• Companies Don’t Solve Problems.
    People Do.

  • 70% of organizational changes fail and these failures can be traced to ineffective leadership.

  • People are the core strategic asset. To be successful, a company must listen, involve, encourage, nurture, support, empower, and reward all its constituencies.

  • Corporations can work five times harder and spend five times more money to gain new customers, or they can keep the ones they have.

  • Personally, I am always ready to learn, although I do not always like being taught. Winston Churchill

  • The key to keeping customers satisfied and loyal is to value and train employees while making them an integral part of corporate success.

  • No one of us is as smart as all of us – when teams function well, miracles happen.

  • Employee loyalty builds customer loyalty, which builds brand loyalty. It’s as simple - and as difficult - as that.

  • It is estimated that 80% of mergers and acquisitions that occur today fail to meet initial expectations.

  • Change is constant. To implement change you must listen, engage, and empower individuals in the change process.

  • A survey of 350 executives across 14 industries, 68% confirmed their companies experienced unanticipated problems in their change process. – International Consortium of Executive Development Research.

  • 25 of every 27 customers who have a bad experience fail to report it because they don’t believe anything will change.

  • Leadership is being the best you can be, and helping others be the best they can be.

  • If you want 1 year of prosperity, grow rice. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people. – Chinese Proverb

  • 85% of business leaders agree that traditional differentiators alone are no longer a sustainable business strategy.

  • Effective coaching is a key method for increasing productivity and profitability in an organization. Recent studies have shown that 85% of the workforce wants holistic coaching so that they can continually improve and grow.

  • It costs 10 times more to gain a new customer than it does to keep an existing customer.

  • Learn something every day. Never stop learning.

  • The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor. Vince Lombardi

  • The number one fear in the world is public speaking. “You” vs. “I” messages are powerful tools for capturing your audience’s attention.

  • Leadership IQ being equal, it is believed emotional intelligence – how we manage ourselves, our emotions and the emotions of others – accounts for 85 – 90% of what separates the most outstanding leaders from their peers.

  • 78% of consumers say their most satisfying experience occurred because of a capable and competent customer service representative.

  • The key to building a culture based on Trust and Personal Responsibility is getting all employees to be committed to the organization’s Vision and the Values That Build Trust.

  • The brighter you are, the more you have to learn.

  • "High performing organizations are constantly focusing on improving their capabilities through learning systems, building knowledge capital and transformational learning throughout the organization.” - Ken Blanchard

  • The great thing in this world is not so much where we are, but in what direction we are moving. Oliver Wendell Holmes

  • 50 – 70% of how employees perceive their organization can be traced back to the actions of one person – the leader.

  • First, people don’t grow and change much unless they’re in a supportive environment where people know what they want to do and encourage them to do it.

Building Employee, Customer & Brand Loyalty

In volatile economic times, loyal customers provide a solid foundation of revenues. They can be counted on to purchase new offerings and forward recommendations to potential customers. By simply increasing customer retention from 10% to 15%, companies can double their profits. This presentation explores the relationship between employee, customer and brand loyalty, including real life examples from other companies on improving loyalty. It also provides:

  • Techniques for creating employee, customer and brand loyalty.
  • Communication strategies for monitoring the employee pulse.
A process for developing goals and strategies for employee and customer retention.

How to Build a Culture Based upon the Globalization of the Workforce

Estimates indicate that within five years, 50 percent of the workforce will be comprised of various cultures, including Spanish, Asian, Cambodian and other minorities. Business leaders must embrace this “melting pot” of cultures in their organizations. In this session, Dianne Durkin will discuss various international cultures and how they can positively impact your organization.

By embracing these differences, organizations will receive valuable new perspectives, expand their approaches, attract new audiences and satisfy the needs of the organization. Attendees will learn how to:

  • Prepare for and embrace new cultures.
  • Integrate and accept cultural values and differences to ensure maximum productivity.
  • Build momentum and excitement for change and learning.
  • Outline and address barriers to integrating a global culture.

Employee Engagement vs. Employee Satisfaction

Highly satisfied and engaged employees are as rare as they are valuable. There are significant differences between highly engaged employees and satisfied employees, and satisfaction does not necessarily imply engagement. Engaged employees take ownership, find solutions, are self-starters and find efficient ways to accomplish tasks. Satisfied employees are just happy to go to work each day and do not necessarily take a proactive approach to being a part of an organization. Organizations of today need and want engaged employees who take satisfaction in being part of the solution. In this session attendees will:

  • Understand and clearly identify the differences between engaged and satisfied employees.
  • Understand “Durkin’s Hierarchy of Engagement Needs” and how to implement the elements of the Engagement Hierarchy.
Empower employees to be proactive, take ownership, and utilize innovative and creative approaches.

Managing Today's Multigenerational Workforce

 

Never before in the business world has there been such a diversity of generations in the workforce: the Veterans (1922-1944), Boomers (1945 – 1960), Xers (1961 – 1980), Gen Y (1980 – 2000), and Gen Z (2000 to present). Each of these generations has different values, needs and motivating factors, which can sometimes make it challenging for managers to understand where their employees are coming from. In this module we discuss the various generations that presently coexist in the workplace. We review their typical traits and explore what each of these generations is looking for from an organization. In this module, managers will learn strategies for motivating, coaching and developing employees from different generations, and how these new generations manage and lead - allowing them to create an environment that is conducive to attracting and retaining talent from a cross-section of individuals.

 

Building a Culture of Reliability, Responsibility & Accountability

Every organization needs and wants self-directed people who take ownership, develop creative, innovative solutions to business issues and are committed to the success of the organization. In this session, we will discuss the approach leaders should take to succeed in building this type of culture. Attendees will learn:

  • The elements of trust and how to build trust with each employee.
  • The difference between authoritative-driven cultures vs. responsibility-based cultures.
  • How to engage team members in solving problems and owning outcomes.
  • How other organizations have built cultures of reliability, responsibility and accountability that lead to success and profitability.

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