18Apr/130

The Etiquette Leader Outclasses the Competition: A Tale of Successful Transformation

Posted by Kelly-Lee Mansi

By Kelly-Lee Mansi

The Business/The Organization

The story of The Etiquette Leader is an inspiring account of small business success. In fewer than five years, Louise Fox has become one of Canada's most sought-after experts in the arena of children's etiquette and international and business protocol. Her company, which offers seminars across Canada and the United States, is poised for even greater expansion in 2007.

Louise's original company, Louise Fox, Protocol Solutions, was a successful and well-recognized resource for business leaders and adults interested in improving their etiquette skills. In 2006, Louise acquired The Etiquette Ladies, which was comprised of the Children's/Youth/Teens' and Social IQ Programs division of The Civility Group.

The Partnership

When the opportunity to acquire The Etiquette Ladies presented itself, Louise recognized an excellent chance to expand her company into new markets, and she purchased the division. A few months prior to the acquisition, Louise had met Executive Leadership Coach Kelly-Lee Mansi at a business networking function. Despite Kelly-Lee's 'pitch,' Louise didn't truly understand the value of business coaching. After all, she was already very successful. Why would she need a business coach?

Only a few months after the acquisition, when Louise began to experience 'entrepreneurial overwhelm,' she met Kelly-Lee at another networking function. When Kelly-Lee asked how the acquisition was going, Louise began to share the overwhelm she was experiencing. Kelly-Lee offered to meet Louise for a complimentary coaching session. Fifteen minutes into that session, Louise realized exactly what a business coach could do for her, and immediately hired Kelly-Lee.

The Challenge

The hallmark of Louise's entrepreneurial overwhelm was a complete lack of direction. Louise, who was experienced at building businesses from scratch, was totally out of her comfort zone when it came to integrating two established businesses. Louise shares her perspective regarding this challenge:

"When you are the sole proprietor, business decisions that are often difficult become even more so when you are expanding. I felt I needed a coach to serve as a sounding board—someone who could help me focus, establish priorities, create a vision for the future, determine what I wanted and where I wanted to go with my business while, at the same time, could help me to achieve  balance in my life."

The Approach

The first phase of the coaching focused on helping Louise regain control over her business. Louise had underestimated the cost of the acquisition venture, and when Kelly-Lee conducted some basic business assessments, the most powerful exercise was determining how much profit Louise was generating. Louise was shocked to discover that she was actually losing almost $1,000 a week. This information was a powerful catalyst and motivator, transforming Louise into a decisive, critical thinker. She quickly identified all the programs and activities which were contributing to the weekly loss.

Louise and Kelly-Lee then focused on the soft-skill competency areas of decision-making, prioritization and time management. To effect necessary changes, Louise had to clarify what she wanted to achieve and how she would achieve it. She needed to shift her perspective about her relative value and embrace the ROI (return on investment) mindset.  Her new approach paid off almost immediately. Louise says,

"The challenge was taking the time to focus and establish a plan instead of fighting fires, procrastinating, and letting the business run me instead of my running the business. I had to make decisions about contracting out the jobs that I disliked which could be easily accomplished by someone else. I learned to say no to requests or ideas that were not profitable, weren't part of the strategic plan, or didn't fit into the vision I had for the company."

At the same time, new business strategy development gave birth to a new entity, The Etiquette Leader, which was comprised of two divisions—Children's Etiquette and Business Etiquette. Strategic exercises included defining the vision, mission and purpose statements for each division. A two-year business, branding and marketing plan for each division was completed. Louise comments:

"Although initially it was hard work to develop and create a vision and a strategy to accomplish it, once that was done, everything else seemed to fall into place much more easily. Decisions were easier to make, and there was less stress overall."

The final phase of the coaching focused on re-examining the previously existing business strategies, revenue streams, and profitability within The Etiquette Leader's two divisions. This last step was critical to ensure congruence with the new strategic plan.

Value Delivered

Within nine months of working with Kelly-Lee to overcome her entrepreneurial overwhelm, Louise boasted some impressive results. She:

  • Not only recovered the purchase price of the new company, but also posted an overall increase in combined profitability of 195% over the previous year;
  • Implemented an expansion strategy, which includes the scheduled Fall 2007 launch of a new residual-based affiliates program into Canada and the United States;
  • Reduced overhead costs by 95% by eliminating physical inventory and offering all materials and products through website purchasing and downloading; and
  • Increased media visibility by 400% through an aggressive marketing and branding  campaign. Louise is now one of the most sought-after etiquette experts in Canada, currently averaging three media engagements per week.

