Do you know what is really going on?

How much money a year is spent on sending middle and even upper management to training or motivational seminars? These can be incredibly motivational, inspiring and invigorating.
——>The question is, how do we know that the inspiration is actually creating change? Better yet, how can we assure it?
Encouraging employees to be empowered, but only leaving the empowerment to a slogan or catch phrase with no example of what it means or how to implement it is just plain worthless. Rather, we need to look into who is influencing and driving our employees on a daily basis. What phrases do they use and better yet, what do their behaviors exemplify on that day to day basis?
—Think about this—
What or Who are your employees’ examples?
Lead employees
  • Are they trained to really train others or do they just do well and know their stuff better than others so they get thrust into management roles?
  • Are they supported by management consistently and equally?
  • Are they challenged and driven to improve themselves, the company, or their fellow employees?


  • Who are they?
    Did they just move up or did they get trained up? What is their background? What are the checks and balances? How often do they get advice or critique?
  • What are they doing?
    • Do they follow through on the management meetings they are sent to? do they motivate sufficiently? what is their language like? How do they interact with customers and their staff? Are they set up for success?  Do they actively fix bad habits of staff and themselves?
  • Have they been shown how to truly invest in a person and employee?
    • Do they actually do it? They need to be followed around until the “keep it together while the boss is here” mentality wears off and they realize this is a culture . What does investing in the person truly look like? Were they invested in in a way so that they can turn around and with a ‘full cup’ fill up another’s ‘cup’?
  • Are they looking for friends?
    • This can be detrimental. A boss cannot be a friend. A boss can be kind, considerate, understanding, motivational, compassionate, but being a friend changes the dynamic especially with a younger staff. 
  • Do they lead by example?
    • Being able to do almost every job in the arena earns a respect that cannot be thwarted. Sometimes this isn’t possible, but a willingness to try, to always help out, to step up to show the standard tells the employees that management believes in the system. 
How can one possibly assure all of this? This isn’t the fun answer. If you are unaware or are not sure that who you have hired is getting across what you need, then it is going to take some leg work. Go see for yourself. Observe, evaluate and then interview your staff to find out what they are seeing, conveying and employing. Teach your management how to create the culture that your business is supposed to be fostering.
The best and most motivating rhetoric with no accountability is worthless.

About christamroszczak

There are many things that we could all say about ourselves in our "about me" information. I would just like to explain -Why- I created this blog. I see a gap in the abilities of the people who move through our workforce. I see a lack of passion, work ethic, drive, respect and feelings of significance. The solution is in the leadership. The leadership needs to drive passion, hold standards, and inspire growth, but all too often, it alienates, turns a blind eye, or shifts blame. My focus is in customer service careers for a few reasons: 1. Customer service is often times where our next generation of professionals will come from. This is because often times they are working through school, in between school, or after school, but before careers. There is an entire niche of people in that very category needing to be believed in, shown how to hold a standard, pushed to be their best and shown how to train others to do the same. 2. We need to lead our middle management to train up everyone to be a trainer in their area. Middle management needs to be consistent with expectations and consequences. 3. We need to show middle management and their teams that everyone should be thinking about not only the job they have, but the job they want because the job they have now will be what sets them up for the job they want later. 4.There needs to be hands on training with management to help break the bad habits and even to form good habits with the new training tools they receive. Managers go to management or leadership training and come back with all excitement yet no follow through. Too often "inspiring" becomes coddling, "leading not managing" becomes making friends or doing all the work oneself, "encouraging" becomes caving, and "holding the standard" becomes pridefully rigid or even hypocritical. Someone once said, Hire slowly and fire swiftly. While this is a strong concept, when put into practice it actually shows the employees that the job is worth getting, they will be invested in and trained well, and that employees who refuse to improve or change a bad habit/attitude will not be allowed to continue to drag everyone down with them. This fair concept shows respect to the other employees and the customers. Holding the standard, being consistent and fair while simultaneously showing honest respect and care for the team at every level will produce success every time. I created this blog for employers and employees to utilize and hopefully get inspiration and some tips on how to create an efficient, productive, and successful working environment no matter what career you choose. We want to empower our employees at all levels to take pride in their work and to foster an environment that allows for nothing else.
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