We continue with Anne-Claire Broughton. She is Principal of Broughton Consulting, LLC, Durham, NC. Her many publications include the Business Action Guide Series of innovative employee engagement practices (with The Hitachi Foundation). Anne-Claire is active with efforts to educate retiring business owners and their advisors about the possibility of employee ownership as an exit strategy. She also shares innovative employee engagement practices to help business owners thrive. In addition, she is President of EarthShare North Carolina’s Board of Directors, an active amateur musician, and parent of a teenager.
Anne-Claire Broughton is Principal of Broughton Consulting, LLC, Durham, NC. Her many publications include the Business Action Guide Series of innovative employee engagement practices (with The Hitachi Foundation). Anne-Claire is active with efforts to educate retiring business owners and their advisors about the possibility of employee ownership as an exit strategy. She also shares innovative employee engagement practices to help business owners thrive. In addition, she is President of EarthShare North Carolina’s Board of Directors, an active amateur musician, and parent of a teenager.
1. Is your training given context? Is it explained why it’s there, what it’s about? Is it organized and easily tracked so they and their team know where they are in the training cycle?
2. Visioning – Are you and your people very clear on what success looks like inyour organization?
3. Meetings – are your’s focused, everyone prepared, expected roles, set agendas, starting on time, and have clear objectives?
4. Engagement – He said, “Picturing yourself sharing in the creation of something special.”- Again with the clear vision, where your organization is going and what it will look like. Can your team see that, understand, and see how they fit into that and what role they can contribute to be part of something bigger than themselves?
I would love to see your answers at one of the many Inspired and Intentional outlets:
You can find show notes, the questions, at inspiredandintentional.com/episode12. You can find links to the coffee he mentioned Honduras Pablo Paz coffee that was partially funded by Aldea Development. While there you can also sign up to be kept up to date on the latest podcasts and happenings in the world of Inspired and Intentional business news.
1. Are your people looking for ways to delight/improve the experience of customers, especially those everyday customers? Do you have a system to encourage this? What could you do to change this?
2. “I think it’s important, in some way, to see measurable affects of your work.” Matthew uses the analogy of putting and being able to see immediate results of your putting. And how important that is in improving your game. Things to check if they are impacting the bottom line in a positive way.
Things to measure:
Coffee Quality –
Effects of new systems implemented
Waste generated – compost (There is an example given in something I read where a dishwasher commented on how many fries he threw away. The Roadhouse lowered the portions, while offering free refills. There was a marked lowering of costs.)
He then talks about tying some of the gainsharing monetary reward to both profit and hitting some of these other measures.
What are some other areas you could measure within your business to improve your bottom line, profits, and employee engagement?
3.He spoke about the Department Operating Report with measures like
How can you include your team to determine meaningful measurements? What way can you get them involved in the tracking and reporting of the results?
4. Another measure, energy. “You’re either contributing or detracting from the workplace energy.”
3 Types of energy
Vibrational (How you’re appearing to others.)
What could you measure that would improve the overall vibe of your workplace?
I would love to see your answers at one of the many Inspired and Intentional outlets, including the comments below.
A young chef finds her passion for cooking again, a factory worker’s marriage improves because he’s talking more with his wife, and an owner regains her energy and love for business as she finds a renewed purpose and a vision for her company.
These are a few of the stories I heard while interviewing the gang at Zingerman’s for the first few episodes of the Inspired and Intentional business podcast.
This episode is going to be a brief overview of the top lessons learned and to also point out a few resources I’ve learned of while getting this podcast going.
1. There’s an art to this whole culture thing. To creating and thinking about organizational development. Really thinking through how your people, customers, suppliers and community experience your company. Are you adding benefits beyond pay, product/services and taxes? Why should you?
2. People will make up stories in a vacuum. Fill in the holes with truth, openness, and authenticity. Work through what they need to know by putting yourself in their shoes and thinking through what they worry about. What questions will they ask you?
This really goes beyond the simple issue of being open during a crisis. This vacuum is filled day by day via the building of trust within the team. You can’t be open in a crisis and expect people to believe you, you have to open all the time. During the good and the bad.
This topic came up during the discussion of numbers, salaries, profits and what the owners are making, and why certain decisions are made. If they don’t understand numbers and how a company makes a profit and generates cash…on a daily basis, they will make up stories about where all that money is going. (Probably to the government and the bank! : )
3. Collaboration and consensus doesn’t mean you have to agree all the time and always see eye-to-eye on all decisions. Collaboration does need the parties involved to share values and vision. It also doesn’t mean that every decision has to be by consensus or by democratic vote. Just be clear on how the decisions are being made and who’s involved in the process.
4. Systems help employees consistently perform their best when they otherwise don’t feel like it.
5. Dissent – come up with ways to encourage it. There’s the “what’s working/not working” meeting or the open forum method.
6. Create a system for change. Some call it Kaizen and some continuous improvement. Zingerman’s calls it Bottom Line Change.
7. The importance of a vision. So many of the issues brought up would come down to vision. Do your systems support you vision? Do you HR practices support the vision? People are engaged when they’re clear on the vision, take part in creating it, and understand the role they play in making that vision a reality.
Clarity, communication, and consistency are the 3 “C” words I would use when working with my vision.
Please leave your suggestions for interviews, companies, and resources in the comments below or on one of the following channels: