Q&A

April, 2012

Client Question: “We want to develop sustainable training options in-house. What tips to you have for doing so effectively and what questions should I ask potential vendors to make sure we get the right program for our organization?”

J.Ferm Answer: “We always recommend doing a training session or workshop pilot first. In preparation for the pilot discuss the following questions before deciding to sign up with the vendor: Are you willing to design and deliver a pilot program where we are highly involved to determine if we wish to continue using the format, content, and you as a vendor? Are you willing to modify the pilot assuming it is successful based on participant feedback and create a new option that meet our needs? Would be be able to design a train-the-trainer program with carefully crafted notes to ensure that our in-house team can deliver it with little effort? Will you coach our internal facilitators and offer feedback after the first pilot? Will we or you own the intellectual content? The answers to these questions will help you determine if the vendor is flexible enough and has the capacity to deliver a comprehensive program that can sustain you for years to come.”

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September, 2011

Client Question: “We need a leadership development option that is flexible, can reach a global audience, and produces results without incurring significant costs. What would you recommend?”

J.Ferm Answer: “Consider group coaching via telephone or online/phone-based courses with accountability measures for producing results. We recommend a facilitator for all options to help the participants stay engaged and committed. One of our clients launched a one-year group coaching program for their managers. They separated new managers or managers-in-training in to one track and experienced managers in another. Each session had a topic and a short handout/workbook from which the participants learned skills and tools. Each one-hour coaching session focused on action steps and changes participants were making in order to produce measurable results. Another client implemented the J.Ferm management skills program taught over the phone. This option allowed managers and leaders to do each session virtually and offered maximum flexibility. To learn more about the “No Frills No Fluff® Management Skills Certificate Program,” please click here: http://www.nofrillsnofluff.com. The key to any successful program is to have excellent facilitators and highly committed participants.”

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June, 2011

Client Question: “We need to hire people for several key positions and I don’t feel like our screening and hiring process is as effective as it could be. We can’t afford to hire the wrong people and I’m concerned that the members of the selection committee have different opinions about what we need. What can we do to increase the likelihood of hiring the right person for the right job?”

J.Ferm Answer: “An great screening and hiring process stars with a ‘key accountability’ session. Invite up to five leaders/managers who know the role well and who will be able to determine what constitutes exceptional performance for the position you want to screen. Facilitate a session where the team agrees on what behaviors, values, skills/attitudes, results, and an ideal candidate will need to exhibit to produce excellence in that role. Then write out a benchmark for each category that clearly describes the star performer. Design your interviewing questions to provide you answers to how close the person being interviewed is matching the benchmark.

This process is often forgotten or ignored and can lead to confusion on behalf of the person accepting the job and the organization looking for a close-to-perfect employee.

For additional help or to learn more about our customized screening and hiring process, please contact us directly.

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January, 2011

Client Question: “Our team is overwhelmed with the pressures of ending the last quarter with positive numbers and client deliverables. What can I do to make sure they are re-energized and start off the first quarter of 2011 without an ‘end of the year hangover’?”

J.Ferm Answer: “Plan an event to kick off the new year in style. Instead of overwhelming your team with holiday celebration dinners and lunches in December, schedule an event in mid-January. Maybe doing a innovative, highly interactive, and content-packed program, like our “So You Think You Can Lead. But Can You Follow” workshop and keynotes could be what you are looking for.”

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October, 2010

Client Question: “We had to let a lot of people go this year to keep our company afloat. Now, less people have to do more to help us turn the company around and they are getting burned out. What do we do to avoid additional turn-over?”

J.Ferm Answer: “It’s a unfortunately an all too common challenge. The only thing you can do (until you are ready to hire more people, which you will have to do to avoid long-term burnout and turn-over) is to train the people you have to be more effective.

One key step in learning to successfully execute goals is to become flawless at following through on commitments. The following seven techniques will help you deliver results, meet challenging goals, and maximize your management and leadership skills.

Always write down your commitments: After each verbal commitment, write down your next action step. Most of us THINK we will remember what we promise to do, but research shows that we forget about 75% of what we take in.

Use ONE system to record your commitments: Using ONE notepad, PDA, or written system to record your commitments will help you stay organized and consistent. Most people who use more than one system, spend unnecessary time trying to locate information and details in different places, which wastes time and resources.

Ask others to point out when you don’t follow through: Because we are busy and often manage multiple activities at the same time, we may simply forget to follow through. Create a team of “follow through catchers” who help hold you accountable. Avoid using them as a crutch and set a maximum for how many times they can remind you before you need to take a serious look at your lack of follow through habits.

