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Welcome to Staying in Step with Step 1!
I hope you enjoy this newsletter. Every issue features current thoughts and best practices in leadership, business management and core competencies from recognized experts. Feel free to send me your thoughts -- I'm always open to great ideas.
If you like what you see here, don't keep it to yourself! Use the Forward Email link at the bottom of the newsletter to send this on to your colleagues and clients.
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Step 1 Provides Strategic Planning Services to Trans Associates Engineering
Transportation engineering firm turns to Step 1 to help map-out Strategic Vision
 PITTSBURGH, PA - April 22, 2008 - Step 1 Management Services, LLC, a firm dedicated to providing essential management training and leadership development services, today announced the successful strategic planning facilitation project it recently conducted with Trans Associated Engineering Consultants, Inc. The engineering firm engaged Step 1 to leads its annual planning session and work with executives in developing a long-term strategic roadmap to lead the company through its next phase of growth and change.
Trans Associates Engineering Consultants, Inc. is a successful civil engineering consulting firm, headquartered in Pittsburgh, Pennsylvania, that specializes in transportation solutions for public and private sector clients. Since its founding in 1989, the company has experienced substantial growth and now has over 70 employees in offices across 3 states. After Step 1 conducted an on-site management training workshop for the firm's management team, Trans Associated engaged Step 1 to facilitate its annual strategic planning session.
"As we headed into the process of planning our annual meeting, we did so against the backdrop of significant growth in a diverse set of markets," said Carl Hunt, business development manager at Trans Associates. "In the upcoming meeting we wanted to take a look at the long-term business prospects for continued growth in these diverse areas, but we recognized that with so many factors at play this would be difficult to accomplish if we did not bring in a third-party to objectively lead the discussion. It worked well for us to get to know Jeff first through his on-site training engagement. The success of that session demonstrated to us his ability to strategically and pragmatically lead our upcoming planning session."
After meeting with the firm's executives to identify the goals for the strategic planning meeting, Step 1 developed a customized service package that fulfilled their requirements. The Strategic Planning Facilitation Service package that Step 1 developed for Trans Associates included pre-meeting planning; survey development and information gathering; survey analysis and presentation of findings; meeting facilitation; and a post-meeting summary.
"As companies plan for the future, they're also managing change," said Jeff Canter, President of Step 1. "There are so many factors at play when discussing the future direction of the company during a strategic planning session from what's working, to what's not working, and what needs to change. Without bringing in a neutral party to balance the differing views of key stakeholders, it can be extremely difficult to meet the goals for the session. Step 1's strategic planning facilitation provides a valuable service to organizations that understand the criticality of conducting constructive planning sessions, and value the objectivity that a trusted third-party can bring to the equation. This engagement is a natural off-shoot of our management training services, and many clients are benefiting by choosing to bring Step 1 in to help ensure the success of these planning events," concluded Canter.
"Having a third-party involved in this planning meeting was absolutely critical," added Hunt. "The meeting was a success. Jeff did a great job facilitating the discussion; he was respectful, encouraged input and listening, and did a great job keeping the group focused and on-task. People felt good about their input being heard, and being actively involved in this important discussion. We are very pleased with our decision to work with Step 1, and I'd absolutely recommend Step 1 to other firms seeking a third-party to work with on strategic planning and management training issues."
To learn more about Step 1's Strategic Planning Facilitation Services and to read the Trans Associates Customer Story, visit Step 1's Web site at www.step1management.com, or call 412-216-0842. |
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Coming Events
Introducing
The
"Practical Management Magic"
Seminar Series
Step 1's new seminar series, "Practical Management Magic," was designed with the specialized needs - and time constraints - of busy managers in mind. The series will address a number of critical management topics and offer targeted strategies for optimizing performance throughout the organization.
The first seminar in the "Practical Management Magic" seminar series is being held Wednesday, May 21 at the Radisson Hotel in Green Tree, PA from 8:30AM - 10:30AM, and is titled:
"Developing the Practical Manager"
This no-cost, two hour seminar will identify the key components to developing practical and effective managers. The session will present proven solutions for improving the performance of existing managers, and will identify strategies for creating an environment of success for new and upcoming managers.