Louise has also reinvented the Children's Etiquette division of The Etiquette Leader. Traditionally, the children's etiquette business has been centered around small etiquette parties, averaging a net profit of $20.00 per event (that's not a typo!). Instead, Louise is focusing on writing children's etiquette books and merchandising their distribution throughout Canada and United States. The Eti-CatTM brand will be launched during the fourth quarter of 2007, with a two-year profitability target of 35-40% of the Children's Etiquette division's gross revenues.

Finally, how does Louise feel?

"When you are more focused and less stressed, you are able to think more creatively, feel much happier generally, and achieve the necessary balance in your life. It creates a very positive cycle. Going forward, the challenge will be to sustain the focus and integrity of the vision, while maintaining my flexibility and creativity."

This article first appeared in Business Coaching Worldwide (June Issue 2007, Volume 3, Issue 2). Copyright © 2013 WABC Coaches Inc. All rights reserved.

 

Kelly-Lee Mansi, PCC, CHRP, is the founder and president of Courageous Conversations, a coaching company focusing on 'Uncovering the Brilliance WithinTM.' Courageous Conversations concentrates on executive, leadership, business and mentor competency development. Read more about Kelly-Lee in the WABC Coach Directory. Kelly-Lee can be reached by email at kellylee@courageousconversationsinc.com.

If you wish to reproduce this article in any material form, you must first contact WABC for permission.
11Apr/130

An Integrated Approach to Strategic Business Coaching

Posted by WABC

By Ernesto Olascoaga

In 1983, Volkswagen devised the concept of an IT company that functioned as an internal service provider. In 1998, VW-GEDAS became gedas, a separate business entity and one of Germany's leading system integrators, serving clients inside and outside the VW Group.

In 2006, under the direction of new CEO, Federico Casas Alatriste, coaching was used by gedas Mexico as an integrated approach to redirect efforts toward three major business imperatives: Exploring new markets, targeting new clients, and improving strategies and work methods. At the time of the coaching process, gedas was in the process of merging with T-Systems to become gedas, a member of T-Systems.

The Partnership

Laura Ceballos, human capital manager, and María Eugenia Díaz Mercado, organizational development coordinator, conducted a 360-diagnostic process to identify the leadership competencies required for the company to become more competitive in the global marketplace. They then partnered with business coach, Dr. Ernesto Olascoaga to design and implement the change process, which had two major goals. First, that all managers understand the company's strategic imperatives. Second, that they work as a team to implement efforts to grow in a competitive market.

The Challenge

With three main clusters of needs, the first revolved around the business imperatives. The second related to developing the coaching competencies of top management, and the third to developing leadership and management competencies in middle management. Detected in the 360-diagnostic were a lack of both teamwork and entrepreneurial attitude. In addition, business results were below annual goals.

The Approach

Design Principles

The coaching process was designed according to the following principles:

  • Communicate key business imperatives to all participants
  • Gain commitment from stakeholders
  • Develop awareness and link significant action to each coaching intervention
  • Include follow-up
  • Review and celebrate progress in a formal closing
  • Define next steps with follow-up commitments

Top management agreed to lead the process using the collaborative research approach suggested by David Coghlan, in which each learning cycle follows four stages: Diagnosis, planning, action, and evaluation.1 Awareness of relevant issues is encouraged during each cycle, which affects four subsystems: Individual, interaction, team, and organization.

Strategic Initiatives

Top managers identified the initiatives that they considered most critical to the business imperatives. These were then plotted against the list of middle managers. For each of the eight initiatives identified, a top manager was designated as its team sponsor and members of a small group of middle managers were assigned as team members. The coaching process was designed to drive the development of required competencies and to provide support to each team.

Kick-off Meeting

In June 2006, during the kick-off meeting, the CEO explained his vision for the company and the implications of the three imperatives. Then, each sponsor presented the main objective and expected deliverables for the respective initiative. An open discussion followed these presentations, and it became clear that deliverables for each team should include a detailed analysis of the current and desired situation, as well as an action plan.

The coaching process and objectives of the process were then explained to all teams. These were:

  • To develop the coaching competencies of top management
  • To develop the leadership and managerial skills of middle management
  • To practice the new skills in the strategic initiative teams
  • To achieve the deliverables in each initiative with the result that the company would align and move towards the business imperatives

The Coaching Process

The coaching process considered the interventions of both the top-management team and middle managers.