Make it a habit to under-promise and over-deliver on your commitments: Depending on your unique characteristics, behaviors, and motivators, you may or may not have a tendency to over-commit. Most of us have demanding work and home schedules and want to perform well, but sometimes we just can’t get everything done that we want. Promising to follow through ONLY on those things we know we can, will help us become great “deliverers.” Some simple tips include extending the date we promise to give something back so we have some leeway for unexpected circumstances, asking the person for their absolute deadline, and creating check-in dates to ensure that the deliverables are on track.

Show up early for everything: When you consistently show up early for appointments, meetings, and events, you have time to collect yourself and build in a buffer zone for unexpected delays or changes, which allows you to stay calm and composed. Also, by continuously showing up early you project a persona of being respectful of other people’s time and you set a standard for using yours and other people’s time effectively. Make it a habit to start and end meetings at the agreed upon time for everyone’s benefit. If you constantly run late, and bop in to meetings and appointments late, you are likely not as organized as you could be and you leave little to no room for following through on commitments from previous meetings.

Schedule extra time on your calendar for follow through: If our schedules are continually packed with meetings and events, we leave little to no room for following through on commitments. Make meetings 45-mintues instead of 1-hour and use the 15 minutes between sessions to tackle commitments and action steps.

Just do it!: Procrastination kills most follow through efforts and contributes to added stress and adrenaline-induced activities. While it may feel good initially to get the rush from a pressing deadline, in the long run it will deplete you of energy and zap your creative juices. Make it a habit to “just do it” and enjoy the feeling of being strategic, one step ahead, and simply organized.”

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May, 2010

Client Question: “I’m exhausted from having to do more with less resources this year. My creative juices are gone and I’m unmotivated. What can I do to get back on track?”

J.Ferm Answer: “Many people are in the exact same position, so know that you’re not alone. Rather than push yourself to overcome the inertia that you feel, recognize that this might be the perfect time to step back and practice the new “Curious Leadership.

This year, try these easy-to-implement action steps to rekindle the spark for what you do, your business opportunities, and your life.

1. Allocate one day on your calendar away from the office for strategic thinking: Start off my visualizing where you want to be or take your business in the next year. Go to your favorite coffee shop or quiet place to get a change of scenery and allow your mind to focus on the future without constant interruptions like incoming emails and people stopping by your office. Bring a notepad and begin recording ideas and thoughts that come to mind. At this stage, avoid making judgments about what you write down. Simply let your mind wander and allow for the natural brainstorming process to take place. Think about what you want for yourself, your team, and/or your business or organization. Think big and avoid limiting yourself by assuming what is possible. You will sort and organize your ideas next.

2. Begin organizing your thoughts and ideas: Once you have collected your ideas, begin looking for common themes or patterns. Group them into categories like: financial, personnel, product development, personal development, operational, etc.

3. Strategically develop each category with measurable goals: When the main categories have been identified and a few goals have been listed under each, begin adding additional goals. Think about what you want for the coming year and by when you wish to accomplish each goal. For a one-year strategic plan, you will probably end up with 3-10 goals or action steps under each category.

4. Set dates for completing each goal: Divide your note pad into 12 columns (one for each month) and begin mapping out when you want each goal or action step to be completed. If you manage a team, it may be helpful to also allocate responsibilities among your people for completing or spearheading each goal.

5. Review your plan and identify a “theme” for the year: Once your plan is set, you will most likely see a theme emerging. Themes are important reminders for how and where to focus through the year. For example: “Getting ready to sell,” “People first,” “Maintaining market share,” or “Breaking through” can serve as powerful mantras to help stay on track when executing the strategic plan.

Strategic planning can be done in small steps and doesn’t require extensive off-site retreats to be effective. Remember, however, that all the planning in the world won’t get your goals accomplished. Only by implementing your plan will you see the results. These basic steps will help you focus on the future and get re-energized about what you can accomplish with a day’s worth of planning and dedication.”

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December, 2009

Client Question: “Our Executive Team is burned out from a year of non-stop challenges. How do we get everyone back on track, re-energized, and positive again?”

J.Ferm Answer: “Review the goals or strategic plan for 2010 and hone in on the most important one. Set aside 1-2 full days off.”

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April, 2009

Client Question: “We had to lay off great people due to budget cuts in response to the economy and now the morale in the office is really poor. As the leader of my team, what can I do to re-engage my team and turn around the negative vibe?”

J.Ferm Answer: “Meet with your team members individually and ask what they are most concerned about.”