BR Feb 2008 Issuu

Carrots!!Move your

people

www.brilliantpublishing.com

$10.00February 2008

plus

Less is Better and the Power of Purpose

™

Feb Cover.indd 1 1/29/08 4:52:14 PM

creo

ASI l 95280 W l www.warwickpublishing.com Contact your local Promotional Products Distributor

make a date with success!

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4 Brilliant Results | February 2008 www.brilliantpublishing.com

Vol. 5, No. 02

Cover Story8 Carrots!!Brilliant Results’ interview of Chester Elton, best selling author and a motivation and employee recognition expert, offers a unique perspective on the value of recognition.

40 Less is Better

Discover why, when it comes to creating a powerful exhibit, the old saying, less is better, has never been truer.

By: Barry Siskind

Departments

6 Publisher’s Letter

28 Meet the Manufacturer

A one on one with leading suppliers/manufacturers in the promotion and incentive industries.

46 Advertising Index

Get FREE information from this month’s advertisers.

47 Off the Cuff

Quotes & Trivia to make you think about success and failure.

48 The Last Word

Brilliant Results speaks with Rick Blabolil, President of the Incentive Marketing Association, about motivation and incentives.

Columns

20 Creative Motivation Techniques

Implement these motivation techniques for brilliant results. By: Dr. Peter Tarlow

34 When the Human Resource Department Gets Involved...

Tips to help HR departments avoid some costly mistakes when they initiate, develop, launch and implement an effective all-employee reward program. By: Arnold Light, CTC

36 How to Deal with Difficult Interviewees

Review these proven tactics for dealing with four difficult interviewee types. By: Dave WIllmer

38 It’s All Personal

Would you risk your life to save another? Why? Read and discover why depending on the motivation, you just might. By: Dave Ribble

42 The Power of Purpose: Promotional Items That Work

Selecting promotional items is an art and a science. FInd out why the “Crack Meter” is the perfect example of a successful promotional merchandise choice. By: Susan A. Friedmann, CSP

44 Passionate Leadership

The Workaholic By: Barton Goldsmith, PhD.

in this issue February 2008

8

60

20

™

Features16 Awarding & Recognizing

Human Resources

R.S. Owens & Company provides this case study of the success achieved by companies receiving the “Great Workplace” award. By: David Kogan

18 Innovation Through Accidents and “Controlled Chaos”

Most innovations and breakthroughs come from mistakes, serendipity, false starts, set backs, and misapplications. Learn how your organization can avoid missing these opportunities. By: Jim Clemmer

22 Expand Your Promotional Possibilities Through “Use Re-Invention” Thinking

With a little creative thought, you can take a product that is intended for one purpose and turn it into a marketing multi-tasker. By: Michael Merrick Crooks

24 Treating the Customer Dissatisfaction Epidemic: How to Go Beyond Simply Masking the Symptoms

Learn how to get to the source of the epidemic and treat its cause rather than merely mask the symptoms. By: John Di Francis

30 Incentive Benefits in Today’s Workplace

Follow these suggestions when you design and implement a program so that it is built with a reward that creates a “real” value within the employee. By: Mary English

contents

ToC_04.indd 2 1/28/08 9:02:26 PM

D I S C O V E RW W W . R S O W E N S . C O M

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6 Brilliant Results | Febuary 2008 www.brilliantpublishing.com

publisher’s letter

Brilliant Publishing LLC9034 Joyce Lane

Hummelstown PA 17036Ph: 717.571.9233Fax: 717.566.5431

Publisher/ AdvertisingMaureen Williams

[email protected] 541-788-5022

EditorialEditor in Chief MaryAnne Morrill

Senior Editor Michelle Donofry

Style Editor Charity Plata

Asst. Editor Mildred Landis

Contributing Writers

Jim Clemmer, Michael Merrick Crooks, John DiFrances, Mary English,

Susan A. Friedmann, CSP, Barton Goldsmith, PhD., David Kogan, Arnold Light, CTC,

Dave Ribble, Barry Siskind, Dr. Peter Tarlow, Dave Willmer

Production/DesignArt Director Jami Hubbard

Brilliant Results is published monthly by Brilliant Publishing LLC, 9034 Joyce Lane Hummelstown PA 17036 (717) 608-5869; Fax# (717) 566-5431. Postage paid at Mechanicsburg PA and additional offices. POSTMASTER please send address changes to Brilliant Results, 9034 Joyce Lane, Hummelstown PA 17036. Volume 5. Number 02. Brilliant Results subscription rates: one-year $120; Canadian $160 USD; one-year foreign $225 USD. All subscriptions are non-refundable. Copyright © 2008 Brilliant Publishing LLC. All rights reserved. The publisher reserves the right to accept or reject any advertising or editorial material. Advertisers, and/or their agents, assume the responsibility for any claims against the pub-lisher based on the advertisement. Editorial contributors assume responsibility for their published works and assume responsibility for any claims against the publisher based on published work. No part of this publication can be reproduced in any form or by electronic or mechanical means, including information storage and retrieval systems, without written permission from the publisher. All items submitted to Brilliant Results become the sole property of Brilliant Publishing LLC. Editorial content does not reflect the views of the publisher. The imprints, logos, trademarks or trade names (Collectively the “Marks”) displayed on the products featured in Brilliant Results are for illustrative purposes only and are not avail-able for sale. The marks do not represent the implied or actual endorsement by the owners of the Marks of the product on which they appear. All of the Marks are the property of the respective owners and is not the property of either the advertisers using the Marks or Brilliant Results.

Publisher’s Letter

brilliantresultsTM

ORGANIZATION…I love it! I must admit I have a bit of an obsession with cleanliness and organization. I buy any and every self help organizing book or maga-zine I see…after all I am certain someone out there has “the secret” and it is going to work for me once and for all. That in and of itself is the problem, well that and the time it takes to get and stay organized. Let’s face it there are those of us who are constantly challenged by chaos and clutter. I don’t necessary like it but I live with it until it takes over then I buy a new book and learn a new “system” of organization. Last month I am embarrassed to admit I bought a new computer. Why? Well primarily because my old com-puter was too slow…maybe because I never delete anything and have 30 or more things opening when I turn on the computer…oops! But, I am certain that the magazine and my publishers’ letter will be more brilliant in 2008 due to my investment. I also bought “Unclutter Your Mind” and “Organize Yourself” …they should give me some new ideas and systems to use to get that uncluttered clean organized desk!

Here at Brilliant Results magazine we are always searching for that right product or idea that will super charge your marketing and brand-ing efforts and help your organization cleanup when it comes to the bottom line! This issue is no different...we decided to look at trend watching and its potential impact on the way business is done. We also included a few up and coming trends that might inspire as well as sev-eral articles packed with suggestions on how to make 2008 a more pro-ductive year whether you are evaluating your promotional merchandise or reviewing your incentive programs. Who couldn’t use a little help from time to time to better themselves? (PS: I also had them include an article on organization.)

As we strive to bring you a better magazine we must not forget to say Thank you to all the suppliers that support our efforts and you our readers who make it all worth while. I love a challenge and 2008 will be even better the 2007! I am certain of it! Let me know what you think, what you like what you don’t like and hey if you have an idea or 2 that could make us a better resource for you let me know that too. We can only improve with your help.

For me I’m off to organize my desk and get ready for 2008 with a clean slate!

Hard to believe that another year has come and gone…where does the time go? Until next time…always remember to…

Have a Brilliant Day!

Maureen [email protected]

Brilliant Publishing LLC9034 Joyce Lane

Hummelstown, PA 17036Ph: 717.571.9233Fax: 717.566.5431

PUBLISHER / ADVERTISING


541-788-5022

EDITORIAL

Editor in ChiefMaryAnne Morrill

Senior EditorMichelle Donofry

Style EditorCharity Plata

Asst. EditorMildred Landis

CONTRIBUTING WRITERSMichael Merrick Crooks, Susan A. Friedmann, CSP,

GiftCertificates.com, Barton Goldsmith, PhD., Maria Gracia, Arnold Light, CTC, Bill Nissim,

Dave Ribble, Ed Rigsbee, CSP, Dr. Peter Tarlow, Trendwatching, Dave Willmer

PRODUCTION / DESIGNArt DirectorPercy Zamora

Brilliant Results is published monthly by Brilliant Publishing LLC, 9034 Joyce Lane Hummelstown PA 17036 (717) 608-5869; Fax# (717) 566-5431. Postage paid at Mechanicsburg PA and additional offices. POSTMASTER please send address changes to Brilliant Results, 9034 Joyce Lane, Hummelstown PA 17036. Volume 4. Number 12. Brilliant Results subscription rates: one-year $120; Canadian $160 USD; one-year foreign $225 USD. All subscriptions are non-refundable. Copyright © 2007 Brilliant Publishing LLC. All rights reserved. The publisher reserves the right to accept or reject any advertising or editorial material. Advertisers, and/or their agents, assume the responsibility for any claims against the publisher based on the advertisement. Editorial contributors assume responsibility for their published works and assume responsibility for any claims against the publisher based on published work. No part of this publication can be reproduced in any form or by electronic or mechanical means, including information storage and retrieval systems, without written permission from the publisher. All items submitted to Brilliant Results become the sole property of Brilliant Publishing LLC. Editorial content does not reflect the views of the publisher. The imprints, logos, trademarks or trade names (Collectively the “Marks”) displayed on the products featured in Brilliant Results are for illustrative purposes only and are not available for sale. The marks do not represent the implied or actual endorsement by the owners of the Marks of the product on which they appear. All of the Marks are the property of the respective owners and is not the property of either the advertisers using the Marks or Brilliant Results.