The Top-Management Team

The top-management team participated in both group and individual coaching. The Caliper Profile was used to help each sponsor understand his/her motivators and behaviors and to devise an action plan for consolidating strengths and managing behavioral opportunities.

Each sponsor had four individual coaching sessions with the business coach. These were built around the individual's development plan. The team profile was used to help team members understand the opportunities they had to improve and to provide support to the sponsors of each initiative. During several sessions feedforward was used. This methodology emphasizes future opportunities rather than rehashing old events.2

Middle Managers

Using the 360 diagnosis, five competencies were identified that were important for the middle managers to develop: Alignment to strategy, leadership skills, service orientation to clients, development of high-performing teams, and change management. A one-day workshop was structured for each of these topics.

The Coaching Model

The chart below shows the coaching model.

The Value Delivered

Coaching Process Follow-up

Each team met as necessary to work on the initiatives. The sponsor was available as needed and functioned as the team guide. Each sponsor had several individual coaching sessions around his/her leadership, which included improving support for initiative team members. Sponsors also provided coaching to their teams.

Dr. Olascoaga held three sessions with each sponsor and his/her team to review progress on both task and team process issues. During the sessions, teams discussed the learning experience, and identified practical applications of included concepts and exercises. They reviewed their progress, identifying possible improvements for the next workshop.

Comments and suggestions from middle managers and sponsors were analyzed during top management sessions, and two-way communication was encouraged between top and middle managers.

Coaching Process Evaluation

In addition to session evaluations, a final evaluation was included at the end of the last workshop. Most teams reported improvement. The following table shows the average results from each team.

Issue

Level of improvement

Trust

37%

Support

41%

Open communication

32%

Listening

30%

Strategic goals understanding

35%

Commitment to goal achievement

26%

Conflict management

26%

Use of skills and competencies

32%

Follow-up of action plans

42%

Commitment to quality

27%

Image projected to co-workers

27%

Achieved results

38%

 

During the last team coaching session, participants analyzed which expectations were achieved and which were below their expectations.

They recognized improvements in the following:

  • Satisfaction for participating and delivering results through a strategic project that challenged their assumptions
  • Awareness of leadership strengths and weaknesses and learning process for competencies development
  • Interdisciplinary team performance
  • Change management
  • Market understanding
  • Customer service orientation
  • Strategic thinking
  • Commitment to explore business alternatives
  • Global potential
  • Celebration of initial results
  • Clarification of implementation plans

Expectations not met included the following:

  • Participation of some team members
  • Co-ordination and support from some sponsors
  • Some projects did not achieve the required level of results
  • Time spent on each project

Suggestions for improving the learning process included the following:

  • Clarify objectives of strategic initiatives earlier
  • Develop common vision for each project
  • Identify resources required for each initiative
  • Identify empowerment levels required to speed up the change process
  • Increase the interaction among top management and middle management

Celebration

Top management suggested keeping track of the level of progress and making a formal evaluation of each team in order to award a symbolic prize to the best team. This helped organization leaders reinforce awareness, feedforward, and recognition skills, and team members appreciated and enjoyed the process.

Follow-up

Though the merge with T-Systems affected the expected implementation, most teams are applying their strategic initiatives according to the action plans. Top management will initiate the next collaborative research cycle and has identified specific coaching needs for 2007. The plans have been approved to reinforce the needs of key leaders and teams in order that they continue acting on the strategic imperatives.

Coghlan, D. 2001. "Putting 'Research' Back into OD and Action Research: A Call to OD Practitioners."Organization Development Journal, 20 (1), 62-65. See also, Coghlan, D., & Brannick, T. 2001. Doing Action Research in Your Own Organization. Thousand Oaks, CA: Sage.

Goldsmith, M. Feb. 2003."Feedforward" Executive Excellence; 20, 2; ABI/INFORM Global pg. 15

This article first appeared in Business Coaching Worldwide (Fall Issue 2007, Volume 3, Issue 3). Copyright © 2013 WABC Coaches Inc. All rights reserved.

Ernesto Olascoaga(Mexico), is the founder and CEO of Grupo Visión Global (GVG), a consulting firm since 1976. With more than 30 years of experience as a business coach and consultant, Ernesto specializes in strategic change management, leadership development and process redesign for collaborative work systems. Read more about Ernesto in the WABC Coach Directory. Ernesto can be reached by email at eolascoaga@gvg.com.mx.

