Podcasts about performance improvement plan

You have reached out to a disruptive doctor with the message, "this behavior must stop". How do you decide what to do next?The doctor's reaction to your outreach contains the answer to that question*As a physician leader, confronting disruptive behavior isn't just uncomfortable—it's crucial to team morale, patient safety, and legal risk. This episode tackles what to do after the initial intervention conversation, helping you navigate three common reactions that determine whether a doctor stays or goes.You will discover:

Been put on a PIP can make you feel like your career is over but by keeping your head and having a plan will help you survive the process. In this week I will explore the process of how to work through a PIP with your manager to get the best result for you and your company.Below are the 8 areas to consider within your PIP.1.Understand the Expectations2. Stay Positive and Open to Feedback3. Focus on Improvement4. Communicate Proactively5. Demonstrate Your Commitment6. Use the PIP as a Learning Experience7. Stay Professional8. Seek Support Outside of WorkPlease send any feedback or questions to managermattpodcast@gmail.com

Send us a textIn this episode, we dive into the shocking case of Reena Mathew, an HR Business Partner at Santander Consumer USA, who was placed on a Performance Improvement Plan and fired after announcing her pregnancy. Was it a case of performance management—or pregnancy discrimination disguised as poor performance?Chuck and John break down the timeline of events, the questionable "exculpatory paper trail," and the lessons HR professionals need to learn about documentation, timing, and ethical management practices.In the HR News segment, the team touches on the following topics and more:Expected increase in I-9 audits and ICE raids in the workplace - as an HR rep, what is your role in this?A new analysis of AI user prompts shows 57% of prompts entered are for augmenting work rather than automating. Are we any closer to AI replacing jobs?Hiring on skills versus hiring on past work experience.HR is hard - BambooHR is easy! See for yourself with a free demo at BambooHR: https://shorturl.at/E7kkFSupport the showOur new book...The Ultimate Guide to HR: Checklists Edition is now AVAILABLE! Go to UltimateGuidetoHR.com to Get HR Right: and Avoid Costly Mistakes. Certified and approved for 3 SHRM Recertification Credits.Join the HR Team of One Community on Facebook or visit TeamAtHRstories.com and sign up for emails so you can be the first to know about new things we have coming up.You can also follow us on Instagram and TikTok at @HRstoriesPodcast Don't forget to rate our podcast, it really helps other people find it!Do you have a situation or topic you'd like the team to discuss? Are you interested in having Chuck or John talk to your team or Emcee your event? You can reach the Team at Email@TeamAtHRStories.com for suggestions and inquiries.The viewpoints expressed by the characters in the stories are not necessarily that of The Team at HR Stories. The stories are shared to present various, real-world scenarios and share how they were handled by policy and, at times, law. Chuck and John are not lawyers and always recommend working with an employment lawyer to address concerns.

Comment on the Show by Sending Mark a Text Message.Are your performance reviews legitimate, or are they tools of deceit? This episode digs deep into the dangerous world of performance defamation in the workplace. We examine the alarming trend where employers, motivated by profit and legal strategies, resort to crafting false narratives about employee performance, especially targeting those who dare to speak up. You'll hear about truth decay—a phenomenon that enables opinions to masquerade as facts—making it difficult for employees to trust their evaluations or their employers. Through compelling stories and expert insights, we'll unravel the cycle of manipulation in workplace assessments, showcasing how even high-performing employees can suddenly find themselves unjustly labeled as incompetent. Additionally, we discuss the disingenuous Performance Improvement Plan process, a technique employers often abuse to push out workers while masking their motives. Join us for insights that shed light on the core issues affecting our identities tied to meaningful work. We challenge listeners to question their evaluations and advocate for a workplace that values truth and fairness. Don't forget to subscribe, share, and leave a review! If you enjoyed this episode of the Employee Survival Guide please like us on Facebook, Twitter and LinkedIn. We would really appreciate if you could leave a review of this podcast on your favorite podcast player such as Apple Podcasts. Leaving a review will inform other listeners you found the content on this podcast is important in the area of employment law in the United States. For more information, please contact our employment attorneys at Carey & Associates, P.C. at 203-255-4150, www.capclaw.com.Disclaimer: For educational use only, not intended to be legal advice.

Struggling with employee performance issues? In this episode, Rob, Scott, and Jason break down best practices for implementing a Performance Improvement Plan (PIP). Learn how a PIP differs from a standard performance review, key elements to include, why proper documentation is crucial, legal pitfalls to avoid, and more. A well-structured PIP can help employees get back on track while saving your company time and money on rehiring. Need a PIP template? Contact us at hr@employco.com.

No one enjoys addressing performance issues, but having a structured approach can make the process fair, productive, and professional. In this episode, Dr. Killeen breaks down how to create a Performance Improvement Plan (PIP) that sets clear expectations, timelines, and goals to help struggling team members improve—or prepare for next steps if they don't. Tune in for practical tips on drafting a PIP that supports accountability and sets your team up for success. For more information about Dr. Addison Killeen, visit: www.addisonkilleen.com or interact with him on a daily basis at www.DentalSuccessNetwork.com

"I'll be the judge of that!" During the COVID-19 pandemic, many employers mandated that employees receive the COVID-19 vaccine or face termination. One employee was given this directive but sought a reasonable accommodation for religion under federal law, which was denied. She was terminated for refusing to take the vaccine. She sued and a jury found in her favor to the tune of $12 million. The podcast provides advice for employers on responding to requests for accommodations based on religion. The Job Judge also discusses a post about a person who received a Performance Improvement Plan. The employee buckled down, improved and was able to overcome the PIP. The Job Judge offers her observations about how this was handled by the employer and employee. The Job Judge Podcast is a podcast for anyone who works with a special emphasis on advice for managers and HR professionals. This is not legal advice! Engaging and informative, it's a must-listen/watch for any manager, business owner, HR professional, or anyone who works. Relying on three decades of experience as an employment law attorney and HR Executive, Karen Michael uses real case studies in the news and navigates through the legal landmines and workplace dysfunction that we know is probably happening right now in your organization.

Welcome to another episode of the best Arsenal podcast out there! This week Dankoogs, Seun and Shabs run through the latest Arsenal news including: Arsenal v Palace breakdown Half time changes Partey future & Merino signing Jesus Hattrick Listeners questions   Enjoy! Thank you for all of your support this season! Be sure to follow us on Twitter to keep up to date with all the latest AFC and TG news - https://twitter.com/Touchygooners Love what you hear? Want more TouchyGooners content? Join our Patreon - www.patreon.com/touchygooners Learn more about your ad choices. Visit podcastchoices.com/adchoices

Find my Dilbert 2025 Calendar at: https://dilbert.com/ God's Debris: The Complete Works, Amazon https://tinyurl.com/GodsDebrisCompleteWorks Find my "extra" content on Locals: https://ScottAdams.Locals.com Content: Politics, Statins Study, PIP, Performance Improvement Plan, UN DOGE, FBI Director Nominee, Kash Patel, George Clooney Political Influence, Democrat Self-Gaslighting Awareness, President Trump, Governor Hochul, Criminal Deportations, Tom Homan, NGO Migrant Support, Biden Anti-Israel Book, Trump Effect, BRICS, Rep. Jasmine Crockett, Conservative Podcast Influencers, Common Sense Podcasters, Democrat Common Sense, Scott Adams ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ If you would like to enjoy this same content plus bonus content from Scott Adams, including micro-lessons on lots of useful topics to build your talent stack, please see scottadams.locals.com for full access to that secret treasure. --- Support this podcast: https://podcasters.spotify.com/pod/show/scott-adams00/support

No one wants to be put on a performance improvement plan (PIP) because it indicates that you haven't been meeting your work goals. But if you are on it, what does it mean for your career, and can you bounce back?  Have a work-related question to ask a career counsellor? Email us here.See omnystudio.com/listener for privacy information.

so, your boss says you're a bad employee, they criticize you all the time, reprimand you and put you through a P.I.P. (Performance Improvement Plan). What are your options? What is going on? What severance would you get? Learn on this episdode of The Employment Law Show;. Hosts John Schols and Alex Lucifero. For information anytime, call 1-855-821-5900 or go to pocketemploymentlawyer.ca

The gals talk about the scandalous Fourth of July down on Coney Island when Nathan's Hot Dog eating contest BANNED the GOAT of eating, Joey Chestnut. We give you the whole story complete with a very quick, very adorable recap of why exactly this contest is even a thing? All we know is Joey Chestnut needs to cash in on mukbang material and Major League Eating needs to call off their (hot) dogs, so to speak. ‘Murica! Free Kobayashi! And San Francisco tech couples need to be stopped. The gals breakdown a really horrifying trend in the Bay where SF couples are putting each other on PIP. Yes, that kind of PIP. The latest tech boom is around ‘marriage optimization' including off-sites, spreadsheets, JIRA, and good old-fashioned breakout sessions. We're putting this behavior on its own Performance Improvement Plan. Mae also got out of Barcelona by the hairs on her chinny chin chin (she has tweezers for that) before locals started super-soaking tourists.  Follow us @risquebusinessnews @laurasogar @mae_planert and write us a kind review for a good old-fashioned in-the-mail gift! https://forms.gle/gRZ1j9vEwoGYhWQR9 #JoeyChestnut #HotDogEatingContest #competitiveeating #fourthofjuly #UnfinishedBeef #netflixlive #kobayashi #EatingScandals #MajorLeagueEating #Mukbang #TechCouples #MarriageOptimization #RelationshipPIPs #SanFranciscoTech #Overtourism #BarcelonaProtests #funnypodcast #risquebusinessnews #PodcastEpisode

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Just saying the words Performance Improvement Plan gives so many people the Ick. As an employee getting a PIP can feel punitive and scary. As a manager giving an employee a PIP can feel punitive and scary. On this episode of the People Centric Podcast, the team discusses the right way to give and receive a Performance Improvement Plan to stave off the Ick. Listen Now.    Have questions about this topic? Want to ask for advice from our team? Have a topic suggestion? Just want to say Hello? Do it! We love hearing from you and here is how you can get us:   Website:www.peoplecentric.com/contact Direct Email:podcast@peoplecentric.com Facebook:https://www.facebook.com/peoplecentricUS YouTube:@PeopleCentricUS

Have you done a PIP recently? Adherence? Attendance? How many successful PIP's have you done? Can we get better at PIPS? Of course we can. Learn some new ideas to get better at PIPS- especially for Adherence and Attendance.

Have you done a PIP recently? Adherence? Attendance? How many successful PIP's have you done? Can we get better at PIPS? Of course we can. Learn some new ideas to get better at PIPS- especially for Adherence and Attendance.

Welcome to Episode 193 of BORN TO BE WILD, a Wild (and Wild-adjacent) exclusive Hearthstone podcast where we have fun hanging out with friends, talking about the Wild format of Hearthstone and spotlighting members of the Wild Community! This week ElectricSheepCity, Hydralisk, and schmoopydaddy discuss all things Wild, focusing on the new TempoStorm Meta Snapshot, recently revealed cards for Whizbang's Workshop, the Twist Debacle (TM), and bots in Hearthstone. Show Notes: https://docs.google.com/document/d/16jJnW4dApSofQCL-JNx7JnTpz74zcIsEOMbtryGCvow/edit?usp=sharing Find us online at ⁠https://www.borntobewildhs.com/⁠

Today I share my conversation with Suzanne Vickberg, aka Dr. Suz. She is a social-personality psychologist and a Research Lead at Deloitte Greenhouse. Along with her Deloitte Greenhouse colleague Kim Christfort, Suzanne co-authored the best-selling book Business Chemistry. But there's another type of Chemistry - or Alchemistry - that I sat down to talk to Dr. Suz about - shifting the default track of a conversation from protection and opposition to collaboration, Some years ago I interviewed Dr. Elizabeth Stokoe, a Professor of Social Interaction at Loughborough University, who speaks in her book Talk about conversations as having a landscape or a “track” that participants asses and orient to rather quickly…and that we glide down that track, while we monitor the texture of that landscape, and navigate the bumps in the road…so that we can keep things on safely on track. Check out our podcast conversation here and her TEDx talk here. In the opening quote to this podcast, you can hear Dr. Suz describing this process of “landscape orienting” happening very rapidly in a divorce context. Knowing the default path is very helpful when navigating a “hello, how are you?” kind of “small talk” conversation in a non-wierdo-way. Knowing the default track can help make things smooth and easy…when you're visiting the store, or a bowling alley. And when you don't know the basics of the track, things can be hard - Doing simple things in a different culture can be surprisingly slippery to navigate when you don't know the basics of the track.  But sometimes the default path can be extremely detrimental - especially when the default is ineffectual or becomes unconscious and habitual - we keep doing things out of rote, not intent. In business, a common default/habitual conversational path is looking at an underperformer and putting them on a Performance Improvement Plan in order to be able to fire them more easily, A non-default, more conscious conversation is taking the time to learn *why* they are underperforming and helping them actually transform themselves, their work performance and their lives….and in the process deeply benefiting the company and even the community. Seems impossible, right? Or grandiose? Carol Sandford, in her book about Regenerative Business talks about an organization that did just this… a manager discovered that a chronically underperforming and late employee was just functionally illiterate. That employee, once they felt safe to share more, helped that manager learn that many of their employees were facing similar issues. Instead of a PIP, this employee got literacy training, and became an advisor to a new literacy program developed inside the organization, which spread out to the larger community, in ripples of growth and transformation. That is a *non* default conversation - turning a PIP conversation into a community-transformation conversation. On a micro-scale, Dr. Suz's book tells the story of rethinking or re-designing the “default track” for a very, very common conversation - Divorce. When that word gets said out loud, people find lawyers, put up a shield, and start digging trenches.  There is a better way! It takes effort to deeply empathize with your “opponent” in a difficult conversation. It takes patience and imagination to collaborate with your “opponent” to design a win-win scenario.  But the default design for divorce doesn't usually create ideal outcomes…just conventional ones. It's possible to create something better than you can imagine if you create the space for a transformational conversation. Dr. Suz helps break down how “design” in these situations just means really understanding the REAL problem we're solving and what our IDEAL outcome really could look like… BEFORE we jump to solutions. Also check out my podcast conversation with Adam Kahane, author of, among many other amazing books, the book Collaborating with the Enemy - which is what I know a divorce can feel like. Some of his perspectives take this “divorce by design” mindset into the broader business and strategy arena. Enjoy this conversation as much as I did…and think about how you might transform the most challenging conversations in your life and work. With more conscious creativity and intention, with empathy and collaboration…with more design you can create more of what you really want, just like Dr. Suz did for her own divorce and for her own life. Head over to theconversationfactory.com/listen for full episode transcripts, links, show notes  and more key quotes and ideas. You can also head over there and become a monthly supporter of the show for as little as $8 a month. You'll get complimentary access to exclusive workshops and resources that I only share with this circle of facilitators and leaders. Links https://www.divorcexdesign.com/ https://www.linkedin.com/in/suzannevickberg/ https://www2.deloitte.com/us/en/profiles/svickberg.html https://theconversationfactory.com/podcast/facilitating-breakthrough-with-adam-kahane

In this episode of Topline Hotline, our hosts delve into their personal experiences with performance improvement plans (PIPs). Drawing from their extensive careers as sales leaders, they share valuable insights on PIPs and provide practical suggestions on approaching and navigating them. 

Today's guest has worked in sales for over a decade at leading technology companies such as Workday and Oracle prior to landing his current role. Ben Johnson is the Area Vice President of Mid-Market and Public Sector at Zendesk and a Cross-Fit Coach. Ben joins Host Matt Benelli to share the role of managers in a Performance Improvement Plan, why leaders should value deeds over words, and how to develop employees for long-term success.Takeaways:While quarterly performance is important, it is not the only thing that matters when developing a sales rep for long-term success.  Throughout a Performance Improvement Plan (PIP), the manager's role is to help guide the employee successfully through the PIP process. Managers should find out how the employee plans on completing it and help them in their efforts.It's vital to understand what drives each of your team members. Make sure to ask them questions to uncover their motivations, such as “what gets you out of bed in the morning” or “what do you do when you're not selling?” Find out their long-term goals and help them achieve those goals by setting them up for success.The drive to constantly learn and develop personally is a critical factor for success in any profession, especially for those in sales. Everyone in a sales organization should be ‘sharpening their swords' by continually refining their skills and expanding their knowledge. The idea of “Deeds, not Words” is based on a manager assessing their team members on what actions they take and not what they say they will do. If the manager doesn't see actions being taken, there will be a candid conversation over the team member's future employment.Key elements for building a strong culture within your sales team include having a common language, following a consistent process, meeting to prepare prior to calls and meetings, and conducting reviews post-meetings. It's important to get the bad news early. Emphasize transparency and promote early communication of issues or setbacks amongst your team. Once the problem is found, it should be communicated immediately to make sure there is time to act and fix it.Quote of the Show:“To be, it's up to me” - Ben JohnsonConnect with Ben:LinkedIn: https://www.linkedin.com/in/benjohnsonzendesk/ Company Website: https://www.zendesk.com/?ref=437 Shoutouts: Blair Tolbard: https://www.linkedin.com/in/blair-tolbard-5a1a9398/ Ways to Tune In:Spotify: https://open.spotify.com/show/0Yb1wPzUxyrfR0Dx35ym1A Apple Podcasts: https://podcasts.apple.com/us/podcast/coach2scale-how-modern-leaders-build-a-coaching-culture/id1699901434 Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9mZWVkcy50cmFuc2lzdG9yLmZtL2NvYWNoMnNjYWxlLWhvdy1tb2Rlcm4tbGVhZGVycy1idWlsZC1hLWNvYWNoaW5nLWN1bHR1cmU Amazon Music: https://music.amazon.com/podcasts/fd188af6-7c17-4b2e-a0b2-196ecd6fdf77 Podchaser: https://www.podchaser.com/podcasts/coach2scale-how-modern-leaders-5419703 YouTube: https://www.youtube.com/@Coach2Scale CoachEm™ is the first Coaching Execution Platform that integrates deep learning technology to proactively analyze patterns, highlight the "why" behind the data with root causes, and identify the actions that will ultimately improve business results going forward.  These practical coaching recommendations for managers will help their teams drive more deals, bigger deals, faster deals and loyal customers. Built with decades of go-to-market experience, world-renowned data scientists and advanced causal AI/ML technology, CoachEm™ leverages your existing tech stack to increase rep productivity, increase retention, and replicate best practices across your team.Learn more at coachem.io

Do you strive for fame and fortune?Some of our listeners do, too and others have already achieved it.In this week's show, Mary and Chris address the wins and woes of being famous!Too Big for His Breeches in Boise runs a management training company. Their business is booming. To meet client demand, they farm out much of the work to subcontractors, and one of their most popular contractors is using his reputation to demand more money than the other subcontractors. How can they keep him in the fold without ruffling any feathers with the rest of the contractors?The Big Bang Theory in Trenton had an employee perform an amazing act at one of their production facilities recently. She caught an error that literally prevented the plant from exploding. However, she's not the best worker otherwise – so bad, that she's actually on a Performance Improvement Plan. After this big save, she thinks she's untouchable. How can they convince her or management she needs to be moved on or moved out?What Wood You Do in Minnesota has a side hustle that's growing in popularity so much so that they might have a shot at being an influencer. They take their knowledge from their full-time job and relay it to their side hustle. They're worried because the company they work for doesn't allow part-time jobs and they're very private in how they operate. What should they do if, and/or when their company finds out?We're here to help you succeed! Send us your workplace dilemmas or career questions. Email us: info@cubicleconfidential.com or tweet us: @cubicleconfide1. All names will be changed to protect the guilty and innocent...Thanks for listening! Connect with us on LinkedIn or Twitter!

Iowa Football: How concerning is Cade McNamara's quad injury? It sounds like the McNamara quad injury looks to be a little bit worse than the initial reports. He is going to try to make it a go in two weeks against Utah State, but there's concerns. What does that mean for the Iowa quarterback position and the team in general?Iowa Athletic Director Beth Goetz has the job in an interim basis. Some take aways from what she said in her first press conference after getting the job including NIL and the Swarm collective, the latest in the gambling investigation and Brian Ferentz and his Performance Improvement Plan.Can Iowa women sell out Kinnick? It looks like a possibility with the exhibition match up with DePaul coming up in October.Support Us By Supporting Our Sponsors!NutrafolTake the first step to visibly thicker, healthier hair. For a limited time, Nutrafol is offering our listeners ten dollars off your first month's subscription and free shipping when you go to Nutrafol.com/men and enter the promo code LOCKEDONCOLLEGE. LinkedInLinkedIn Jobs helps you find the qualified candidates you want to talk to, faster. Post your job for free at LinkedIn.com/LOCKEDONCOLLEGE. Terms and conditions apply.eBay MotorsFor parts that fit, head to eBay Motors and look for the green check. Stay in the game with eBay Guaranteed Fit. eBay Motors dot com. Let's ride. eBay Guaranteed Fit only available to US customers. Eligible items only. Exclusions apply.FanDuelMake Every Moment More. Right now, when you bet on a Super Bowl Winner, you can GET BONUS BETS EVERY TIME THEY WIN IN THE REGULAR SEASON! FanDuel.com/LOCKEDON.FANDUEL DISCLAIMER: 21+ in select states. First online real money wager only. Bonus issued as nonwithdrawable free bets that expires in 14 days. Restrictions apply. See terms at sportsbook.fanduel.com. Gambling Problem? Call 1-800-GAMBLER or visit FanDuel.com/RG (CO, IA, MD, MI, NJ, PA, IL, VA, WV), 1-800-NEXT-STEP or text NEXTSTEP to 53342 (AZ), 1-888-789-7777 or visit ccpg.org/chat (CT), 1-800-9-WITH-IT (IN), 1-800-522-4700 (WY, KS) or visit ksgamblinghelp.com (KS), 1-877-770-STOP (LA), 1-877-8-HOPENY or text HOPENY (467369) (NY), TN REDLINE 1-800-889-9789 (TN) Learn more about your ad choices. Visit podcastchoices.com/adchoices

Iowa Football: How concerning is Cade McNamara's quad injury? It sounds like the McNamara quad injury looks to be a little bit worse than the initial reports. He is going to try to make it a go in two weeks against Utah State, but there's concerns. What does that mean for the Iowa quarterback position and the team in general? Iowa Athletic Director Beth Goetz has the job in an interim basis. Some take aways from what she said in her first press conference after getting the job including NIL and the Swarm collective, the latest in the gambling investigation and Brian Ferentz and his Performance Improvement Plan. Can Iowa women sell out Kinnick? It looks like a possibility with the exhibition match up with DePaul coming up in October. Support Us By Supporting Our Sponsors! Nutrafol Take the first step to visibly thicker, healthier hair. For a limited time, Nutrafol is offering our listeners ten dollars off your first month's subscription and free shipping when you go to Nutrafol.com/men and enter the promo code LOCKEDONCOLLEGE.  LinkedIn LinkedIn Jobs helps you find the qualified candidates you want to talk to, faster. Post your job for free at LinkedIn.com/LOCKEDONCOLLEGE. Terms and conditions apply. eBay Motors For parts that fit, head to eBay Motors and look for the green check. Stay in the game with eBay Guaranteed Fit. eBay Motors dot com. Let's ride. eBay Guaranteed Fit only available to US customers. Eligible items only. Exclusions apply. FanDuel Make Every Moment More. Right now, when you bet on a Super Bowl Winner, you can GET BONUS BETS EVERY TIME THEY WIN IN THE REGULAR SEASON! FanDuel.com/LOCKEDON. FANDUEL DISCLAIMER: 21+ in select states. First online real money wager only. Bonus issued as nonwithdrawable free bets that expires in 14 days. Restrictions apply. See terms at sportsbook.fanduel.com. Gambling Problem? Call 1-800-GAMBLER or visit FanDuel.com/RG (CO, IA, MD, MI, NJ, PA, IL, VA, WV), 1-800-NEXT-STEP or text NEXTSTEP to 53342 (AZ), 1-888-789-7777 or visit ccpg.org/chat (CT), 1-800-9-WITH-IT (IN), 1-800-522-4700 (WY, KS) or visit ksgamblinghelp.com (KS), 1-877-770-STOP (LA), 1-877-8-HOPENY or text HOPENY (467369) (NY), TN REDLINE 1-800-889-9789 (TN) Learn more about your ad choices. Visit podcastchoices.com/adchoices

[00:00:00] Alvin Sanders: The hardest decision I had to make concerning my own personal level of leadership was the decision that I made in 2007 to leave the pastorate and to work for the denomination. And the thing that got me was the President who unfortunately has passed away, Bill Hamill, he asked me the question, he said, Alvin, do you want to influence one church or do you want to influence 1500 churches? And honestly, I had to ask to myself, and I said I want to influence 1500 churches. ​+++++++++++++++++++++++ [00:00:34] Tommy Thomas: Our guest today is Dr. Alvin Sanders. On his LinkedIn Profile it says, President and CEO of World Impact, Adjunct Seminary Professor, Advocate for Redemptive Poverty Work, Husband, Father, Author, Mentor, and Loves Sports. I imagine we could do a podcast episode on all those titles, particularly the one about sports. But today I want to focus on Alvin's role as the President and CEO of World Impact, and in particular their work as an advocate for redemptive poverty. Alvin, give us your elevator speech on World Impact.  [00:01:17] Alvin Sanders: World Impact started about 52 years ago and we're trying to solve the problem that 95% of the world's pastors have no formal ministry training. We believe that we provide effective ministry training that's affordable and accessible as part of the solution to that problem. And our theory of change is that trained urban pastors lead to healthier churches, which leads to them impacting their community toward flourishing.  [00:01:45] Tommy Thomas: Good. You got that one down. [00:01:46] Alvin Sanders: That's good. I don't know if that was 30 seconds or not. I got it.  [00:01:50] Tommy Thomas: To our listeners, Alvin and I met, at least for me, in an unusual way. I was conducting the CEO search for the City Gospel Mission in Cincinnati, and I did my LinkedIn research and I liked Alvin's background. I thought he might be a good candidate. So, I called him, and he said, no, he was pretty committed to World Impact, but then he turned the tables on me. He says we need a couple of additional cabinet members. Would you be interested in helping us? And next thing I knew Alvin had recruited me to help him with two searches. I didn't have to submit a proposal or anything.  So, Alvin, I guess I owe you a big thank you for trusting us with that work. [00:02:26] Alvin Sanders:  You did an excellent job. I have two awesome team members, and we're a better organization because of your work.  [00:02:34] Tommy Thomas: Thank you. Take me into a little bit of your background. I'm always curious how people got their start.  What do you remember about your childhood that maybe has contributed to the man you are today? [00:02:44] Alvin Sanders: Yeah, so I'm a military brat. My father was in the Air Force for 30 years and we lived globally. For instance, I spent four years in Okinawa, Japan during my formative language years, and I don't remember this, but I've been told that I used to be able to speak fluent Japanese, so I wish that I could conjure that up again, but I can't. But that had a big effect on me. Because I grew up what's called a third culture kid. And you can look that term up, but it's essentially a person who could see into different cultures while not being in them, I would say you grow up organically, culturally flexible. That's probably the easiest way to describe it. And so that led me to ministry. I've been in ministry for 32 years. I started in ministry at 21. Worked at a variety of places but they always had a connection to the urban context of making disciples there. And I worked with the Evangelical Free Church of America planting an inner-city church in the city of Cincinnati. I worked for the aforementioned City Gospel Mission before that under their president who's no longer with them, Roger Howell. And then I also worked for the Evangelical Free Church of America denomination, running their All-People initiative. And then I came the World Impact as a Senior Vice President in 2015 and then became president in 2017.  And this is where I hang my hat.  [00:04:06] Tommy Thomas: So, growing up all over the world, what was high school like for you?  [00:04:10] Alvin Sanders: My dad ended up retiring in Columbus, Ohio, so that's where I spent most of my time. And that's where I went to high school. [00:04:17] Tommy Thomas: And when you got to college, how'd you pick a major? [00:04:21] Alvin Sanders: The first major that I picked was Physical Therapy, and the first college that I went to was Bowling Green State University near Toledo, Ohio. And while on campus I got very involved with a campus ministry. None of the major ones, but just a small one that was started by a fellow student. And it was during that time I said, man, I think God's calling me to do this full time. So, I ended up transferring to Cincinnati Christian University and as they say, the rest is history. [00:04:52] Tommy Thomas: What's something that people might be surprised to know about you that maybe is not on your LinkedIn profile or not in any writing anywhere? [00:05:01] Alvin Sanders: Oh, let's see. That I'm a homebody. Much to my wife's chagrin. A perfect day for me is doing nothing. It is sitting in my recliner downstairs with food and drink and watching good sports or good news stories or whatever, but I love to do nothing.  [00:05:27] Tommy Thomas: Now that would come as a surprise just from my working with you because in our relationship, you've been out and about and upfront and returning from a speaking engagement or headed to one.  [00:05:38] Alvin Sanders: Yes, and I'm sure that's probably what plays into those times when I don't have anything to do. I cherish them.  [00:05:43] Tommy Thomas: Take me back to your first management job when you actually had somebody that you were responsible for. What do you remember about that? [00:05:51] Alvin Sanders: The crazy thing, it was both a blessing and a curse, was the first ministry position I've ever held. I had pretty significant responsibilities. And I learned I can be an intense person.  God bless the first people that I had to supervise and the first volunteers I had to direct because with a military and athletic background and an intense personality – I'm sure those people got fried. I was probably a marine minister; I would say so to speak. And what I remember is God's providence and blessing the success of the things that I did. And I also had a lot of learning lessons about what it means to really invest and treat people with respect and dignity.  [00:06:44] Tommy Thomas:  You've had a long career in ministry and I'm sure you've had times that have “tested your mettle”. Maybe can you take us into one of those and what you learned or maybe didn't learn from it?  [00:06:55] Alvin Sanders:  The biggest, one of those things, Tommy, that tested my mettle was when me and my wife planted at a church in inner-city Cincinnati. About six months into the church planting experience, there was a police shooting of a young black teenager by a white police officer. This was spring of 2001 and the neighborhood in which we planted a church where the shooting took place exploded in civil disobedience. And you want to talk about the crucible of ministry and trying to figure out what to do. We were young church planters. Six months in just trying to get a church together and draw people, and then all of a sudden, this thing happens. And we learned to depend upon God and that Proverbs, I think it's Proverbs 3:5-6, trust in Lord and all that you do and lean not on your own understanding. In all thy ways, acknowledge him and he shall direct your paths because there's no strategic plan for planting a church in the middle of a race riot. There just isn't. So, we really learned what it means to trust the Lord and invest in people deeply, invest in a neighborhood deeply so that we can both improve the lives and hearts of the people as well as the neighborhood and pursue the common good.  And so, that changed the trajectory of my life.  [00:08:15] Tommy Thomas: So yeah, pursuing the common good. What did that look like, could you take us into how you executed that?  [00:08:22] Alvin Sanders: Yes. It starts with the philosophical bent of you have to be deeply committed to the people of the neighborhood and the place that it's in. There are no walls to the church.  The people who are typically in communities of poverty, folk come in there and they don't have a deep commitment to them. They come and go as they please. They don't have a long-term commitment to them. And so, in terms of the people, it's just a biblical process of, evangelism, discipleship, helping them become better people in Christ. But in terms of commitment to place we utilized very heavily a concept called asset-based community development, or ABCD, where you map out the assets of a community. Because when it comes to communities of poverty, in a lot of places, people always look at what's wrong with the community. Asset-based community development says every community has things that are wrong. What's right with the community? And look at what's right with the community and see how you can be. How you can fill the glass up, so to speak. If the glass is half full or half empty is the negative stuff half full? Is the water in the glass? So how do you raise the level of water, so to speak? And so, when we did our asset-based mapping, we saw that what the community did not have was many services for the working poor. Yeah, because most of the people who are in poverty are working. They're not the folks standing on the corner saying, please, brother, can you spare a dime? They're not those people. Not that those people aren't in poverty, but that's not what the face of poverty looks like. The face of poverty in the United States looks like a single mother with kids who's working a service industry job. And so, we really began a ministry towards that group. Working with my wife to establish a food pantry and health check center in the back part of the church. So, we established a food pantry that people could utilize once a month because that's really all they needed once we did our surveying. And that helped them stretch their check. They could come in, they could get the groceries, and they maybe had money for three weeks, but then this would be the fourth week. And then also while they were there, we partnered with Xavier University with their nursing student program, and nursing students would be in the back and they could get they can get diabetes check and things of that nature. And then if they had any health issues, we would refer them down the street to a local health clinic. And then we also had a person, one of our staff members who would sit in the back and say, hey - anybody have any spiritual concerns or any spiritual or anything, you want us to pray for this, that or the other, or just see general life advice from the Word then they could go stop there.  So, we had a three-stop shop where people could come get their food, they could get their health checked, and then they can be ministered to spiritually as well. [00:11:28] Tommy Thomas: Obviously most of my experience with you has been in the hiring mode. And I probably know a little bit of the answer to this next question. But for people who wonder what a CEO looks for in senior leadership, take us into some of the qualities that you're looking for in leaders. [00:11:43] Alvin Sanders: Yes. Basically, and I don't remember which guru I got this from, or what book I read it from, so it's not original to me. But there are two main characteristics that I always look for in my team. Can they do the job right and can they do the job well? Can they do the job right has to do with their moral character and whether or not they fit into our core values at World Impact. So we screened for that, and then we hired you all to screen for can they do the job well. That has to do with skillsets and the abilities that people may have in order to do the job description that we have designed for that particular job.  Can they do the job right? Can they do the job well? Those are the two big things that I look for in my team to contribute to the leading of World Impact. [00:12:35] Tommy Thomas: I remember, and yours was the first, and I guess so far the only client I've had that used this thing, I think you called it a circle of voices. And I thought that was cool. And every listener may use it in their work. I don't know. But take us into that. [00:12:49] Alvin Sanders: When we're making major decisions, we don't do it for every decision. We do it only for major decisions. We do a circle of voices and again, I don't remember where I picked this up from, but what we do is whatever the decision that we have to make, we give to everybody around the table, you have to speak for at least two minutes, but no more than five minutes and give your perspective on what decision we need to make and why, and it's like you're in court, you're a lawyer, make your case for why, what do we, what do you think we need to do and why? And nobody else can speak while that person is speaking. And then I'm literally the timekeeper. So you only get five minutes. You must speak for at least two minutes, but you only get five. And then after each person has spoken, then we open the floor up for dialogue and debate and come to a collaborative decision.  [00:13:52] Tommy Thomas: On the flip side of that, and I hadn't been with you on this, but what goes into how you finally decide somebody's got to go and what have you seen the best way to do it?  [00:14:02] Alvin Sanders: We try to err on the side of grace. And we believe in weekly feedback. So, our supervisors theoretically are coaches. So theoretically, if we say you're to supervise someone, it's because we believe that you can coach that person to be a better person who contributes to the mission of our organization. So, if someone is constantly not living up to what we desire for them to do within our organization, then we utilize the tool that everybody else utilizes a Performance Improvement Plan or PIP. And some people think, once I've been PIPPED that's just the time period that you have for me to work until I have to find another job. But that's not what we utilize it for. Hopefully, we really want to say, hey, we want you to improve. And there have been people that we have put on Performance Improvement Plans that they actually emerged out of that, and they kept going. And then after a PIP, if you still aren't doing what you need to do, then we just have a brutally honest conversation with the person. Just say, hey, it's not working out here for you. It's time for you to transition out. We always work hard to get people to self-select out. And 90 - 95% of the time, that's what happens. We are long-suffering. We practice the spiritual discipline of patience. It's no surprises. The only people who get fired from our organization are people who do egregious violations of our core values. If you do an egregious violation of our core values, then you must go, because we've communicated our core values to you. Core values to us are not just some booklet that sits on a shelf. We actually live them. We do things to catalyze them. So, most people that get fired, they've egregiously violated, but the overwhelming majority of people who are World Impact transition out. If they're not, we help them figure out how to transition out and self-select. [00:16:15] Tommy Thomas:  You mentioned you were in senior leadership fairly early on. Who were some of the mentors in your life and how did that play out? [00:16:23] Alvin Sanders: Yeah, I've had several mentors the aforementioned City Gospel Mission and Roger Howell. He was my first boss who really helped shape and mold me into the person I am today. When I worked in Chicago for two years and I worked at a place called Circle Urban Ministry, Glen Kayron was someone who invested in me deeply. When I did my PhD studies Dr. Michael Dantley, who's a prominent African American pastor in the city of Cincinnati, as well as he was a professor at Miami University, and I studied under him. He played a key role in my development as well.  [00:16:59] Tommy Thomas:   Did these people see something in you, and of course I guess your bosses, they can understand that. But did mentors see something in you and seek you out, or did you see something in them and figured you'd be better if you could sit under their tutelage? [00:17:16] Alvin Sanders: Well, it's a combination of both. And I actually left one out that he's probably the person who saw the most in me at the beginning, and that's a gentleman ny name of Dr. Jonathan Burnham, who his church, Hope Evangelical Free Church, was the parent church of my church, River of Life church. And he saw me as a tremendous leader. Way more than I did. I had leadership characteristics, but I was extremely raw and rough around the edges, and Jonathan Burnham really invested in me and my family and helped us when we planted River of Life Church. And those seven, eight years I spent under his tutelage were tremendous. [00:17:56] Tommy Thomas: I never phrased this question exactly right, but I guess I'm looking for when you recognized, and maybe you acknowledged that you did have leadership potential and some of those rough edges began to smooth and you felt more comfortable moving.  Do you remember that?  [00:18:11] Alvin Sanders:  I'm arrogant enough to have never thought I wasn't a leader.  It was never about that for me. What it was about for me was getting more polished. If I was in the room, I was going to lead, that's just the way it was going to go because that's the way my personality type I'm told, so the old Myers Briggs, I am an ENTJ, and I'm told that's a characteristic of that personality type that we either lead or we influence. The head leaders, we take our ball, and we go home. That's basically our personality type. Okay. So, for me, it was a matter of how to be a good godly leader. How to get polished to be able to do that instead of just leading rough shot and wild.  [00:18:56] Tommy Thomas: Thinking about your team do y'all have any team-building exercises that you use that you found effective as you try to bring this group together? [00:19:05] Alvin Sanders: We have a meeting rhythm as a team. We get together for 90 minutes every four or five weeks, and then once a quarter we do a two-and-a-half day offsite. And the offsite is a combination of relationship building as well as business items. During our 90-minute time together, we always start our meetings off by sharing one good thing. What's one good thing professionally or personally that's happened to us since our last time together? We also always have prayer time together. And during our offsites, we have extended sharing, and extended prayer because I have a saying that I care much more about who you are as a person than what you do. And we live that. And we live that out. And that's the biggest thing that we do as an executive team in order to, for us to be glued to one another.  [00:20:03] Tommy Thomas: So y'all have operated as a virtual organization from a long time ago. And obviously, it's worked, or you wouldn't be doing it.  Tell us a little bit about that.  [00:20:13] Alvin Sanders: Yes. We were virtual before it was cool to be virtual. And the prior president to me, Efrem Smith, he's the one who implemented that. And then when I came in being virtual can be done, but you have to be very intentional about relationship building, like the things that I just talked about. Operating a virtual ministry can be done but you must be VERY intentional about relationship building. We have monthly prayer times where we have all staff get on Zoom for an hour, and half that hour we spend in prayer, both large group and small group. And in the other half, we highlight two staff members where we just do some lighthearted questions and answers and let everybody get to know one another. Once a year we gather all staff together for one day of team meetings, and then two and a half days of really just fun. And investing in one another and encouraging one another around one of our core values. Because we have five core values. So, we do a theme each year.  So, we do a lot of intentional relationship-building. And we just experimented with something that we're probably going to keep and that it's in the spring. We've had regional gatherings, so we have staff spread off all across the country and we gather staff for a day in Cincinnati, a day in Wichita, Kansas, and a day in Long Beach. And based on where you lived, you went to one of those locations and we had some training and team-building time. So really to sum it all up, it's intentional relationship building.  [00:21:45] Tommy Thomas: What was the biggest lesson on the positive front that your team took out of Covid relative to management and leadership? [00:21:54] Alvin Sanders: Wow. The biggest lesson. [00:22:00] Tommy Thomas: Something that you might take forward. You might think COVID is gone, but we're still going to probably do that.  [00:22:04] Alvin Sanders: Actually, you know what? It's what we just talked about because we weren't doing all that before covid. We were virtual, but we weren't gathering, we were not utilizing the tool of technology like we do now, and we were not gathering like we do now. [00:22:21] Tommy Thomas: I thought early on that Covid was bound to have some kind of silver lining and usually everybody that I talked to, there's some kind of silver lining for it. [00:22:32] Alvin Sanders: And that's what it was because we weren't we started praying online together because this is a serious time. We want to pray for our country and pray for each other. Let's get online once a month and all pray together. And it was like, you know what? This is pretty awesome. Let's keep doing it.  [00:22:47] Tommy Thomas: What's the most dangerous behavior or trait that you've seen derail a leader's career? [00:22:53] Alvin Sanders: The number one thing I think that either makes or derails a leader's career is emotional intelligence. Having self-awareness of your strengths and your weaknesses and adjusting accordingly. Being able to look at others and not see them as an object in your way or just, not as human beings and people actually caring about them and their work and their contribution. The number one thing I think that either makes or derails a leader's career is emotional intelligence. Having self-awareness of your strengths and your weaknesses and adjusting accordingly. As well as them as people, individually, people who do not have good emotional intelligence. Eventually, the house burns down. That's what I've seen.  [00:23:39] Tommy Thomas:   It's been said that we learn the most from our failures or our mistakes. If that's true, why is it that most of us are so afraid to fail? [00:23:48] Alvin Sanders: I don't think you can learn, Tommy, unless you do fail. I have a weird goal and that's to fail every day. Because if I'm not making mistakes, that means I'm not pushing myself to be the best person I could be.  Because no one knows everything. The way you get to learn things is you have to fail at it first. It's impossible to know something until you have some failures. It's impossible to know something until you have some failures, and then in those failures, you say, okay, what can I pick up and learn from this? And then you move forward.  [00:24:19] Tommy Thomas:  I was talking to Alec Hill, the President Emeritus of InterVarsity, or maybe it was Rich Stearns.  I forget which one. But anyway, they said, “Never trust a leader who doesn't have a limp”.  [00:24:31] Alvin Sanders: Yeah - Amen on that.  [00:24:33] Tommy Thomas:  I know you're a busy man and yet you've talked about how you like to rest and enjoy. How do you and your wife handle work-life balance in your leadership role?  You know what, I'm contrarian on that. I think it's impossible to have work-life balance. [00:24:45] Alvin Sanders: You know what, I'm contrarian on that. I think it's impossible to have work-life balance. I don't like to look at it that way. I like to look at it as seasons. There are seasons of busyness and then there are seasons of Sabbath and rest. And that's how I view my life and that's how my wife and I do that now. We're empty nesters now. Yeah, we're much less busy than we used to be. We're still busy. But I think like I said I'm a contrarian and I believe that it's impossible to have a work-life balance or I just never figured out how to do it. It's just,  look, I live my life in 90 days sprints, right? And I go, okay, honey, this is what my 90 days is going to look like. The month of July, not going to see you much. But look here, in mid-August, I'm taking 10 days off. We'll be together. So it's quarter-like to me, it's seasons. And it's seasons of super busyness and then seasons where you're not so busy and when you're not so busy, you make sure to take time to connect relationally with the people who are most important to you. [00:25:52] Tommy Thomas: What's the hardest decision you've had to make in leadership?  [00:26:03] Alvin Sanders: There's been a ton. The hardest decision I had to make concerning my own personal level of leadership was the decision that I made in 2007 to leave the pastorate and work for the denomination. And the thing that got me was the President who unfortunately has passed away, Bill Hamill, he asked me the question, he said, Alvin, do you want to influence one church or do you want to influence 1500 churches? And honestly, I had to ask myself and I said, “I want to influence 1500 churches”. And that was a super tough decision because our church, the Church River of Life. We still go there, by the way, even though we don't pastor there. Me and my wife says that's our third child. We have two wonderful daughters and River of Life. We basically feel like that's our third child. So, it was literally like leaving your child to someone else's care when we left that.  [00:27:03] Tommy Thomas: You worked for a great guy in Bill Hamill. I had the privilege of knowing him over the years and it was always good. I always loved my time with Bill. [00:27:11] Alvin Sanders: Great man. A great man of God. [00:27:14] Tommy Thomas:  Changing up maybe on a little bit lighter note, if you were a judge on a nonprofit version of Shark Tank and you had deep pockets, what questions would you have to have solid answers for before you would back one of these startups?  [00:27:33] Alvin Sanders: I don't know about specific questions, but I know the things that I would screen for. I would screen for the person - do they know who they are and what they want to do? Essentially, that's where my big questions would be about. Do they know who are they solidly? Can they solidly define who they are as a person and as an individual? And can they solidly describe where they think they want to go?  And take then, therefore, take the organization that they're leading.  [00:28:06] Tommy Thomas:  On the same line of thought, if you were developing a dashboard for a nonprofit to get a look at their health, what are some of your dials going to be?  [00:28:19] Alvin Sanders: I would want to look at how they do with staff development and stability. What kind of people are they hiring? What kind of things are these people doing? Are they organized correctly? The org chart, things of that nature. I would also want to look at their systems and how they do things and what are their processes and how do they get things done. What are the tools that they use? Are they correctly dialed into technology and things of that nature to help them achieve their mission? And as well as the obvious one is financially, how are they doing financially? What's their revenue generation look like? Are they built? Really, if you take those things together, then you can make a determination.  Are they built for sustainability for the long haul?  [00:29:07] Tommy Thomas: If you could go back to a time and tell your younger self one thing, what would that be? [00:29:12] Alvin Sanders: Relax. Relax. Not that serious. Slow down. Why are you running so hard? Where are you trying to go? Stop and smell the roses. [00:29:26] Tommy Thomas: If you had a do-over in your career, what would it be? [00:29:30] Alvin Sanders: I would say in the generality, there were probably opportunities. Here let me give a little bit of context. Okay. God is very merciful to me in that there are opportunities that I turned down, which for whatever reason, circle back to me. And then the second or third time, I recognized it for the opportunity that it was, and I took it. So, the one do over, I would say just speaking in generalities, is being able to recognize opportunities for what they are right off the bat. And not having God have to circle back for me.  [00:30:24] Tommy Thomas: I'm thankful to Alvin for taking time from his schedule to join us today. After we stopped recording. I told him that we could have talked for another hour. I really enjoyed the time with him. I'll post links to Alvin's work with world impact in the show notes. As well as links to some of the books that he has written.  [00:30:24] Tommy Thomas: Thank you for joining us today. If you are a first-time listener, I hope you will subscribe and become a regular. You can find links to all the episodes at our website –https://jobfitmatters.com/podcast/. If there are topics you'd like for me to explore my email address is tthomas@jobfitmatters.com.   Word of mouth has been identified as the most valuable form of marketing.   Surveys tell us that consumers believe recommendations from friends and family over all other forms of advertising.  If you've heard something today that's worth passing on, please share it with others. You're already helping me make something special for the next generation of nonprofit leaders. I'll be back next week with a new episode until then stay the course on our journey to help make the nonprofit sector more effective and sustainable.    Links and Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas Alvin Sanders - World Impact Uncommon Church: Community Transformation for the Common Good by Alvin Sanders Redemptive Poverty Work by Alvin Sanders Bridging the Diversity Gap: Leading Toward God's Multi-Ethnic Kingdom by Alvin Sanders   Connect Tommy Thomas - tthomas@jobfitmatters.com Tommy's LinkedIn Profile Alvin's LinkedIn Profile

Failing to plan is planning to fail. But that's not the case with PIPs. Which, more often than not, is planned to fail anyway. In this episode of Cost to Company, I speak to Sharthok Chakraborty (Co-founder, Klaar; Ex-Cipla) Nimesh Mathur (Investor, Advisor, HR Leader; Ex-Haptik), and Sumit Singla (HR Consultant, ex-Accenture) on one of the most contentious tools of the workplace, the Performance Improvement Plan. And why embarking on one is almost always a fool's errand. For both the employer and the employee.  This episode was written, hosted, and produced by Shreevar Chhotaria and engineered by Rajiv CN.Cost to Company is produced from the newsroom of The Ken, India's first subscribers-only business news platform.Subscribe for more exclusive, deeply-reported, analytical business stories.

Sean and B-Scott evaluate how Dusty Baker did last night with his Performance Improvement Plan, wonder what's up with Lance McCullers having an arm injury but lifting teammates in an HEB commercial, and dive into the Isaiah Rodgers suspension.

HOUR 2 - Sean and B-Scott discuss something that probably made Hopkins watch less interesting, assess how Dusty Baker did with his Performance Improvement Plan last night, dive into some fun stats that sound fake but are real, conceptualize an all AFC South Hard Knocks, and kick off Headlines.

Sean and B-Scott dive into Hopkins Watch and why the Patriots are probably out now, and break down how Dusty Baker did last night with his Performance Improvement Plan.

Sean and B-Scott assess how Astros Manager Dusty Baker did following the outline they gave him yesterday to improve his job performance.

HOUR 2 - Sean and B-Scott assess how Dusty Baker did with the Performance Improvement Plan they outlined for him yesterday, discuss which watch we're currently on is most compelling: Harden, Hopkins, Howard or Health, talk about Ryan Seacrest taking over Wheel of Fortune, and get to a Headline.

HOUR 2 - Sean and B-Scott lay out an plan for performance improvement for Astros Manager Dusty Baker, react to what the Rockets rookies had to say about each other, and dive into a recruit saying Nick Saban won't stop coaching until he "croaks over".

Sean and B-Scott lay out a Performance Improvement Plan (or PIP) for Astros Manager Dusty Baker to follow.

Welcome, dear listeners, to another episode of One Life Left, the podcast edition of the video game radio show that is occasionally actually about video games! This week we even have a Super Special Guest: (almost veteran) Steve Hollis from Noisy Head Games! Here to talk about Beyond the Long Night (out now!) and the fact that he won at Easter this year with his Super Special Egg that included chunky dinosaurs! We also have Sega going angry birdwatching, cheese straw inflation, Super Mario & Nintendo troll Maraoke and Charlesbot v1.0 speaks elvish for YOU for FREE!! Meanwhile, find out where the cheapest place to pre-order Tears of the Kingdom is. The answer will astonish you! Who, me? Being click-baity?! Never...  Tickets for our next Maraoke event are already available and we're not even out of April yet! It's on Saturday 20th May at Sub-Zero - link down below! Should we put Ste on a Performance Improvement Plan? Have you ever met Cliff Bleszinski?? Have you got another video game based question and/or musing??? Then fire them to us at team@onelifeleft.com or join our Discord and shout at us there. Link below! Cheerio, Team OLL x Links: The OLL Everything (including Discord) Link!: http://hello.onelifeleft.com/ The Maraoke Everything Link!: http://hello.marao.ke/ The May 2023 Maraoke Event Link!: https://www.rulezero.co.uk/product/maraoke-20-05-23/ Reviews: Far Cry 5 Formula Retro Racing: World Tour Dredge Storyteller Learn more about your ad choices. Visit megaphone.fm/adchoices

A woman put her boyfriend on a PIP - a Performance Improvement Plan. She says it worked great for their relationship, but we're not so sure. What do you think about a boyfriend PIP?