262467 Brill492

www.bril l iantpublishing.com

Everyone likes to be recognized, and the team here at Brilliant Results is no exception. Our conversations with distributors and suppliers and their recognition of the positive results we are creating in the promotion and incentive industry was revitalizing. After the Promotional Products EXPO in Las Vegas, we are motivated! Motivated to continue to bring you the information your organization needs to build relationships and find the resources to create marketing, brand building and incentive programs that deliver brilliant results.

These experiences make this month’s issue on motivation and recognition all the more timely. Often, it is only after receiving that ‘pat on the back’ that we realize how important and motivating recognition can be. This would come as no surprise to Chester Elton, recognition expert and firm believer in the Carrot Principle. Read our cover story to find out more about the power of recognition and the Carrot Principle. Followed by a case study from R. S. Owens & Company, better known as the company that makes The Oscar®, which illustrates the power of the Gallup International “Great Workplace” award. In columns ranging from It’s All Personal to Creative Motivation Techniques, to Incentive Benefits in Today’s Workplace, to When the Human Resources Department Gets Involved…our outstanding group of contributing writers address the dynamic power of motivation and recognition.

If you are looking to jumpstart your creative juices consider Innovation Through Accident and “Controlled Chaos” or, Expand Your Promotional Possibilities Through “Use Re-Invention” Thinking. For those readers planning to exhibit, Less is Better, and The Power of Purpose: Promotional Items, could be just the information you need. For customer dissatisfaction problems do miss reading about how to treat this epidemic or check out the article on handling difficult interviewees if hiring is in your future. We know Brilliant Results is hard to put down this month, but by all means don’t become A Workaholic. Take time to give and receive those ‘pats on the back’ and remember to always…

Have A Brilliant Day,

™


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A co-founder of The Carrot Culture Group, a division of the O.C. Tanner Company, Chester Elton has spoken to delighted audiences from Seattle to Singapore and from Toronto to Istanbul Turkey. Brilliant Results had the enjoyable opportunity to hear Chester speak at a luncheon during last year’s ITME Motivation Show in Chicago. Perhaps best known for the information contained in his and Adrian Gostick’s New York Times and Wall Street Journal bestseller, The Carrot Principle by Simon & Schuster, Chester’s books have been translated into over 20 languages and have sold more than half a million copies worldwide. Another Carrot book bestseller, The 24-Carrot Manager has been called a “must read for modern-day managers” by Larry King of CNN. In 2006, The Invisible Employee, from John Wiley & Sons also made the New York Times Best-seller list.

As a motivation and employee recognition expert, Chester has been featured in the Wall Street Journal, Washington Post, Fast Company magazine, and the New York Times, and has been a guest on CNN, Bloomberg Television, ABC “Money Matters” MSNBC and on National Public Radio. In 2005 he was the highest rated speaker at the National Society for Human Resource Management annual conference (Bill Cosby was the number two rated speaker). Chester also serves as a recognition consultant to Fortune 100 firms such as DHL, KPMG, Wal-Mart and Avis Budget Group.

A sought-after speaker and recognition consultant, Chester is the senior vice president of the Carrot Culture Group with the O.C. Tanner Company, the world’s premier provider of employee recognition solutions. The company has been named as the overall category winner of Incentive Magazine’s 2007 Platinum Partner Awards in the area of Corporate Gift Services. For the third consecutive year, more than 40,000 readers of Incentive Magazine have selected O.C. Tanner as the standard of excellence as an incentive industry supplier. The Platinum Partner Award has become the benchmark for achievement in the areas of employee motivation, corporate gifting and travel. Winners are selected based on the motivational appeal of the product line, customer service and speed of fulfillment, and the degree of promotional support and customization opportunities.

The Carrot Culture Group also offers recognition training, because according to a 2005 survey of 30,000 employees by The Jackson Organization, firms that are effective at “recognizing excellence” realize more than three times greater financial returns than organizations that are ineffective at recognition. To drive those types of results, The Carrot Culture Group training takes leaders, managers and line supervisors through three 2-hour to half-day training sessions — typically over an 18-month to 2-year period. By the end of the training suite, managers are

well equipped to set clear goals, see the right behaviors and celebrate milestones and achievements.

CARROTS!!

carrots 8_9_10_12_14.indd 2 1/28/08 7:24:05 PM

www.brilliantpublishing.com February 2008 | Brilliant Results 9

Q&A with Chester Elton

A co-founder of The Carrot Culture Group, a division of the O.C. Tanner Company, Chester Elton has spoken to delighted audiences from Seattle to Singapore and from Toronto to Istanbul Turkey. Brilliant Results had the enjoyable opportunity to hear Chester speak at a luncheon during last year’s ITME Motivation Show in Chicago. Perhaps best known for the information contained in his and Adrian Gostick’s New York Times and Wall Street Journal bestseller, The Carrot Principle by Simon & Schuster, Chester’s books have been translated into over 20 languages and have sold more than half a million copies worldwide. Another Carrot book bestseller, The 24-Carrot Manager has been called a “must read for modern-day managers” by Larry King of CNN. In 2006, The Invisible Employee, from John Wiley & Sons also made the New York Times Best-seller list.

As a motivation and employee recognition expert, Chester has been featured in the Wall Street Journal, Washington Post, Fast Company magazine, and the New York Times, and has been a guest on CNN, Bloomberg Television, ABC “Money Matters” MSNBC and on National Public Radio. In 2005 he was the highest rated speaker at the National Society for Human Resource Management annual conference (Bill Cosby was the number two rated speaker). Chester also serves as a recognition consultant to Fortune 100 firms such as DHL, KPMG, Wal-Mart and Avis Budget Group.

A sought-after speaker and recognition consultant, Chester is the senior vice president of the Carrot Culture Group with the O.C. Tanner Company, the world’s premier provider of employee recognition solutions. The company has been named as the overall category winner of Incentive Magazine’s 2007 Platinum Partner Awards in the area of Corporate Gift Services. For the third consecutive year, more than 40,000 readers of Incentive Magazine have selected O.C. Tanner as the standard of excellence as an incentive industry supplier. The Platinum Partner Award has become the benchmark for achievement in the areas of employee motivation, corporate gifting and travel. Winners are selected based on the motivational appeal of the product line, customer service and speed of fulfillment, and the degree of promotional support and customization opportunities.

The Carrot Culture Group also offers recognition training, because according to a 2005 survey of 30,000 employees by The Jackson Organization, firms that are effective at “recognizing excellence” realize more than three times greater financial returns than organizations that are ineffective at recognition. To drive those types of results, The Carrot Culture Group training takes leaders, managers and line supervisors through three 2-hour to half-day training sessions — typically over an 18-month to 2-year period. By the end of the training suite, managers are

well equipped to set clear goals, see the right behaviors and celebrate milestones and achievements.

“The Carrot Principle” presents results based on one of the most extensive management studies ever undertaken, of 200,000 people. Then the book lays out a practical plan for how managers can utilize these findings to engage employees, providing some 125 ideas for recognizing workers culled from hundreds of interviews with managers around the world.

This exhaustive research provided some fascinating statistics:

65 percent of North Americans report that they •weren’t recognized at all last year; and 79 percent of people who leave an organization report a “lack of appreciation” as a key reason.

Of the people who report the highest morale at •work, 94.4 percent agree that their managers are effective at recognition. In contrast, the majority of employees who report low morale gave their manager a failing grade on recognition.

The organizations that most effectively recognize •excellence have a return on equity (a measure of a company’s profitability) that is more than triple that of those that do so the least.

Chester Elton and Adrian Gostick

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Recent studies show that job satisfaction in America’s workforce is at an all-time low. Unprecedented numbers of people are going to work each day feeling unmotivated and disengaged. Far and away the most significant uncalculated expenses in corporate America are disengagement and turnover. Some experts estimate that to replace a departing staff member costs up to a stunning 250% of that person’s annual salary. It’s a lose-lose situation for workers and employers.

Chester Elton has been helping organizations overcome these problems for the past 15 years. Based on his expertise, Brilliant Results was delighted to have the opportunity to interview Chester for this motivation/recognition-focused issue.

BR: What inspired the idea of ‘Carrots’?

CE: When Adrian Gostick, my co-author, and I were trying to write our first book, we had a terrible time coming up with a title. Nothing seemed to work. So I asked my friend Greg Blonder if he had any ideas. Greg is without question the smartest guy I know, and I thought if I could get him thinking about it we would be in good shape. Sure enough after a day or two he came back with the title for the first book, “Managing With Carrots”.

The Carrot theme stuck and we have been using it ever since. What has also been great is the fact that as we have traveled the world the idea of the Carrot vs. the stick seems to be quite universal and has translated into our foreign translations very well. Thanks again Greg!

BR: What is a Carrot Culture and why is it important?

CE: A Carrot Culture is a business culture that recognizes and celebrates the contributions of its employees. It is a culture that uses recognition to accelerate great business results.

In our latest book “The Carrot Principle” (Simon & Schuster 2007) the data is incontrovertible that organizations that recognize and reward excellence have better financials. Recognition isn’t just a nice thing to do, it has become the critical ingredient for long term retention, engagement and productivity of a company’s most important asset: people.

BR: How does an organization or manager develop a Carrot Culture?

CE: Top leaders are ideally engaged in recognition plans. When line managers see the big bosses presenting awards and giving praise and recognition it sets the tone for the entire organization.

BR: Based on your experience, what are the most important keys to a successful motivation – Carrot Culture – program?

CE: First, have top leadership support and involvement.

Second, clearly communicate what you are trying to accomplish.

