           4                          5
Never             Seldom             Sometimes                 Often                    Always
                                                                                                                                                                                                   

1. Do you come into your workplace feeling enthusiastic and confident?                 _____
2. Do you focus on your goals even when you’re having a bad day?                        _____
3. Do you look for positive solutions when things don’t go your way at work?          _____
4. Do you set a good example for co-workers?                                                     _____
5. Do you communicate well with your colleagues?                                               _____
6. Do co-workers feel they can come to you for help?                                            _____
7. Are you satisfied with the quality of work you do?                                              _____
8. Do you find healthy ways to relieve stress?                                                       _____
9. Do you collaborate with others to meet the team’s and your goals?                     _____
10. Are you open to changes in your routine or environment?                                  _____
                                                                                                                Total  _____

Scoring
If your total is under 25, you are highly susceptible to negativity and may be affecting others with your attitude.  Continue to evaluate your performance on the job.  If you can’t break the pattern of negativity, ask for outside help from a supervisor, a friend or Human Resources.

If your total is between 25-35, you’re on the borderline; you can fall victim to negativity, particularly during stressful times.  When feeling pressured, give yourself a negativity “spot check”.  Ask yourself if your work is up to par, if you are snapping easily, or whether your co-workers are acting differently towards you.  These could all be signs that you need to take a deep breath and re-evaluate your attitude.

If your total is over 35, you probably don’t succumb to negativity often.  But, you may not be completely immune to it.  Think about how you interact with colleagues, especially when you’re stressed. People probably look to you as a model for positive behavior, so make sure stress doesn’t get the best of you.  And, if you see others inciting a climate of negativity, try to help the person(s) find a positive solution or encourage them to seek assistance.

Debrief – The Attitude Adjustment Plan
Here are several good steps to take whenever you feel yourself becoming negative. (If you’re a manager or co-worker who needs to point out negativity in another person, see the special Note at the bottom.)

Take responsibility for your attitude and acknowledge the difficulties your negativity is causing.
Without an honest acceptance of the responsibility for and impact of your attitude, there is no motivation to change.  

Practice “responding” rather than “reacting” to situations.
A reaction is often an instinctive, unproductive way of dealing with difficulties (negative people often “react” by blaming others for problems without seeing the part they’ve played in creating the problem).  On the other hand, a response requires thoughtful consideration of:
      - how can I take control of the situation vs. being a victim of the situation?
      - what productive strategies and actions can I take?

Attempt to identify underlying causes for the negative attitude.
Try to uncover some of the reasons behind what you’re feeling. Is there a higher amount of stress than usual in the workplace?  Are there unresolved issues with co-workers?  Have you been feeling undervalued or overworked? Could family problems, debt, or illness be a factor? 

Address the situations that cause stress.
Once you see what is causing the problem, try to find a workable solution and look for ways to prevent similar situations in the future. If need be, talk it over with another person.  It’s amazing how an outside perspective can shed light on things.  If there are conflicts you don’t feel comfortable handling on your own, ask a supervisor or HR person for assistance.

Note:  If you are in a position of pointing out another person’s attitude problem, make sure you do these things in addition to suggesting the actions listed above:
     - discuss the problem in private
     - begin by giving positive feedback
     - handle emotionally charged subjects with sensitivity
     - focus on performance, not personality

Based on material in the Leader’s Guide for The Attitude Virus: Curing Negativity in the Workplace.
© CRM Learning.

Need help in this area? Bad attitudes in the workplace can spread like a virus and infect everyone in the whole organization. With CRM’s The Attitude Virus program, help employees learn to spot unproductive attitudes in themselves and others, and counteract them with positive behavior.

The conventional wisdom about generational differences in the workplace is mostly wrong, according to a new book by Jennifer J. Deal, a research scientist with the Center for Creative Leadership.

The shorthand used to describe the four generations that now make up our nation’s workforce goes something like this:

    • The Silent Generation (born before 1946) values hard work
    • Baby Boomers (born between 1946 and 1964) value loyalty
    • Gen Xers (born between 1965 and 1980) value work-life balance
    • Generation Y (the generation just entering the workforce, also known as Millennials) values innovation
       and change.

Or, in terms of negative stereotypes, the Silents are fossilized, the Boomers are narcissistic, the Gen Xers are slackers, and the Gen Yers/Millennials are even more narcissistic than the Boomers.

Not so, says Deal. She argues that the generations now of working age value essentially the same things. Her findings, based on seven years of research in which she surveyed more than 3,000 corporate leaders, are presented in her new book, Retiring the Generation Gap: How Employees Young & Old Can Find Common Ground (Jossey-Bass).

“Our research shows that when you hold the stereotypes up to the light, they don’t cast much of a shadow,” says Deal. “Everyone wants to be able to trust their supervisors, no one really likes change, we all like feedback, and the number of hours you put in at work depends more on your level in the organization than on your age.”