If you wish to reproduce this article in any material form, you must first contact WABC for permission.
7Mar/130

Entrepreneurship: A Heady Business

Posted by WABC

By Sherry Greenleaf

Transitioning skill sets from a corporate environment to owning and running one's own business takes focus and determination. Now think of "Build it and they will come" times two! Flushed with a successful first venture, this entrepreneur was inspired to create a second business which she eventually sold. Working with business coach Sherry Greenleaf, the Interview Doctor's founder Katherine Burik found her new experiences as CEO one of her most rewarding.

The Business/The Organization

Katherine Burik is a human resources professional with more than 25 years of experience growing people and strengthening organizational resources. Her career with Fortune 1000 companies seemed destined to rise with company fortunes until 2004, when she became an entrepreneur with the Interview Doctor, Inc.

The Partnership

National and local organizations were introducing topics about coaching and Katherine considered how coaching could help develop managers and supervisors at MACtac. In the midst of her search for more information, the company began a mass downsizing and she found that she needed to transition out of her corporate position. She decided to open a human resources consulting service specializing in helping others improve their job-seeking skills and win more interviews with potential employers.

Sherry had served as a human resources manager and then transitioned from a corporate position to an entrepreneurial position in the mid-nineties as a result of down-sizing. She joined a local training company and with her business partner helped to expand programs and services, which included coaching. Their joint success was a result of providing training with follow-up coaching.

Sherry invited Katherine to learn more about coaching as a way to expand services to clients who needed support and guidance through a very stressful time.

The Challenge

Katherine wanted to create an infrastructure of financial systems, programs and services, marketing, Internet presence, and business development. She quickly adapted her corporate expertise to strategic planning and finances. With a strong desire to meet the needs of a rapidly growing market, she wanted to test the marketplace to determine if her process and approach would work.

She met with her church leadership council and found that not only were some members of the church possible candidates, but there was a need in the surrounding community. This would provide the opportunity to refine and tweak her concepts. With the support of the church and community, she set up a no-fee program within her church to research her approach.

That left two components for growing a business—development and marketing—both critical to her strategic plan, but areas that Katherine needed to develop if she would be successful as an entrepreneur.

The Approach

Katherine developed a unique approach to coaching candidates that helped the candidate get the job. She found an Internet company that would build her platform and develop web pages, establishing an Internet presence, which gave the business legitimacy to candidates.

Sherry helped Katherine realize that the adage "build it and they will come" is only half right. Katherine had the website, the vision, and was paying the bills without a lot coming in. Entrepreneurship is a heady business. However, without sales, that's where it stays—in the head. Together, Sherry and Katherine worked out a plan to attract new clients that included a corporate base as well as individuals.

Sherry helped Katherine to recognize the power of networking by encouraging her to attend local professional societies and learn how to tell her story to attract clients. Through regular coaching with Sherry, Katherine set monthly goals that pushed her to rapidly apply what she learned about business development. She set specific goals for weekly networking and cold calling targets, wrote articles, and created an electronic newsletter, then set goals for follow-up. The networking through various avenues created relationships leading to referrals and eventually to new clients. Sherry encouraged Katherine, answered questions, and provided research ideas that Katherine could apply to grow the business.

The Value Delivered

Katherine derived so much pleasure out of creating one business, she developed a second one. Having a strong interest in health and wellness, and knowing how the cost of health benefits impacted bottom-line results for her organizations, she partnered with a fitness instructor and created a wellness program to increase the health and fitness of employees.

Following the model of her first new business, Katherine quickly applied many of the principles—developed a wellness program, built a website, met with healthcare professionals, attended and made presentations within her professional network, and targeted key corporate clients. The result was that she was able to successfully attract several local institutions to contract for her Health Initiative Project.

With two budding businesses, Katherine was able to leverage her expertise with two niches. Passionate about both, she developed a strong network with both markets and expanded her services by relying on Sherry's knowledge and professional relationships to develop a team of coaches that could handle the overflow for the Interview Doctor.

Sherry's coaching, feedback, and resources helped Katherine juggle both businesses and find time to spend with her active family. While both businesses were achieving financial success, the relationship between Katherine and the fitness instructor dissolved due to differences in style and direction. It took several months to end the partnership with many coaching sessions focused on communication, conflict resolution, and personal support.