Third, link recognition to your core values — whether customer service, on time delivery, market value growth, innovation, or so on.

Fourth, make sure you fund real programs and train all your managers to ensure success.

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TRAVEL PRODUCTS

Coming Soon...

S p r i n g C o l l e c t i o n

To locate a distributor near you, call877 610 1444

Untitled-1.indd 1 8/31/07 12:49:10 PM



And fi nally, track the results and adjust accordingly.

If the message is strong, the leadership committed, the money made available for real awards and training, and measurement in place, your chances of success skyrocket.

BR: What are the secrets to keeping a Carrot Culture alive over the long haul?

CE: This is stuff your mother taught you—be frequent, specifi c and timely in your praise and recognition. This is common sense, uncommonly practiced. Success for a Carrot Culture is having a plan, being consistent and patient.

The plan is laid out in our Recognition Effectiveness Model (page 178 of the Carrot Principle). You must Measure, Assess, Design, Train and Execute. Set measurable goals around engagement, turnover and productivity. Assess where you are and what needs to be done. Design your programs around your core values and specifi c behavior you want to reinforce. Train your leaders on how to use these programs and then Execute. Be patient. Building a tradition takes time, but the results will be worth it.

BR: Have you found in your research that a high percentage of managers recognize their people? If not, what is the reason for a lack of recognition?

CE: Our research shows that most managers do not use recognition on a regular basis. Some 74% do not use recognition for one reason or another. And yet the 26% who do recognize frequently run the most productive, profi table teams with the lowest employee turnover and highest customer satisfaction.

Most managers don’t know how to recognize properly in their organization. They aren’t sure of the rules and regulations or if they have a budget to cover the expenses. And they use the old stand-by

excuse, “I don’t have time!” We all use that one when we really don’t want to do something.

Here is where training, again, becomes so important. When a manager or leader is promoted it is key that they understand all of the tools that can be used to build a great team, to engage and motivate their people, and what is appropriate in their company. Successful organizations train their managers on Why recognition is important, How to do it well, and then how to Create these important recognition events on a regular basis. They also have a way to track usage and continue to coach these leaders over time.

BR: Is a Carrot Culture cost effective?

CE: If you look at the impact that Carrot Culture has on turnover alone you can see how cost effective it can be. At global fi nancial giant KPMG, leaders found that employees who regularly received some kind of public appreciation were twice as likely to stay as those who had not received any recognition within a given year

In the war for talent, a retention strategy is crucial if you are going to compete. Once you fi nd a great employee

excuse, “I don’t have time!” We all use that one when we really don’t want to do something.

Here is where training, again, becomes so important.

BR: Is a Carrot Culture cost effective?

CE: If you look at the impact that Carrot Culture has on

In the war for talent, a retention strategy is crucial if you

carrots 8_9_10_12_14.indd 6 1/28/08 7:28:00 PM

you had better have a plan to keep her, because someone else, usually a competitor, does. Nothing says, “Please stay” like a carrot!

BR: How would you recommend that promotional or incentive products be incorporated into a recognition/motivation program?

CE: Promotional and incentive plans are wonderful in creating frequency and excitement in the workplace. Again, we have a rule of three that we teach leaders in our training, it is quite simply:

1. Frequent

2. Specifi c

3. Timely

People have a need to be recognized and appreciated on a regular basis and when managers have incentive plans and promotional programs it gives them tools to reward and recognize frequently. These plans are also very specifi c in their scope and so it keeps managers on track as to why they are rewarding their people. Rewards can very quickly become irrelevant if they are too general in scope. And fi nally, the closer the reward to the actual behavior or event the more likely it will be repeated. If you wait until the end of the quarter or for the year end banquet to reward and recognize you will have lost all the impact.

BR: Do you remember the last promotional/incentive item that you received and the reason you received it?

CE: Yes! It was a wonderful orange watch! Because of the Carrots brand, orange has become my favorite color. It was a reward for being invited to our senior leadership meetings in Florida last year. It is a wonderful reminder of being with the best thought leaders in our organization. It is very cool and a great reminder that I want to be there again next year. I wear it every day.

BR: Do you have any fi nal thoughts or advice for our readers?

CE: Recognition really is the right thing to do. To reward and recognize the hard work people put in every day in your organizations will not only accelerate your business results but it is a very civilized way to manage. You will leave a strong legacy and have a thriving business.

We know this in our personal lives and sometimes we just forget that it is critical to do at work as well.

If you want to build a great team, use Carrots.

If you want to retain and engage your best people, use Carrots.

But don’t forget to use it in your personal lives too. Write a letter to your son or daughter and tell them how much you appreciate them! Drop a note to your mom & dad. Pick up the phone and call an old friend and tell them how much they have meant to you. It’s fun, it works and it’s just the right thing to do.

Thanks! Chester

And thank you Chester for an excellent and informative interview; because as you know, “It’s never the money that makes a person feel like a million bucks – it’s the praise.”

For more information, please visit www.carrots.com.



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case study

Awarding & Recognizing Human ResourcesProvided By: David Kogan, R. S. Owens & Company

Challenge:

The distributor had a customer in the human resources market who wanted to create an award to recognize companies for their extraordinary ability to create engaged and productive workplace cultures. The award recipients were based on exhaustive research, rigorous criteria and the evaluation of workplace experts. The end user wanted to create a new award that would go to each company and then also wanted to create a smaller award that would have components of the main award that would be handed out to the key people that helped the company achieve the “Great Workplace” status. Twelve com-panies, including Starbucks, Wells Fargo and Marriott were honored in 2007.

Solution:

R. S. Owens’ creative team developed an award that consists of two compo-nents. The top design features twelve etched crystal planes, layered to convey the kinetic energy of an engaged workforce. The crystal sits atop a concave-shaped pedestal comprised of polished silver-plated legs and a satin fi nish front display. Each company that received the award had their logo and com-pany name displayed on it above the name of the award which are engraved on the front.

Result:

The project was very well received, completed early so that the awards could be presented at an awards ceremony. The end user was so pleased with the award and the process of making their award that they had our in-house pho-tographer capture the making of their awards in still photographs that they used in a presentation at the award ceremony. Each company that received the award used an image of the award to create their own advertising thanking the Gallup Organization for honoring them with this accolade.

Since 1938, R.S, Owens & Company has been producing many of the world’s most prestigious and coveted awards. With a fi rm commitment to creativity, quality and craftsmanship, R.S. Owens has grown into the largest manufacturer of premier awards in the world. The Oscar®, Emmy®, Clio® and MTV Video Music Awards® highlight the expansive list of honors produced by R.S. Owens. Information on the company may be found at www.rsowens.com.

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NAHB BUILDING AWARD WINNERS 16The Best Marketing Campaign- Green

Built Community. By: Green Built Home and

Kaya Richmond, MABA

AZZURRA WINS GOLD 17This 19-story residential high-rise / art

museum was given the highest honor in two categories.

By: Intercommunications Inc.

10 REASONS WHY ACCELERATING IS WORTH IT 18

The final section to ‘Why Accelerating Is Work’ series.

By: Dan Coughlin

THE MARKETING TOOL THAT WILLCHANGE YOUR BUSINESS

RELATIONSHIPS FOREVER! 30“Don’t send another email until

you have read this article.”BY: MDC GROUP

Contents

8

18

30

columns

COVER STORY 8CORPORATE CASUAL...FALL APPAREL PREVIEW

A showcase of the latest fall apparel.

TMbrilliant resultsVol. 4, No. 08

features departmentsMOTIVATE OR… 36

A must read to see why you need to attend the upcoming

Motivation Show.

RETENTION ATTENTION: KEEPING THE FOCUS ON KEEPING

YOUR BEST EMPLOYEES 38By: The Creative Group

IT’S ALL PERSONAL 40The shotgun approach to your

marketing and promotion mightneed to be revisited.

By: Dave Ribble

TRADESHOWS OFFER PRIMEOPPORTUNITY TO TRACK

TARGET AUDIENCE CHANGES 42 By: Susan A. Friedmann,CSP

PASSIONATE LEADERSHIP 44Dr G’s Principles

By: Barton Goldsmith, PHD

ADVERTISING INDEX 46Get FREE information from this

month’s advertisers

THE LAST WORD 48Brilliant Results spoke with Michael

Kroth, an Assistant Professor at the University of Idaho in

Adult and Organizational Learningabout his latest book,

The Manager as Motivator.

OFF THE CUFF 47Money Trivia

YOU CAN UNDERSTAND YOURTARGET AUDIENCE BY

UNDERSTANDING ROI 24By: Arnold Light, CTC

MARKETING AUDIT RESULTS 26Learn the ins and outs

of a marketing audit.By: Jeffrey Dobkin

SUCCESS STORIES 34Make an Impact on the Market…

Not on the PlanetBy: Stephan Bergill

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At their outset, many were unrecognized and unwanted. Innovations, breakthroughs, and major changes often come from unpredictable chaotic, and random events. That’s why the accuracy record of economists and planners’ confi dent and logical-sounding projections and predictions is so abysmal. It’s amazing how the same people who laugh at fortunetellers often take these elaborate plans and projections seriously.

Yet when innovative opportunities knock, many managers are in their backyard looking for four-leaf clovers. But if someone who can’t count fi nds a four-leaf clover, how lucky is he or she? The editor and author, Elbert Hubbard, observed, “A failure is someone who has blundered, but is not able to cash in the experience.” Most managers fail to cash in on unexpected opportunities.

There seem to be two core reasons for that. First, they don’t recognize the failure, set back, chance event, unexpected offer, or new wrinkle as a potential innovation they could cash in. That’s

often because they haven’t progressed to the empathic level of customer and partner listening and understanding. They take the market or customers at face value. They’re only looking at today’s data or current performance gaps. These near-sighted managers can’t see beyond what is to what could be.