Clearly, people of different ages see the world in different ways. But Deal says that’s not the primary reason for generational conflict. The conflict has less to do with age or generational differences than it does with clout – who has it and who wants it. “The so-called generation gap is, in large part, the result of miscommunication and misunderstanding, fueled by common insecurities and the desire for clout,” says Deal.

Summary of Deal’s Findings

• All generations have similar values. For example, family tops the list for all of the generations. The most striking result of the research, Deal says, is how similar the generations are in the values that matter most.
• Everyone wants respect. Everyone wants respect, but the generations don’t define it in the same way. In the study, older individuals talked about respect in terms of “giving my opinions the weight I believe they deserve,” while younger respondents characterized respect as “listen to me, pay attention to what I have to say.”
• Leaders must be trustworthy. Different generations do not have notably different expectations of their leaders. Above all else, people of all generations want leaders they can trust.
• Nobody likes change. The stereotype is that older people resist change while younger people embrace it. These assumptions don’t stand up under the research, which found that people from all generations are uncomfortable with change. Resistance to change has nothing to do with age; it has to do with how much you stand to gain or lose as a result of the change.
• Loyalty depends on context. It is said that younger generations are not as loyal to their organizations as older workers. But the research shows, for example, that the amount of time a worker puts in each day has more to do with his or her level in the organization than with age. The higher the level, the more hours worked.
• Everyone wants to learn. Learning and development were among the issues brought up most frequently by people of all generations. Everyone wants to learn and to ensure they have the training to do their job well.
• Everyone likes feedback. According to the research, everyone wants to know how they are doing and to learn how they can do better.

For additional information, visit the Center for Creative Leadership Website at www.ccl.org

Article by: The Canadian Management Centre, a highly recommended provider of business development courses and marketing seminars. Canadian Management Centre is a leader in professional development with accounting courses in Ottawa.

Need more help in this area? Please Respect My Generation lets you examine the different world-views and life experiences of the 5 generations now in the workplace, while highlighting the strengths of each group.  Viewers see how to focus on finding common ground, respecting one another and striving for cross-generational collaboration.

• Take flowers to work and share them with coworkers.
• Write a note to the boss of someone who has helped you, praising the employee.
• Leave enough money in the vending machine for the next person to get a free treat. (Tape the change
   and a Smile card* tag to the machine)
• Have a food drive, ask employees to bring nonperishable food items to donate to food bank.
• Get to work before others and leave a piece of candy, brownie, fruit, flower, etc. at every desk attached
   with a Smile card.
• Leave a cake or other food item in a central area anonymously with a Thank-You note.
• Appreciate a co-worker by giving them a gift of service. For example, instead of a tie for birthday or
   Christmas, make a contribution to sponsor a cataract surgery in a developing country. Attach a note
   explaining how their gift affects someone else’s life.
• Gather a group of your colleagues and take them to a fundraiser.
• Email an article about an act of kindness to your group every week.
• Give your manager or co-worker a thought-provoking book.
• Print an inspiring story and put it on your work bulletin board.
• Buy a cup of coffee or snack for someone who’s having a long day.

*Smile Cards are markers of a newfangled game of tag, where “you’re it” because someone has done something nice for you. Then it’s your turn to do something nice for someone else and, in the process, pass the card along. 

Helpothers.org is a portal dedicated to small acts of kindness. There you will find inspirational stories & articles documenting acts of kindness, downloadable Smile card designs and much more!  www.helpothers.org

• • When you appreciate what you have, instead of dwelling on what you don’t have, you stay in a more positive frame of mind. You tend to be happier and others want to be around you.
• • When you take the time to thank someone for doing a good job, they are likely to perform at the same level — or do even better — next time. (Studies show that recognition — not money — is the true motivator of productivity.) 
• • In workplaces where people show appreciation to one another, there are fewer situations where people feel taken for granted. As a result, there is less dissatisfaction and resentment.
• • Being appreciative of others (and what they contribute to the organization) is a sign of respect.

Have group members think about a time when someone went out of their way to show them appreciation. How did it make them feel? How did they react? If time allows, have participants share their answers with the group.

Next, have group members think about what/who they should be grateful for (in the context of their job) and how they should show it. Pass out a worksheet containing the following:

Be Appreciative Worksheet

Use the table below to help you show appreciation for the people around you who make it possible for you to do what you do at work.

Optional Follow-Up:  Reassemble the group after they’ve had time to complete the actions they’ve identified. Ask them to share: What reactions did they receive? How did showing appreciation to others make them feel?

Based on material in the Leader’s Guide for the CRM Learning program, Start Right…Stay Right: Orientation Basics

Need help in this area? Encouraging the Heart uses a variety of real world examples to illustrate how important (and easy) it is to recognize the contributions of others.