Each coaching session thereafter focused on the many activities that Katherine wanted to accomplish to attract more clients. She continued to network and was successful in attracting a large recruiting firm that invited her to present at a conference. This endeavor resulted in attracting more attention to her interviewing methods.

The final result was that Katherine's expanded skills in networking and business development successfully helped her to sell the Interview Doctor.

The relationship between a coach and coachee works best when both people listen and bring their best experiences to the table. In this case, Sherry shared her own expertise and experience to coach Katherine in setting goals that moved her businesses forward much faster than would have been possible if she had worked alone.

This article first appeared in Business Coaching Worldwide (June Issue 2009, Volume 5, Issue 3). Copyright © 2013 WABC Coaches Inc. All rights reserved.

Sherry Greenleaf is the co-founder of IMPACT Training & Development, Inc., a coaching and training firm since 1995. With more than 20 years of management and business experience, Sherry specializes in helping leaders connect emotional literacy with powerful leadership. More about Sherry in the WABC Coach Directory. Contact Sherry.

If you wish to reproduce this article in any material form, you must first contact WABC for permission.
27Dec/120

Coaching for Engagement and Retention

Posted by WABC

By Beverly Crowell and Beverly Kaye

In today's tough economic times it seems pretty crazy to be talking about employee engagement and retention. If so, then crazy is what all smart managers need to be a little of right now. Today, more than ever, employees are stressed out, wigged out, and even a little freaked out by what's happening in the economy. News reports detail who is losing what, where, and when. Distracting? You bet! Intimidating to those with good jobs? Most definitely!

All employees, even the best and brightest, can't help but be affected by the economic downturn— wondering what's next, who's next, and if it will be them. In fact, the stress is thought to be greater and last longer for those who survive cutbacks. Those who are not at risk of losing their jobs have to pick up the slack created by a leaner workforce and increasing responsibilities, as well as take part in restructuring and realignment.

Organisations are spending big money in annual employee satisfaction surveys and action plans to sustain a workforce that is engaged and productive. These action plans generally create new programs, resources, changes in policy, and some measurable, short-term victories. An organization we've been in touch with recently found that lack of career development opportunities was cited by employees as a key source of dissatisfaction. A team was assembled to address the problem and as a result, a state-of-the-art career resource center was created. Great news, except for the employee who asked his boss if he could go to the center one day and heard, "You don't have time for that right now. I need you to get the work done at your desk."

For this manager and many like him, engagement and retention consists of the annual employee satisfaction survey and the "tedious" action plan that has to be created as a result. What he fails to realize is that all the best plans can and will fall short if they aren't supported. That's where coaching for engagement and retention can create a sustained and measurable difference.

According to the U.S. Department of Labor, disengaged workers cost the U.S. economy more than $300 billion annually. The task of re-engaging those who "quit and stay" falls on the shoulders of the leadership and management team. While many managers know the importance of engaging this talent, the "how" is often left up to chance.

Coaching for engagement and retention reduces the risk and empowers leaders in any organization to tap into their employees' discretionary effort and bring that energy into the workplace. When the coaching relationship is directed at these issues, it helps managers find simple, yet meaningful, ways to engage this talent beyond everyday distractions.

A skilled engagement coach must begin by understanding the unique employee engagement and retention challenges of each manager. This work is done through the manager, not directly with individual employees. If employee engagement, satisfaction, or culture surveys are readily available, the coach can work directly with the manager to study the results and identify key issues and opportunities. The good news about these surveys is that they provide a great place to begin analysis because individual managers can learn about the engagement needs of their team. They are only a start, however. The true value comes from frequent conversations. Surveys set the tone, but it's the conversations that set the direction.

Managers have a huge impact in retaining and engaging people. Employees want this relationship. They feel engaged by their work and cared for by their organisations when they are able to have open, honest, two-way conversations about their ideas, careers, motivations, and challenges. They need managers who listen to their perspectives, offer their own points of view, and provide encouragement, guidance, and opportunities. If individuals feel heard, understood, and valued by their manager, they commit more of their energy and enthusiasm.