A second reason many managers fail to cash in on unexpected opportunities is because there’s no effective process for doing so. If it’s not in the offi cial development plans or budgets, the unhatched potential innovation has no place to incubate, break out, and grow. That brings us to the innovation paradox: Random, chaotic, and unpredictable innovations need a stable management system and process to nurture the growth and development of “lucky breaks.”

As a long time student and practitioner of innovation, I still fi nd James Brian Quinn’s classic Harvard Business Review article one of the most useful on the topic. The title of the article says it all: “Managing Innovation: Controlled Chaos.” It’s a perfect description of the management-

“”

Innovation Through Accidents and “Controlled Chaos”

By: Jim Clemmer

We need a new way of thinking about our problems and our future. My suggestion is the management of paradox, an idea which is itself a paradox, in that paradox can only be ‘managed’ in the sense of coping with. Manage always did mean ‘coping with’ until we purloined the word to mean planning and control. — Charles Handy, The Age of Paradox

Mark Twain, once said, “Name the greatest of all inventors. Accident.” He was right. Most innovations and breakthroughs come from mistakes, serendipity, false starts, set backs, and misapplications. Many innovations were unplanned and unexpected.

clemmer.indd 2 1/26/08 9:33:32 PM


“”

leadership balance found in highly innovative teams and organizations. Controlled chaos aptly describes the unstable and stable, unplanned and planned process of successful innovation.

Strategic Opportunism and Organizational Learning

The universe is full of magical things patiently waiting for our wits to grow sharper. — Eden Phillpotts, early 20th century British novelist

In his article on “Crafting Strategy,” Henry Mintzberg provides a good insight to how strategies and innovative actions evolve and compliment each other in top-performing organizations: “Out in the fi eld, a salesman visits a customer. The product isn’t quite right, and together they work out some modifi cations. The salesman returns to his company and puts the changes through; after two or three more rounds, they fi nally get it right. A new product emerges, which eventually opens up a new market. The company has changed strategic course.”

But in most organizations that salesman would be told to get back out and “do his job” by selling the customer the original product or some high priced add-on or support service. If he did make modifi cations, he’d be shot for not following the standardized process. In other cases, he’d be told to submit a Product Modifi cation Input Solicitation form sending copies to product development, strategic planning, and three other committees to review. His regional manager would need a copy attached to his Call Report explaining where, when, who, why, and how he was spending each day of his time.

Successful strategies and innovations that evolve and cash in on unexpected problems or opportunities are part of a dynamic, organization learning process. Experiences, expertise, ideas, market and customer shifts, feedback, input and the like shape the emerging strategies and point the way to innovation pathways.

Jim Clemmer’s practical leadership books, keynote presentations, workshops, and team retreats have helped hundreds of thousands of people worldwide improve personal, team, and organizational leadership. Visit his web site, www.clemmer.net, for a huge selection of free practical resources including nearly 300 articles, dozens of video clips, team assessments, leadership newsletter, Improvement Points service, and popular leadership blog. Jim’s fi ve international bestselling books include The VIP Strategy, Firing on All Cylinders, Pathways to Performance, Growing the Distance, and The Leader’s Digest. His latest book is Moose on the Table: A Novel Approach to Communications @ Work.

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Creative Motivation Techniques

By: Dr. Peter Tarlow

A common complaint among business leaders is that, despite their best efforts, those who serve the public often lack motivation to provide good service. Even in service-oriented industries such as tourism, customers too often report that they felt more like the “enemy” than the “honored” guests. To add to motivational challenges, employees who are part of the millennium generation often have a sense of entitlement and may lack a sense of corporate loyalty. These younger employees do not see careers but rather jobs. This willingness to jump from position to position means that business leaders need to find creative ways to motivate their employees if they hope to get brilliant results.

To get brilliant results from your employees, consider some of these motivation techniques:

• Be a manager and not a boss!

Your job is to direct, manage and inspire your workers, not to boss them around. A major cited reason for employee lethargy is the feeling that bosses see their employees merely as “commodities” to be bought (hired) and sold (fired) at will. For example, when employees are only criticized for what they fail to do rather than what they accomplish, motivation often falls. Employees serve the public best when they are recognized not only for going beyond the call of duty but also are appreciated for simply well-serving the public on a daily basis.

• Be where the action is.

It is impossible to solve a problem (or even know that the problem exists) if you are not where your customers (guests) are experiencing your service. If you run a hotel, spend time in the lobby, with the doormen, and in the kitchen. Be where the “event’ is taking place, there is no substitute for observation.

• Use travel as a motivator.

With the higher cost of fuel, many younger people would prefer a trip to a raise. Provide incentive travel that includes transportation, hotel and basic meals. In most cases business executives will discover that the cost of the trip will be small in comparison to the profits earned.

• Have Fun.

Today’s workers do not want to work at something that they do not enjoy. Getting employees to enjoy their workplace environment is one of the best motivational tools. Encourage everyone, including yourself, to laugh and lighten up. When dealing with a difficult customer, think of yourself as being secretly recorded for a television program such as “Candid Camera!” Remember that managers too need to have fun.

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• Hold a Party!

Do not get together with your employees only during crises. As a means to encourage good service, why not hold special morale uplifting parties? Remember the more fun people have at work, the lower the absenteeism is going to be and the better the service we will all give to the traveling public.

• Congratulate, Congratulate, Congratulate!

The number one motivational tool is make people feel that what they are doing is worthwhile. Congratulate employees by word-of-mouth, written notes, promotions, or at public meetings. Do not forget to congratulate yourself from time to time. We all need praise, even the boss.

• Motivate by improving a little every day.

You will not solve every problem overnight. If you demand too much too soon, you will be dealing with frustration and low employee morale. Service providers are people too. Set your goals in the form of a journey and not as a destination, then sit back and enjoy the journey.

Dr. Peter Tarlow is a founder and president of Tourism & More Inc. Dr. Tarlow has appeared on National televised programs such as Dateline: NBC and on CNBC. Dr. Tarlow organizes conferences around the world dealing with visitor safety and security issues and with the economic importance of tourism and tourism marketing. He also works with numerous cities, states, and foreign governments to improve their tourism products and to train their tourism security professionals.

For additional information visit www.tourismandmore. Dr. Tarlow can be reached via email at [email protected] or by telephone at 979-764-8402.


E-mail is an easy, effortless way to reach multiple people at once. It has the added advantage of being free. However, this is one case where you clearly get what you pay for: you’re running a huge chance of your e-mail being deleted unread — if it isn’t flagged as ‘junk’ by the company’s spam filters. Your target audience may never get a chance to lay her eyes on your e-mail message.

This leaves us with direct mail. Combining the best of both worlds, mailings offer the ability to reach several people at once in a fashion that’s effective and polite: you’re bringing your attendee valuable information without forcing them to adhere to your schedule the way a telephone call does.

I’m particularly fond of post-cards. Colorful, distinct and to the point, postcards can serve a num-ber of functions:

with bright colors and eye catch-ing graphics

-cise fashion

your exhibit

the customer relationship

of your marketing message for the event

To be effective, postcards must:

there is absolutely no sense in send-ing out a mailing that will not arrive until after the show is over

motivates your attendees to visit the booth Ensure your success by making pre-

show promotion part of your trade-

key customers and hot prospects before the event may take a little

additional time and effort, but you’ll

Susan A. Friedmann, CSP, The Tradeshow Coach, Lake Placid, NY, is an internationally recognized expert working with companies to

increase their profitability at trade-shows. Author: “Riches in Niches: How to Make it BIG in a small Market” (May 2007) and “Meeting & Event Planning for Dummies.” For more information visit www. thetradeshowcoach.com.

www.bril l iantpublishing.com www.brilliantpublishing.com January 2008 | Brilliant Results 31

How? There are many possibilities. One exhibitor featured the Dallas Cowboy Cheerleaders in his booth. Another had an exciting multimedia presentation on a revolutionary new type of technology. An instrumentation manufacturer employed a magician to perform at his display. A major defense manufacturer hired a quick-draw fighter to teach people how to use a six-shooter (with blanks, of course!).

Once you’ve invented an event (one that generates real excitement but also ties in with your product or theme), make this the feature subject of your mailer. Just as publishers win subscribers by featuring a free gift or a price discount, a successful trade show mailing features the “gimmick” rather than the exhibit itself. For example, a mailing designed to draw people to the gun-fighter exhibit might read, “MEET THE WEST’S FASTEST GUN-FIGHTER AT HIGH NOON AT THE AMCOM AIR SHOW – AND WIN A GENUINE, OLD WEST TEN-GALLON HAT.” Here we are selling the sizzle rather than the steak.

Exclusivity.8. A powerful appeal of direct-mail – and of trade shows – is exclusivity. One study released by the Trade Show Bureau reported that half the people who attend trade shows go specifically to see new products and services that have not been shown before.

If you’re introducing a new technology, a new product, or an improved version of an old product, play this up in your mailing. Emphasize both the importance of the product as well as the fact that the reader is having an opportunity see it first – an opportunity not extended to other people in the business. This sense of being exclusive, of being first, is flattering, and it can do wonders for your response rate.

10 Ways to improve...

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Expand Your Promotional Possibilities Through “Use Re-Invention” Thinking

By: Michael Merrick Crooks

You know that guy that comes up with an idea that causes you to roll your eyes? I’m that guy. I’ve caused more eyes to roll than a potato farmer.