- Gain valuable insight into the challenges that new managers face
- Learn how to help new and under-performing managers succeed
Understand how you can save your company money & lost productivity
Registration is free, but space is limited so be sure to register early for this informative seminar. To register and for more information, click here: (Link to registration page)
www.step1management.com/step1/052108.php
May 21, 2008 - Developing the Practical Manager |
My Turn:
The Manager Parent
How many times have you been frustrated by the seeming childish behavior of your employees? What have you told your department mnanagers when they have come to you with the same frustrations? The fact of the matter is, so long as we must manage human beings there will always be those among the group who require "adult supervision". After all, like it or not, management is parenting.
I know that some of you are groaning right about now at the mere thought of having to act as parent to your professional team. Still others of you may be astonished that I would make such a statement. It's important to remember that effective managing requires parenting skills (or, at least, instincts) in order to achieve its true aim--advancing the mission of the organization. Why? Because human nature is so consistently volatile that you can't avoid the circumstances under which the parent in you comes out.
Consider these examples:
- You manage a team in a call center and one of the customer reps in the bullpen comes to you to complain that the person in the cube next to theirs is constantly humming. The complaining employee doesn't want to start an argument (after all, they've got to work with them everyday, right?) so they come to you to handle the situation. Is unauthorized humming something you signed up to manage? I doubt it.
- Your star employee is unhappy with the size of the raise they've just been awarded during their performance review. In a weak moment they tell you just what they think of your management skills. They're the department star--do you reprimand, terminate or accept that they had an emotional moment uncharacteristic of their normal behavior. (It could be that there is something happening in their personal life that has put enormous financial pressure on them.)
- A relatively new employee, just learning the ropes, make a mistake that costs the company $1000. How do you respond? Do you discipline them or come up with some punitive activity for them to perform? Or do you instead patiently show them where they went wrong, counsel them on the true costs of their mistake and encouraged them to try again?
Each of these examples has a parenting corrollary. Did you recognize them? Example 1 is no different than a child loudly imploring you to "tell them to stop looking at me!". Example 2 is similar to an otherwise well-behaved teenager who lashes out at a parent because they can't have the car to go to the mall. Example 3 reflects a parent's need to provide a nurturing, tolerant environment where "mistakes happen".
Lest you think I've taken complete leave of my management senses, keep in mind that employees look at you in your role as manager much the way they looked (or still look) at their own parents. You represent authority, discipline, consequences, rules, limits, etc. They don't expect to always get their way, but they do want to have a chance to be heard (just like most adolescents). This doesn't mean that you have to have genuine affection for your staff like a parent would (that's a REAL minefield we'll cover in a later column). It just means that if we accept our mission as leaders we can accept our role as being akin to parenting.
Rather than fight the notion that you have to be a substitute parent, why not embrace it as a sound management strategy?
-- Jeff Canter |
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Do you know anyone who works at one of these great organizations? If so, would you please hit the newsletter forward button below to let them know about Step 1? Even better, how about providing a warm introduction? We all grow together when we take a step for another. Thanks!
American Business Ctr Inc
Morgan Lewis
Berner International Corp
Galletta Engineering Corp
Lockwood Greene
Orbital Engineering Inc
Redland Brick Inc
Presbyterian Senior Care
Kidsvoice
Surgery Center At Southwoods
A-Pestco Inc
Rogers Community Auction
If you can make an introduction for me to anyone at one of these organizations please let me know via email at rjcanter@step1management.com or via phone at 412-216-0842.
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Federal Facts with Kim Kisner
Kim Kisner is a human resources and employment attorney in Pittsburgh with offices located at 6393 Penn Ave. # 306. Kim's expertise is featured on a recurring basis in a column titled "Federal Facts", which focuses on federal employment law issues that you need to know about. | |
Federal Facts IV:
Please Release Me:
Severance Agreements
by Kim Kisner
U.S. employers slashed jobs for the third straight month in March and unemployment rose to a nearly three-year high, offering the latest signs that the economy has fallen into a recession. The Labor Department's first quarter report showed a net loss of 80,000 jobs last month. That marks the third straight month that jobs have fallen - the longest period of decline since early 2003.
In these uncertain times, it is no surprise that employers are increasingly turning to severance packages not only to cushion the blow of job loss but also to ensure themselves with a fixed cost as a result of a termination decision.
Severance packages, sometimes referred to as release agreements, prevent terminated employees from suing an organization. However, if the agreements are not carefully considered and crafted, they may actually encourage litigation.