One of the difficulties that a coach will most likely encounter is that although managers have the best of intentions, they feel that time is their enemy. Coaches must work with managers to help them realize that time isn't the enemy, but their perceptions are. The reality is that engagement builds or diminishes in every interaction between a manager and an employee. So it's often not just about doing more, but "doing with purpose." Purposeful engagement, simply put, is the ability to focus on employee talent in every interaction. It's the realization that, as a manager, you don't necessarily have to do more to engage your employees, but you need to commit to specific actions that meet the engagement needs of each employee. The ongoing challenge, however, is that what employees want or need is as different as each person, so no "one-size-fits-all" approach will work.

Once a manager accepts this responsibility, the coach can serve as a resource to generate ideas based on what managers are learning in their conversations and interactions with employees. The coach works with the manager to demonstrate the difference between engagement and performance. Managers and employees alike are accustomed to talking about performance-what engages us is a different story. Good engagement conversations can feel like you're "peeling an onion" with the objective of getting to the true motivations of each employee.

An employee wants more opportunities to learn and grow? The manager might consider the following:

  • Conduct a career conversation to learn more about their unique skills, interests, and values. Offer your perspective, discuss trends and options, and co-design a career action plan.
  • Link employees to others inside or outside the organisation who can help them achieve their professional goals.
  • Take time to mentor your employees. Share your success stories and failures. Teach organisational realities and let your employees mentor you too.

Another employee doesn't feel valued by you or the organisation? Build loyalty by trying the following:

  • Recognize employees for a job well done. Offer praise that is specific, purposeful, and tailored to each employee.
  • Notice your employees. Pay attention as you walk down the halls and say hello to them by name.
  • Get honest feedback and a clear picture of how you look to others. Do you have any high-risk behaviors that may be getting in the way of your efforts?

All your employees want to work in an environment that they love. Try implementing some of the following:

  • Have fun at work. Do something new or different, or create an environment where it's okay to laugh and smile.
  • Show enthusiasm for what you do; it will encourage others to do the same. Disengaged managers will have a tough time engaging their employees.
  • Values define what we consider to be important. The more employee values align with their work, the more they will find it meaningful, purposeful, and important. Ask your employees, "What makes for a really great day?" or "What do you need most from your work?"

So much of coaching for engagement revolves around commonsense approaches to good leadership. Alas, common sense is often uncommonly practiced. The coaching partnership can do more than provide insight to managers; it can also be the motivation managers need to do what they know should be done. Managers with engagement coaches often remark that it's the coaching that reminds them to put these commonsense strategies into practice.  Here are some examples of the actions managers in one organization implemented:

  • Helped a "disengaged" direct report open up about real concerns, which led to productive career discussions about future options and receptivity to performance improvement ideas in the sort run.
  • Conducted a series of relationship-building phone conversations with remote employees, combined with intentional in-person get-acquainted meetings when onsite to build trust and rapport with new direct report staff.
  • Conducted monthly debriefings after each closing period to identify what went well and what could be improved the next month.
  • Created motivational Monday morning e-messages to the group as a way to get the week started positively. The manager received many compliments from the team for doing this.

The true mark of success happens when managers assume the role of engagement coaches in their organizations. While managers can be the catalyst for good engagement and retention, it's the employee who must step up to identify what actions they can take to find more satisfaction in the workplace. Managers with a good handle on engagement can empower employees to take control of their own workplace satisfaction.

Engagement and retention are critical in today's workplace. If the coaching relationship goes well, it will extend beyond the individual manager and his/her team. It will impact others in the organization. Coaching for engagement and retention can create managers who think of their talent first and employees who truly commit to bringing the best of their capabilities to the organisation.

This article first appeared in Business Coaching Worldwide (June Issue 2010, Volume 6, Issue 2). Copyright © 2012 WABC Coaches Inc. All rights reserved.

Beverly Kaye, Founder and CEO of Career Systems International, is an internationally recognised authority on career issues, focusing on retention and engagement in the workplace. She is the author of Up Is Not the Only Way: A Guide to Developing Workforce Talent (Davies-Black, 2002[1997]) and the co-author of Love ‘Em or Lose ‘Em: Getting Good People to Stay (Berrett-Koehler, 2001 [1999]) and Love It, Don’t Leave It: 26 Ways to Get What You Want Out of Work (Berrett-Koehler, 2003).

Beverly Crowell, Senior Consultant for Career Systems International, specialises in the fields of employee engagement and retention, career development, and coaching. She currently provides employee engagement and retention coaching to senior leaders in the healthcare and food service industries.

Contact the authors.

If you wish to reproduce this article in any material form, you must first contact WABC for permission.