I recently caused an eye-rolling episode for a local florist. I was holding a huge, soft rubber fist that serves the promotional market as a 20oz beverage holder, primarily in sports settings. I said, “What do you think, Jim? It’s the Fistful of Flowers bouquet.”

He rolled his eyes. His wife rolled her eyes. Why …Because, in their mind, flowers go in vases and baskets — not in big fists. After some prodding, they agreed to put arrangements in the fist. Suddenly, they realized the marketing value of themed arrangements and their ability to appeal to specific circumstances and situations in people’s lives. This insight will help separate them from the rest of the florists in town.

Often my ideas are initially outside of people’s comfort zone because I employ “Use Re-Invention” thinking. I simply reinvent how something is used. For instance, if I say, “Hey, let’s put this tire on the car” you’d probably go along with it. But what if I say, “Hey, let’s use this tire to grow potatoes.” You may roll your eyes, even after I tell you that I know it works — because I’ve done it!

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While the big fi st is just one example, any promotional product that holds liquid from mugs and tumblers to water bottles and carafes can be used as a vase for a fresh-fl ower fl oral arrangement. And the promotional products that can be incorporated into silk arrangements are even broader. How does knowing this help you as a marketer?

Consider this tale of two salespeople. Albert lands an appointment with a prospect. He has the meeting and gives the prospect an imprinted mug as a leave behind. Susan also lands an appointment and has the meeting. The next day, she sends a small arrangement to the prospect’s offi ce with her company’s imprinted mug serving as the vase along with an appropriate note.

All else being equal, Susan’s actions are more impactful, memorable and effective than Albert’s. They both used a mug. But Susan employed “Use Re-Invention”, and something relatively benign that you drink out of — becomes a memorable delivery device.

A pen is another item that can be used effectively- differently. Normally, a pen is used as a writing instrument. Applying “Use Re-Invention” thinking, I focused on the clip of the pen and thought, “Hey! A paper clip that can also be used as a pen!” Under the right circumstances, using an imprinted pen with a strong clip as a paper clip can have an effective impact.

With a little creative thought, you can take a product that is intended for one purpose and turn it into a marketing multi-tasker. Take megaphones for example.

First, and most obvious, they are great to use as a megaphone. If you want to drive traffi c to your website, incorporate a cheer-writing competition into your marketing plan. Then post most entries and winner’s photos on your website.

But by employing “Use Re-Invention” thinking, you can use those same megaphones as traffi c cones as part of a bicycle safety rally, a community walk/run or for a school’s fi eld day events. You can also place the megaphone over a vase, insert fl owers and you have instant table centerpieces. And fi nally, if you purchase megaphones with the optional end cap, you can fi ll them with popcorn or peanuts giving you a great presence at fairs, festivals and trade shows.

Remember, promotional products do not know, nor do they care how they are used! Employing a little “Use Re-Invention” thinking can lead to memorable impact — and brilliant results.


Michael Merrick Crooks is a 23-year advertising veteran and owner of Crooks Advertising Alliance specializing in creative problem solving. You can read more interesting articles and sign up for CrooksView Creative Digest at www.CrooksAdvertising.com.

“”

With a little creative thought, you can take a product that is intended for one purpose and turn it into a marketing multi-tasker.

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Treating the Customer Dissatisfaction Epidemic:How to Go Beyond Simply Masking the Symptoms

By: John Di Frances

Corporations in every sector are spending more than ever before in an attempt to improve their customer service levels. Every year they pour hundreds of millions of dollars into new systems and training programs that promise them the ability to win customer loyalty. Despite their efforts, however, customer satisfaction results continue to fall. Why aren’t these massive efforts paying huge dividends? One would think that by now the organizations that have committed these vast resources would have a large cadre of satisfied, loyal customers, but in most cases just the opposite is true.

Think about the scenarios that play out every day. Where is the “fast” in the fast food industry, when drive-up or walk-in service can now take ten, fifteen, even twenty minutes or more? Why are there so many telephone response cues that offer callers recorded messages warning that due to unusually high call volume, wait times may be many minutes long? Or how about local small businesses, such as dry cleaners and specialty stores, whose staff do not care enough to, remember the names of frequent patrons? Today, customer service and satisfaction are more often than not abysmal.

The main problem is that the majority of the money being spent is simply masking the symptoms of the epidemic. As most people have experienced when sick, no matter how much cold medication you consume, you will still feel miserable because it can only mask the illness by minimizing the symptoms. The same holds true in business.

Despite the corporate world’s attempts at eliminating customer dissatisfaction, poor service continues to sicken the majority of consumers. If companies are to ever overcome this problem, they must get to the source of the epidemic and treat its cause rather than merely mask the symptoms.

Treating the Disease Within

The source of customer dissatisfaction stems from an organization’s leader’s unwillingness to see, identify with, and resolve the customer’s true concerns. Therefore, all the training and indoctrination they can give their front line people is little more than window dressing. If employees are not first educated to empathize with the “why” that drives their customers’ desires, and second, if they are not empowered to instantly take the necessary action to effect the circumstances to exceed their customers’ expectations, then there’s little hope for improved service.

Here’s an example of the disease at work:

A business owner recently received an emergency call from a client to attend a hastily called meeting in Huntsville, Alabama the next morning. In order to attend, he booked a flight that had a layover in a

customer dissatisfaction.indd 2 1/26/08 9:39:18 PM


major city. Because of the last minute nature of the trip, he could not obtain a first class seat on either the outbound or return, as both were sold out.

On his return, the flight out of Huntsville left late, causing him to miss his connector flight in Atlanta. After warming an airport chair for an extra couple of hours, he discovered that the next flight out was delayed as well. By now, due to the airline, he had lost a considerable part of his day. When he looked around the boarding area, it was clear that there were very few passengers for the evening flight. Before boarding began, he went up to the gate agent and explained politely that due to the airline’s flight delays he had missed one connecting flight and would now be delayed once again. Given these circumstances, even though his ticket was coach, as that is all that had been available when he booked, he asked to be upgraded, especially since the plane would be 90% empty.

The agent was very sympathetic and asked how he wanted to “handle” the upgrade. He explained that under the circumstances he was requesting a courtesy upgrade. Her answer was that “she was not authorized to do so” without either payment or redemption of miles. Further displeased, the business traveler headed for the Customer Service Center, where he encountered a long line of weary travelers. With his flight now boarding, he abandoned his mission and returned to the gate. Once onboard, he counted six first class passengers out of fourteen seats.

The rest of the plane was virtually empty.

The airline patron could have become angry back at the gate, made a scene, demanded to see a supervisor, and received a courtesy upgrade. However, this was not what he desired. All he had wanted was to be treated as a valued business customer.



There’s little doubt that the gate agent would have honored his request had the airline’s rules permitted her to make on the spot judgment calls of this nature. Even more disturbing is that since fi rst class was virtually empty, it would have cost the airline nothing to gain this traveler’s respect and loyalty. The multiple delay problems had been the airline’s, not the traveler’s, yet they denied his polite request.

Given this information, how do you think this customer feels about that airline? More important, how likely is he to book a fl ight with that airline in the future? Most customers don’t get irate easily, but they do have a long memory of poor customer service.

The Remedy is Within Reach

The customer service solution is simple. Educate your people as to how the customer feels when things go wrong. Teach them to empathize, as the gate agent did. And then take your training an important step further:

Empower your people to make a real difference in creating opportunities to build customer loyalty. The cost to the company for doing so is typically small to insignifi cant, yet the payoff is often gigantic.

John Di Frances is an internationally recognized expert on Strategic Business Issues. His professional career spans thirty years of global corporate, nonprofi t, academic and govern-ment agency experience in senior executive and industry lead-ership positions. John advises senior executives globally and is a prominent professional speaker.

Since 1983 he has served as the Managing Partner of DI FRANCES & ASSOCIATES, LLC.

“”

Most customers don’t get irate easily, but they do have a long memory of poor customer service.


ad template.indd 1 12/29/07 3:01:15 PM

creo


meet the manufacturer

Brandon McKaySnugz | Salt Lake City, Utah | www.snugzusa.com

What do you manufacture?

We offer a full line of Lanyards, Eye Glass Accessories, Personal Care Products, Greeting Cards and now a Full Line of Premium Products.

How long have you been doing this?

Since 1994, time goes by fast, the days are long and life is short!

What is your biggest challenge?

Keeping my legs under me.... We’ve faced exponential growth over the past 3 years and it’s the best challenge in the world to have!

What is the one trait that has contributed most to your success?

Being able to pick myself up off the ground and not complaining.... My Father has never complained about anything in his life and has always carried himself in a way that I hope I can come close to matching someday....

What’s next?

You’ll have to wait and see but I can assure you that we’re going to drop another major line extension in 2008’.

What are your favorite web sites?

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meet the manufacturer.indd 2 1/27/08 1:44:59 PM

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Incentive benefits in today’s workplaceBy: Mary English

It’s no secret that today’s workplace is a diverse environment. More so than ever before, a company’s workforce can include employees not just from different cultures and backgrounds, but also from different generations. Baby Boomers, Gen X’ers and now Gen Y, or “Millennial” employees, often all work together under the same roof – and they all view recognition and incentives differently.

For Human Resource (HR) departments, finding an employee incentive benefit program that meets the needs of such a diverse employee population can be a tricky endeavor. No longer can an incentive program be “one size fits all.” A successful incentive program needs to be as flexible and diverse as your workforce.

Whether your HR incentive program is designed to increase areas such as overall employee performance, wellness, retention, morale and loyalty, or reduce areas like employee turnover, there are key components to keep in mind when designing and building your program.

One important factor to consider is that not every employee wants the same reward. The incentive preference for an employee who has worked at an organization for 30 years is likely to be very different from a young employee who just graduated college. Keeping these preferences in mind will help when deciding the format type for your rewards.

Quite often, “cash” is the first option companies turn to when they think incentives. After all, it’s quick, it’s easy and who doesn’t like cash? Well, incentive recipients, for one. Studies, such as the 2005 Incentive Study conducted by the Incentive Federation, have shown three out of four employees prefer a program using gift cards rather than cash. It also discovered cash is the least lasting type of award for 84% of employees because it’s easily viewed as regular compensation and is quickly forgotten. In fact, the two most common replies employees give on their use of a cash reward are “Bills” and “Don’t remember.”

The use of cash as an incentive reward has lost popularity for a number of other reasons:

No “trophy” value making it difficult to “show off” or generate a lasting impact

Cash rewards can create false expectations. Employees can begin to feel entitled and the reward loses its motivating impact.

Recipients often feel they should spend cash award on personal necessities, not “treats.”

hallmark.indd 2 1/26/08 9:52:37 PM


”

“...it’s quick, it’s easy and who doesn’t like cash? Well, incentive recipients, for one.



Conversely, tangible rewards, such as reward certifi cates and gift cards, have risen in popularity as the preferred choice of reward in an employee incentive program. In addition to the perceived high value, the reasonable costs and ease of ordering and distributing, gift cards are becoming the common incentive choice for a number of other reasons:

Multiple options – A diverse work force requires diverse reward options. Presenting an employee with a reward certifi cate that allows them to go online and select a gift card at a merchant of their choosing provides a real value for the employee – with the added bonus of being able to choose a gift card that best meets their personal needs and interests.

Higher trophy value – Employees are much more likely to redeem a gift card for items they consider a “treat” rather than on personal necessities. Being able to show off that new HDTV, a new suit for work, a digital camera or other tangible item reinforces the reward and the feeling of pride and accomplishment in the employee.

Save it or spend it – A reward certifi cate or gift card incentive program allows recipients the choice to redeem their reward immediately or save and combine multiple rewards to purchase a more expensive item at a later date. This fl exibility allows a company to meet the unique needs and redemption choices of each employee.

Tangible rewards also have grown in popularity due in part to the ability to track Return on Investment (ROI) and gauge the overall effectiveness of the program. The International Society of Performance

Improvement found in 2002 that these incentive programs improved performance in individuals 25% while teams showed a 45% improvement. Their study also discovered that 92% of workers achieved their goals because of incentives.

The Forum for People Performance Management and Measurement also found that using non-cash, tangible rewards for incentive benefi t programs are viewed by employees as more effective and see higher ROI. Their study discovered 48% of employees felt tangible rewards were better or superior in increasing retention and loyalty as compared to cash, 55% selected tangible rewards as better or superior to cash in improving teamwork, and 60% chose tangible rewards over cash in the area of reinforcing organizational values.

These fi gures make it apparent that employees want tangible rewards such as gift cards as part of a benefi ts incentive program. The key then, as you create and implement a program, is to build it with a reward that creates a “real” value within the employee. Because all employees are different, offering an employee incentive benefi t program using gift cards can play a large role in meeting the recognition needs of your company for each worker – whether they are a Baby Boomer or a Millennial.

Mary English is the Vice President of Marketing for Hallmark Insights, a leader in providing business incentive solutions and personalized reward programs for employee recognition, customer acquisition and retention, sales and dealer incentives, and health and wellness programs. To learn more, go to www.HallmarkInsights.com.



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…in reward and recognition programs it’s a big deal. You can bet that when the Human Resource Department gets involved in a reward and recognition program it is important to a company because more often than not, a directive has come down from top management. And management will have its definitive reasons all tied to the bottom line such as: reducing turnover, and retaining the best employees, suggestions that help cut costs, recognition of a job well done, length of service, good safety records and reduction of absenteeism and lateness to name a few good reasons to implement an incentive reward program.

For many companies lately the HR function has taken on a whole new meaning when given the responsibility of designing and operating an “Awards and Recognition Program” for their company. The operative word is “Program”. Too often when HR is given the task it is viewed as just that… a task and not a well thought out and designed program.

Here then are a few tips that will act as a guide and help avoid some costly mistakes for those HR departments who for the first time want to effectively initiate, develop, launch and implement an effective all-employee reward program.

A corporate-wide all employee achievement reward program must be derived from specific 1. goals that can be clearly measured and effectively communicated.

When The Human Resource Department Gets Involved…. By: Arnold Light, CTC

Light.indd 2 1/26/08 9:50:22 PM

The reward program must be “packaged” or positioned in a 2. clear, concise and memorable format. Senior management support is essential, however “buy-in,” commitment and support must come from all levels of management. Specifi c employee reward program initiatives must produce measurable results that directly impact the bottom line and deliver substantial ROI.

All elements of an employee reward program must be 3. linked to the achievement of specifi c and clearly defi ned goals.

Participating employees must be presented with timely 4. rewards at a value commensurate with their efforts and contributions. A base award earning opportunity should form the foundation of the program and be linked to achievement of corporate goals. In addition, instant awards and discretionary award opportunities should be present to generate ongoing enthusiasm and reinforce the overall importance of the program.

The employee reward program must be clearly, effectively 5. and frequently promoted in order to build awareness and maintain enthusiasm and excitement.

So if it’s motivation you’re after, follow the above suggestions and you’ll be on your way to implementing a very successful award and recognition program. A great vehicle to “package” the awards program and make it the administrative workhorse is a customized online reward platform where each employee has her/his own account page where points can be added and then have the freedom to select awards from an online, real time reward catalog.

How well employees are rewarded can have an effect on the value of a company according to Watson Wyatt Worldwide, a Bethesda, MD, based human resources consultant who studied 405 public companies and found that a well managed work force may increase a company’s market value by as much as 30%. Evaluation of staffers was based on how workers were “rewarded” and how fl exible and congenial was the workplace environment. A WWW spokesperson said” Human Capital is as powerful as R&D as a link to performance”.

As the number of Human Resource executives become more involved in developing company-wide incentive programs hopefully the ideas and thoughts expressed here will help those who are involved in the process get it right the fi rst time around.

Have a Rewarding Day!


Arnold Light, CTC, Founder of Fire and Light has 35 years of marketing experience specializing in incentive and loyalty marketing helping multi-national corporations develop and implement B2B and B2C results oriented performance improvement programs. For additional information visit www.incentivesmotivate.com or call 914-397-0800.

“”

How well employees are rewarded can have

an effect on the value of a company... a well

managed work force may increase a company’s

market value by as much as 30%.

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How to Deal with Difficult Interviewees

By: Dave Willmer, The Creative Group

Hiring managers often know whether an applicant is promising after the opening handshake and some introductory chitchat. According to a survey by our company, executives said it takes just 10 minutes to form an opinion of a job seeker, despite meeting with staff-level applicants for 55 minutes and management-level candidates for 86 minutes, on average.

Making a rush to judgment, however, can be problematic if you rule out a potentially outstanding employee (but unremarkable interviewee) too quickly. Following are some candidates you’ll likely encounter during your search for the perfect match for a job in your marketing or design department — and tactics for eliciting the information you need to adequately evaluate them:

The Quiet One.

After a half dozen questions, the candidate has provided only short responses. While the applicant’s resume and portfolio are impressive, you can’t tell if the person would be a good fit with your organization. Your inclination may be to fire more and more questions at the job hopeful, but try to hold back. This interviewee is probably shy; bombarding him or her with additional queries in quick succession will likely cause the candidate to clam up even more. Instead, slow the pace of the interview and give the person ample time to expand on his or her comments. Some people simply take more time to formulate responses. In addition, be sure to ask open-ended questions that prompt more than a one-sentence reply. Also, do your best to find a topic the person is excited to discuss. This is where seemingly less critical questions — such as, “What creative activities do you enjoy in your spare time?” — can ease the way to more meaningful responses and make the candidate feel comfortable.

The Nervous Nelly.

The polar opposite of the quiet type, this candidate won’t let you get a word in edgewise. This individual probably suffers from interview anxiety, as evidenced by nonstop gabbing, constant foot-tapping and sweaty palms. Try to put this person at ease by being personable and slowing down your own speech. If you are deliberate and calm in your delivery, the applicant may take a cue from you and relax. You’ll hopefully find that this individual’s nervousness wanes during the course of the interview. If it doesn’t, there may be a larger problem. After all, you don’t want to hire someone who A) doesn’t know how to listen or B) is completely unable to handle high-pressure situations.

creative group.indd 2 1/27/08 3:28:13 PM

The Sensitive Type.

This candidate takes his or her work extremely personally. When you say you love a direct-marketing piece but wonder why he or she chose a particular typeface, the individual bristles or wilts before your eyes. As you get into the thick of the interview, the applicant mentions many things that would have been done differently if he or she had had a say. When interviewing a sensitive type, try to determine how the candidate will take direction. For example, you might ask how the person reacted when a manager criticized a piece and what steps were taken to prevent similar negative feedback. If you’re not satisfi ed with the answers, be wary. You don’t want to hire an individual who isn’t open to others’ opinions. And neither you nor your staff want to deal with a new team member’s bloated or fragile ego.

The Smooth Talker.

This candidate seems to answer every question with the perfect response, as though his or her comments have been well rehearsed. Your best approach for dealing with a slick (albeit well-prepared) interviewee is to pull the person away from pre-considered talking points. Instead of continuing to ask staple interview questions (“What’s your most signifi cant professional accomplishment?”), throw a few curveballs. For instance, you might ask, “What’s the offi ce environment you’d be least comfortable working in?” or, “Tell me about a problem you faced at work that you were not able to resolve and why.” Challenging a smooth talker to think on his or her feet and go off script will give you a sense of what the applicant brings to the table besides canned answers.