A release agreement is a contract in which a terminated employee releases the organization from all employment claims - except those prohibited by law - in exchange for money and/or other continued benefits. Its purpose is to help protect the employer from lawsuits by a disgruntled ex-employee. In particular, a release agreement can buy extra protection if an employer has not followed normal disciplinary procedures or is terminating a protected class member (age, race, gender, disability, etc.).
However, any payments employers make may end up funding litigation against them since most courts allow former employees to sue, and keep any money received, if the release is not properly worded. Despite this downside, these agreements can still be useful and effective if you take certain precautions.
When To Use Releases
Not every termination calls for a release agreement, but these contracts can be effective in some circumstances. For example, a release agreement can protect an employer that does not follow all of the steps in its discipline policy and wants to terminate a poor performer immediately. Likewise, an executed release agreement will prevent a suit from a problem ex-employee who belongs to a protected class. Release agreements are especially useful in layoffs, since mass layoffs are prone to generate discrimination claims, particularly age-based ones.
The Downside of Releases
Although a proposed release agreement can be effective in the above situations, it may actually cause a problem. For one thing, a request to sign a release may raise a red flag that something is wrong and, in that manner, provoke consideration of a lawsuit. Introduction of a release agreement may also lead an employee to consult an attorney who will attempt to elicit more consideration from the employer before advising a client to execute the agreement.
Finally, release agreements that are improperly drafted, and therefore unenforceable, provide none of the legal protection intended. Unenforceable agreements can result in double trouble for an employer since the employee may be able both to file a discrimination lawsuit (prohibited by the release) and still keep the money previously gained by signing the agreement.
Advice and Counsel = Enforceability
A carefully drafted release agreement can provide insurance for terminations involving workers in protected classes or for other high-risk terminations involving potential legal exposure. However, unless the agreement is legally enforceable, it may actually do more harm than good. Accordingly, employers should first determine if a release is really needed with the assistance of employment law counsel and then retain counsel to draft the agreement.
Kim Kisner isfounder and principal of Kisner Law Firm. She has been a litigator and counselor in the area of employment law for more than a decade. Kisner Law Firm helps employers minimize risks while growing their businesses, by preventing workplace disputes from escalating into costly litigation.
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5 Ways Outsourcing Benefits Your Business
by George Knight
No matter what type of business you're in today, you'll definitely outsource some elements of it. Large companies outsource entire departments like technical support, payroll processing, accounting, logistics and other functions normally performed by themselves. Smaller businesses outsource too, although to a lesser scale.
So what are the main benefits of outsourcing your business? In my experience, here are the top 5 ways out sourcing will eventually pay off in the long run:
1) Keep Capital Costs Low
It the early stages of your business, you would not want to incur a lot of capital expenditure by buying equipment and software. Outsourcing allows you to avoid unnecessary expenses because all the equipment you'll need is already supplied by the company you're outsourcing to.
2) Extra Focus on Marketing
There's a saying that the only thing you cannot outsource in your business is your marketing, and this rings true across many diverse business models.
By outsourcing your non-revenue-generating activities, you can build the strength of your sales team, and push forward in marketing.
Ultimately, whatever cost your incur by outsourcing those back-end activities will be covered up by the extra revenue you generate.
3) Increase Your Expertise
When you limit the scope of expertise involved in your company, you stand a better chance of being a specialized expert in the area you focus on.
For example, lets say you outsource everything else and except your marketing team. By focusing only on marketing, your organization eventually develops unmatched expertise in that area, which will serve well to give your company a competitive edge.
4) Reduce Risk
Needless to say, by keeping capital costs low and focusing on your core business activities only, you can reduce your risk significantly.
It may not seem important at first, but companies operating in cut-throat industries will definitely feel a heavy burden lifted off their shoulders.
5) Quicker Response Time
The trend nowadays is not in having a skyscraper with your company's logo on it. Today's organizations are all about speed and adaptability instead of size. By being small and focused, you can respond quicker to the market's needs.
Large organizations that do not outsource are always tagging behind simply because they cannot make decisions quickly enough, compared to a smart company that utilizes outsourcing strategies.
To get more information on outsourcing you can visit his site George Knight at http://www.Outsourcing-101.net and http://www.101businessmatters.com
Article Source: http://www.reprint-content.com
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