The employment interview can be a nerve-racking experience for both interviewer and interviewee. Whether slick or shy, try to make each candidate feel comfortable enough to reveal what type of employee he or she would be. And above all, strive to suspend judgment during the meeting. You’ll have plenty of time after the interview to evaluate what you saw and heard.


Dave Willmer is executive director of The Creative Group, a specialized staffi ng service placing creative, advertising, marketing and web professionals with a variety of fi rms on a project basis. For more information, visit www.creativegroup.com.

creative group.indd 3 1/27/08 3:28:32 PM


Would you risk your life to save another? Why?

I will never forgot the following story, as told by a motivational speaker, that explains the difference between being slightly motivated and so on-fi re-purpose that it makes your head spin. He talked about kids and caring, then takes you, fi guratively, to the top of the twin towers in Chicago where he has put an I-Beam between them. There’s about a 40-mph wind up there, it is cold and the wind seems to actually make the buildings sway a little in the breeze. He then asks you if you would walk across the I-Beam from one of the buildings to another for a million bucks. Most folks say they would not. Then, he asks you if you think you could do it if he was holding one of your kids on the other side, threatening to drop the child to certain death if you do not come across. Could you do it then, he asks? And, as you might expect, most folks immediately say, “Yes!”

So, what was the difference? Motivation. It is that gut instinct that says that you will do whatever you have to do in order to save your loved one, or win the prize or get to capture the title. Motivation is different with each of us, but the common denominator is the same: you have to want something so much that you are willing to climb mountains to get it.

The national political scene is interesting. No matter whom you are going to vote for in November, you have to ask yourself what is it that keeps all those candidates motivated enough to travel around the country, say the same things over and over and over again, look good for the cameras while trying to get some rest and have a semblance of whatever they call a normal life. At best, it is brutal. Others would call it masochistic. To be under the scrutiny of the public eye for the benefi t of hopefully winning the party nomination, just so they can then be under even more scrutiny…what is it that motivates these folks?

The answer is that they believe the prize is worth it.

If you are putting together an Incentive Program for your internal/external team, fi nd out fi rst what their true “why” is that would make them walk over hot coals for you. Then, put that carrot out there. From Flat Screens and exotic Trips to Custom Jewelry and Awards, a results-driven program can pay for itself and get you the new business or better customer service you are looking to create. The right promotional products, coupled with your timely messages and motivation, will get them, and keep them, fi red up. Make great things possible and don’t be surprised when you barrel past those intended goals!

Is this the personal approach to motivating your salespeople?

You bet. It’s ALL Personal.

Dave Ribble is President of The Company Image/Geiger. www.TCI4me.com and [email protected], an award-winning Promotional Products and Marketing company. 818.906.9894.

it’s all personal | By: Dave Ribble

“

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Less is BetterBy: Barry Siskind

When it comes to creating a powerful exhibit, the old saying, less is better, has never been truer. Often exhibitors have a tendency to simply put too much into their display. They mistakenly assume that they need to tell everyone everything as quickly as possible and their back-wall ends up looking like a brochure. Let’s take a step back and look at the problem and see if there isn’t a better solution.

The first thing to focus on is those people that you are designing for – the visitors. Put yourself in their position. You chose to go to the show for a number of reasons. Likely at the top of the list are to see new products and services and learn about new tools and technologies. That’s good and bad news. The good news is that as a visitor if you have chosen the show well, you have an excellent chance of learning and seeing lots of new products. The bad news is that there is simply too many. It’s like drinking from a fire-hose. Eventually your brain shuts down and you can’t take in additional information. You suffer from information overload.

Now let’s look at this from your point of view as the exhibitor. When your display tries to say too much you are compounding the effects of information overload. The trick is to say enough to get the visitor’s attention and once they have stopped at your booth, your boothers do the rest. Now is when “less is better” comes into play. Here are some of the things to look at.

less is better.indd 2 1/26/08 9:58:22 PM

”“


Graphics

Displays that are fi lled with photos don’t work. They add to the confusion. Sure some people will stop by and peruse your photo gallery, but most will simply walk by. It’s like bringing baby pictures to a dinner party. The guests will be patient and polite but sooner or later they start to yawn. One good photo that whets their appetite is worth more than a thousand that puts them to sleep - less is better.

Words

How much can you possibly tell people on a sign? Remember that visitors in addition to having too much information also have sore feet and are probably tired from holding their bag of brochures and give away items. Asking them to stand and read all your information is not a reasonable thing to do – less is better.

Products

While it’s true that visitors want to see real products rather than photos, you don’t need to have them all. Bring the newest product which becomes the focal point in the booth and perhaps a few representative samples of other products and that’s all – less is better.

People

Too many people in your booth can also be disastrous. It makes approaching your display intimidating and many visitors will simply walk by. There is a rule of thumb in the exhibition industry that states that every staff person requires 50 square feet of unoccupied space. That means for a 10 X 10 booth you need two people. For a 10 X 20 you don’t need four – only three. This is because the more space you add, the greater the tendency to occupy it with inanimate objects – displays, products, etc. So, balance the number of people you have working in your display with the amount of space you have available – less in better.

Before you put your next display together take a moment and step back and ask yourself, “Is this display attracting attention or adding to the confusion?” If your answer is the latter, you now have four areas you can examine that will increase your display’s impact.

Barry Siskind is North America’s foremost trade and consumer show expert and author of The Power of Exhibit Marketing. He is president of Toronto based International Training and Management Company. Contact Barry at [email protected] for more information.

When your display tries to say too much you

are compounding the effects of information

overload. The trick is to say enough to get the

visitor’s attention...

less is better.indd 3 1/26/08 9:58:42 PM


Selecting promotional items is an art and a science. You want an item that appeals to your target audience, can generate some buzz on the show floor, and makes it into the attendee’s suitcase to be brought home from the show. In a world where over 80% of sales literature and giveaway items wind up in the trash, that’s no small task.

Too often, it comes down to the critical ‘Cool Test’ — Is this item cool? Would I want it? Would my friends, family, and random people I know think it’s cool? While it’s a good question, it’s a poor way to select promotional items. You don’t just want an item that’s cool — you want a giveaway item that appeals primarily to your target audience.

In fact, I’d say if your promotional item appeals to each and every person at the show, you’ve got the wrong item. If everyone’s picking up your giveaway, it’s a clear sign they’re not interested in your company — they just want the goodie.

We’re all guilty of this: how many times have you scooped up a promotional item at a show thinking it would be just perfect for your sister, your nephew, or even your dog? The fact remains: unless your sister, your nephew, or your dog is influenced by that promotional item enough for it to impact

The Power of Purpose: Promotional Items That WorkBy: Susan A. Friedmann, CSP

Friedmann.indd 2 1/26/08 9:28:00 PM

their subsequent purchasing decisions, that item has failed to fulfi ll its purpose.

The ideal promotional item is one that your target audience will value, retain, and use — specifi cally, use in a setting, which prompts them to think of and consider doing business with your company. The best example of this I’ve ever seen came out of the engineering fi eld, of all places. A concrete company came up with a small, laminated card called a “Crack Meter”. This simple card could be used to measure cracks in concrete — a critical structural concern. The target audience of this company — engineers who were interested in the integrity of concrete structures — loved it. They used it all the time. They called the company for replacement “Crack Meters” if they lost theirs or had it ‘borrowed’ by a colleague. It tied in to what the company did, what the target audience valued, and played a critical role in reinforcing the customer-company relationship.

Finding items like this takes some thought. You’re generally not going to fi nd them in the catalog of promotional items — this is where you work together with companies to create the “right” item that will help achieve the marketing objectives. Genius seldom comes ready-made. However, taking the time to design and create your own version of the ‘Crack Meter’ is the single best thing you can do for a promotional item. You’ll have a powerful item that fulfi lls its purpose: to have your target audience think about your company in a positive way.


Susan A. Friedmann, CSP, The Tradeshow Coach, Lake Placid, NY, is an internationally recognized expert working with companies to increase their profitability at tradeshows. Author: “Riches in Niches: How to Make it BIG in a small Market” (May 2007) and “Meeting & Event Planning for Dummies.” For more information visit www.thetradeshowcoach.com.

Subscribe today! by fax: 717-566-5431 by mail: Brilliant Publishing, LLC • 9034 Joyce Lane • Hummelstown, PA 17036

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The WorkaholicIf you are more comfortable at work than in any other environment, or if you feel as if you can’t take a vacation, or don’t have the ability to just turn off work for a few days, you may actually be a workaholic.

Whether it’s addiction, avoidance, or an obsessive-compulsive disorder, workaholism is harmful to its victims and those who are close enough to feel the fallout. Additional signs can include using work as an escape, having your home become a “satellite offi ce,” and being unable to be at peace when you’re not thinking about or doing work. An inability to relax or to enjoy your free time is another signal that you could be in the process of becoming a human-doing rather than a human-being.

Hard work and achievement are good things, but if they take the place of loved ones or even taking care of yourself, you need to take a deeper look at what’s driving you. This includes using work to avoid personal or family issues.

For some, living to work may actually mean working to live. When struggling to make ends meet, working overtime at every opportunity is totally understandable. These are diffi cult situations, but to maintain good health, you need to build in some downtime. The difference between needing to work and workaholism lies in whether or not you can stop thinking about your job when you are away from it. Others who overwork may have a severe need to be perfect and feel that no one else can do the job as well as they can. Sometimes a workaholic may fear losing a job, so he or she puts in the extra effort to insure job security.

There are occasions when overwork can be benefi cial. If you are healing from an emotional wound, trying to build a nest egg, or fi ghting bad habits, concentrating on work can be a good idea. Just make sure that you keep some balance in your life.

Workaholics Anonymous (www.workaholics-anonymous.org) has a web site where you can take a test, get some basic information about support groups, and learn about some things you can do to dial your work life back a little bit. A couple of good tips for dealing with this issue include taking long weekends and vowing during time off not to tackle any work-related projects. Another tip is to make your personal time a sacred space where you can only do things for yourself or your loved ones.

As issues go, this may not be perceived as the worst thing in the world. But I have seen it ruin numerous relationships and families. I have also met many very successful people who felt alone in the world because so much of their time was spent at their businesses instead of with those they love.

Culturally, we tend to honor hard work, and most people feel that it pays off. But in the end, if it replaces the more important things in life, like relationships, you end up with less.

For more than two decades Fortune 500 companies, educational institutions, and government organizations worldwide have relied on Dr. Barton Goldsmith to help them develop creative and balanced leadership. He is a highly sought-after keynote speaker, business consultant and author. His columns appear in over 500 publications, including the Chicago Sun-Times, the Detroit News, and the Los Angeles Business Journal. Considered an expert on small business, he has spoken worldwide to groups of 10 to 5,000, and is in high demand for Keynotes, Training and Consulting. He may be contacted through his web site www.BartonGoldsmith.com or at (818) 879-9996.

passionate leadership | By: Barton Goldsmith, Ph.D.

“

”

The difference

between needing

to work and

workaholism lies

in whether or

not you can stop

thinking about

your job when you

are away from it.

Passionate Leadership.indd 2 1/26/08 9:31:06 PM


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Quotes:

“Success is not final, failure is not fatal: it is the courage to continue that counts.”

~ Winston Churchill, British Prime Minister and Author (1874-1965)

“Really great people make you feel that you, too, can become great.”

~ Mark Twain, American Humorist and Writer (1835-1910)

“Dream as if you’ll live forever, live as if you’ll die today.”

~ James Dean, American Movie Actor (1931-1955)

“How soon ‘not now’ becomes ‘never’.”~ Martin Luther, German Priest and Scholar (1483-1546)

off the cuff

Trivia:

1. What song was almost cut from the Wizard of Oz?

a. If I Only Had A Brain b. We’re Off to See the Wizard c. Over the Rainbow

2. About how many times in 1879 did Thomas Edison fail before he and his associates turned on an electric light bulb that worked?

a. 1,200 b. 600 c. 300

3. According to Time what was the most played song of the 20th Century on American radio and television?

a. Satisfaction – Rolling Stones b. You’ve Lost That Lovin’ Feelin’ – Righteous Brothers c. White Christmas – Bing Crosby

4. What was the first novel written on a typewriter?

a. Tom Sawyer b. War and Peace c. The Fountainhead

5. What person is credited with starting the Montgomery bus boycott?

a. Harriet Tubman b. Martin Luther King, Jr. c. Rosa Parks

Bonus: What trivia fact about Mel Blanc (voice of Bugs Bunny) is the most ironic?

Answers: 1. c; 2. a; 3. b (8,000,000); 4. a; 5. c; Bonus: He was allergic to carrots.


off the cuff.indd 2 1/29/08 4:51:28 PM


the Last WordProviding thought leadership to the performance improvement industry, Rick Blabolil is president of the Incentive Marketing Association, and past president/founding trustee of the Forum for People Performance Management and Measurement, dedicated to research and education about business motivation and employee engagement. Rick is also vice president of the Incentive Research Foundation (IRF), board member of the Performance Improvement Council, past president of the Incentive Gift Certificate Council, and serves on the National Advisory Committees for The Incentive Federation and The Motivation Show.

A Certified Professional of Incentive Management (CPIM), Rick is a respected expert and in-demand speaker at major trade shows across the country. He is president of Marketing Innovators International (MI), a full-service people performance management and measurement organization dedicated to helping companies drive improved business results by inspiring employees, channel partners and customers. Under his leadership, MI has grown to become one of the most respected incentive/motivation companies in the U.S.

With such a breadth of experience in people performance, Brilliant Results was delighted when Rick agreed to provide the closing thoughts for this issue focused on motivation and incentives.

BR: How and why did you become involved with the Incentive Marketing Association (IMA)?

RB: I became involved with IMA during its formation almost 10 years ago. At that time I was the President of the Association of Incentive Gift Certificate Suppliers, and we merged into IMA as a Strategic Industry Group. I believed then, and I still believe today, that there must be a unified message regarding the value of utilizing incentives. The marketplace has many competitors, but the core message is shared – incentive programs positively impact companies by influencing the actions and activities of people – and IMA is instrumental in communicating to and educating the marketplace.

BR: In your opinion, what is the single most important service or benefit that the IMA offers its members?

RB: The key is education. IMA is committed to member education and then reaching out to end-users. IMA has raised the professional reputation of our industry, created a certification program to train members on the principles of results-based incentive programs, and refined our message about how incentives fit into the overall business strategy of an organization, emphasizing the ROI on incentive and recognition programs.

Last Word.indd 2 1/27/08 1:29:23 PM

www.brilliantpublishing.com February 20 February 2008 | Brilliant Results 49

the last word

BR: How has IMA grown in the past year?

RB: IMA will celebrate its 10-year anniversary this September. The past year’s 15 percent growth is an indicator that the market is strong and there are a growing number of companies that want to be exposed to the cutting edge research coming from the recognition and incentive industry. Top business leaders are realizing the importance of their people strategies, and more and more are getting on board.

BR: What new or exciting innovations do you see being developed in the incentive sector in the future?

RB: Innovation can take one of two forms: the development of something totally new; or the reapplication of an existing product, technology or service. I believe the innovation will be around the combining of existing products and services from the consumer and business-to-business markets. Historically, these markets were well defined and fairly segregated. Now, consumer world expectations are changing our industry. With the advent of technology as a delivery system, essentially any product and service can be distributed anywhere, anytime.

Driving this innovation is multi-generational diversity in the workplace. This is the first time in history that we have four distinct generations of employees working together, bringing a number of “clash-points” such as different expectations, work styles, knowledge, retention and desired awards. It is essential to approach this diverse audience with communication that speaks to each person one-to-one, and provide meaningful incentives for the diverse audience.

BR: Beyond the multi-generational workforce, what are some of the other hot topics and issues impacting the incentive industry?

RB: There are three additional issues that have recently come into play in the incentive industry, including the impact of some new players, global programs, and a focus on the “Greater Good” for our industry.

We are spending some time looking at the impact of some new players entering the industry, such as amazon.com. Another hot topic is how we can address the globalization of our industry, and this is one of our key focuses for IMA in 2008.

Finally, the Greater Good is something that many of us are talking about, as we’re finding ways we can all work together to prop up the industry as a whole – which will make the marketplace better for all of us.

BR: What are the keys to a successful incentive program?

RB: A company’s employees must directly correlate with the personality and traits of the corporation, and the loyalty that it brings to their customers for a lifetime value. I like to call this theory Brand Behavior, which tends to have a variety of similar characteristics to the model for consumer brand loyalty.

In order for Brand Behavior to operate, companies must perfect and maintain: principle leadership, management of listening and responding, strong reward and recognition systems, goals that can be defined and understood, an emphasis on training, a link between internal and external branding, good communication, empowerment of employees, and management for the long-term. Once these keys ideas are conquered the result will be a successful incentive program with organized and consistent brand behaviors.


BR: Why is a successful incentive program important and can it improve an organization’s bottom line?

RB: People performance programs absolutely affect a company’s fi nancial performance. There is a signifi cant amount of research that confi rms the ROI from incentive and recognition programs. A recent study showed that companies with high employee engagement had a 13.2 percent improvement in net income, where low engagement companies had a 3.8 percent decline. That’s a 17 percent spread in profi tability. Another study showed that a signifi cant improvement in employee engagement is associated with a 1.9 percent increase in revenue per employee. For a typical large corporation that employs about 20,000 people, this represents an increase in revenue of $93.5 million dollars.

The fl ip side of this is that employee disengagement will actually decrease a company’s profi t. A recent study by the Gallup organization estimated that employee disengagement costs U.S. companies about $300 billion dollars annually. This confi rms the importance of engaging your employees, and how incentives and recognition play a key role in that engagement.

BR: Do you have any fi nal thoughts or advice for our readers about the use of incentives?

RB: We realize that satisfying customers is a key goal of all companies. Satisfi ed customers continue to buy products and services, and it is much less expensive to retain customers than to build new customers.

At IMA we believe that satisfi ed employees create satisfi ed customers, who in turn build long-term relationships – it’s not just the fi rst sale you are after, it’s repeat sales. It is virtually impossible for an unsatisfi ed workforce to properly treat customers and deliver satisfaction. Some statistics that help support this theory state that less than 25 percent of American employees work at full potential, 75 percent say they can be more effective at their jobs, and fi nally, 60 percent say they don’t work as hard as before.

We must invest in our employees, pay for performance, create incentives, and recognize and reward people. This will create an engaged workforce that drives positive fi nancial outcomes.

With stronger leadership and a workplace that understands and values the power of employees to impact fi nancial results, the possibilities for growth are potentially endless.

For additional information on incentives and people performance please visit the following websites: www.incentivemarketing.org, www.performanceforum.org, www.theirf.org, www.marketinginnovators.com, or email Rick directly at [email protected].


the last word


BR0507_Section03 4/30/07 6:32 PM Page 13

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