In this episode 203 of the podcast I bring you a run down on the steps you need to take to effectively manage an employee who is not performing to the level you require. I also touch upon how to address those niggly attitude or behaviour issues that seem to be coming up more and more frequently. In this episode of the podcast I cover: The starting point and self-reflection as a manager. Why it is important to go through an informal process first. What the informal performance management process looks like. Why a Performance Improvement Plan (known as a PIP) should be the last possible option with poor performance. How to go through a formal process. When you can issue warnings. How long a process should take. Answers to frequently asked questions about performance management. How to deal with poor attitude. How to address general small scale poor behaviours.   Of course at the heart of good performance management is COMMUNICATION!   If you would like training for your team on how to effectively manager performance issues then I am available to provide training for 1/2 day for up to 30 people for £750 plus VAT.   Alternatively if you would like guidance on a performance management issue or to discuss how best to deal with a scenario then please get in touch and myself or a colleague will be happy to advise you.     Fixed Price Advice from Real Experts As part of our HR Harbour annual subscription service for employers we provide guidance and training for employers, supervisors and managers. If you would like to know more about the HR Harbour Service and how you can get unlimited support from as little as £210 per month please contact me for a no obligation discussion – alison@realemploymentlawadvice.co.uk or you can find full details here: HR Harbour Don't forget you can contact us by telephone 01983 897003, 01722 653001, 020 3470 0007, 0191 375 9694 or 023 8098 2006 We have a variety of free documents and letters which are available to download here: DIY Documents We are also on YouTube! You can find a range of topics and also listen to this podcast on YouTube here: YOUTUBE     The information contained in this Podcast and post is provided for guidance and is a snapshot of the law at the time. It is provided for your information only and should not be used as a substitute for obtaining legal advice that it specific to your particular circumstances. The guidance should not be relied upon in any decision making process. It is strongly recommended that you seek advice before taking action.     Photo: Review - markus-winkler--fRAIQHKcc0-unsplash

Hosts John Schols and Alex Lucifero. Let go after being put through a performance improvement plan? Can an employer lay you off after you take a reduced work load on doctors orders? Thinking of retiring? Employment lawyers will help you through that change. For information anytime, call 1-855-821-5900 or go to pocketemploymentlawyer.ca

Challenges When Running An Insurance Agency | Cultivate a Performance Culture WITHOUT Drama Knowing what you want is challenging. For a long time, it seemed restrictive to us at APP. It seemed restrictive rather than open to possibilities, until I was burning out and not advancing. There was no light at the end of the tunnel; there was only more darkness. Get Your Vision Right How to Hire and Fire Based on Values Get Your Hands On Data Processes & Procedures Coaching Meetings Many agency owners come to us burned out, tired, and thinking of selling. Which begs the question, Are You Running the Agency or Is the Agency Running You? Our Agency Assessment may be just the fit for your growing team. Connect with us and start by reading our blog: https://www.agencyperformancepartners.com/blog/how-to-run-an-insurance-agency/ Grab our Performance Improvement Plan: https://bit.ly/APPPIP Enroll in our Plan and Execute Course: https://www.agencyperformancepartners.com/how-to-build-your-insurance-agency-success-roadmap  

Does your brain need a little boost? Just 2 capsules of Nadovim per day can greatly increase your energy, improve your focus, and boost your brain power. Save 20% on a subscription when you use code Jedediah at checkout: https://nadovim.com/purchase/ Jed digs into the psychology of a simp and what drives that behavior in men, then discusses a modern woman who gets it all wrong on feminism and high-value women. She discusses why women don't want feminine men and reacts to a modern woman infantilizing her boyfriend with a “performance improvement plan.” Jed closes by reacting to Drew Afualo and Dellara on such topics as male-hating, the reality of male vs female biology, the feminist infantilization and objectification of women, and feminist lies about a wide array of topics. Jedediah Bila Live - A social commentary podcast on dating and politics that doesn't hold back! New Episodes LIVE Mondays, Wednesdays, and Fridays at 1pm EST. Subscribe to the JB LIVE community: https://bit.ly/3Iojl8Q Ask Jedediah a question or FaceTime her here: https://Minnect.com About the show: Welcome to a free-speech zone where dating, politics, and hot debate come to life. Join former television host Jedediah Bila as she unravels what's broken in the dating game, tackles the dangers of modern feminism, and exposes The System's multifaceted, hazardous agenda. Known for her fearless commentary and passion for freedom and free-thinking minds, Jedediah digs into such topics as “toxic” masculinity, the modern feminist agenda, big-government tyranny, how men and women are different, the dangers of pornography, societal neutering of men, and the problem with a culture of promiscuity. She holds women, men, and political elites accountable in her signature no-bullsh*t style. She stands up for liberty, personal responsibility, and traditional values, rallying against The System's desire for an increasingly weak, puppeteered, entitled culture. And she does it all in a combination of solo and interview-style shows that are sure to get you thinking and fired up to join the conversation. Follow Jedediah on social media: Instagram: https://bit.ly/3Gje8xg Twitter: https://bit.ly/3NlsfFX Facebook: https://bit.ly/3MHFXlo Locals: https://bit.ly/3tmAsCD Rumble: https://rumble.com/c/JedediahBilaLive Pick up a copy of Jedediah's books: Dear Hartley: https://amzn.to/3xEbikp Outnumbered: https://bit.ly/3gWuXq9 #DoNotDisturb: https://amzn.to/3ij6NXr To reach the Valuetainment team, send an email to: booking@valuetainment.com

Making Outbound Calls in Your Insurance Agency is an important aspect of agency growth. But to do outbound calls, they have to be planned. Talk to your team about strategies for outbound calling. What time of day is best? Adjust it to where it works best for each team member. Block times according to availability. Have someone take an hour in the morning while the other answers service calls and the other in the afternoon, and switch it the next day, so a different person is calling in the morning. How to make the time vs. trying to find the time: https://www.agencyperformancepartners.com/blog/insurance-agency-business-plan-how-to-structure-for-growth/ Grab our Performance Improvement Plan https://bit.ly/APPPIP Enroll in our Plan and Execute Course https://www.agencyperformancepartners.com/how-to-build-your-insurance-agency-success-roadmap/  

What is your insurance agency business plan? Do you have one? Of course you do, but do you know how to execute it? Most agency owners have a plan, but many fail when it comes to execution. This entails having assigned tasks for your employees to complete to help retain and grow your business. Imagine a front door and a back door. The goal is that the front door stays wide open for people to come in, but the back door stays shut. Closed tight. Many agents focus on keeping the front door open and forget that the back door is open too. Sometimes they are losing more business than what is coming in, so your growth plan must include BOTH! How to make the time vs. trying to find the time: https://www.agencyperformancepartners.com/blog/insurance-agency-business-plan-how-to-structure-for-growth/ Grab our Performance Improvement Plan https://bit.ly/APPPIP Enroll in our Plan and Execute Course https://www.agencyperformancepartners.com/how-to-build-your-insurance-agency-success-roadmap/  

We find that the Leadership Team isn't Accountable to Manage Accountability. In other words, they don't practice and model accountability for the team to take them seriously. ✅ Clear Metrics For Each Job ✅ Transparency In Metrics ✅ Accountability Strategy ✅ All Carrots No Sticks ✅ No Routine 1:1 Meetings With Team Members ✅ Agency Ownership and Leadership Team Is Not Modeling Accountability Find out how to address solid accountability strategies: https://www.agencyperformancepartners.com/blog/insurance-agency-growth-strategies-holding-people-accountable/ Grab our Performance Improvement Plan: https://bit.ly/APPPIP Enroll in our Plan and Execute Course: https://www.agencyperformancepartners.com/how-to-build-your-insurance-agency-success-roadmap/  

When I mention accountability, the air leaves the room, and the team turns ghost-white. 6 Common Reasons You Lack Accountability in Your Insurance Agency. I'm here to tell you things will get harder, and then they will get easier. This is where you get to pick your hard. You can choose - but choosing not to hold people accountable will stifle your growth, fun, and opportunity. Temporary hard is always better than long-term hard. Ask yourself - are you a little too comfortable with your team not flawlessly executing? Here are the common reasons insurance agencies overthink accountability: ❌ Everyone will leave ❌ Addressing poor performance is difficult ❌ Manage consequences ❌ Is poor performance really that bad if they do other things well ❌ Another employee doesn't do it either Find out how to address solid accountability strategies: https://www.agencyperformancepartners.com/blog/insurance-agency-growth-strategies-holding-people-accountable/ Grab our Performance Improvement Plan https://bit.ly/APPPIP Enroll in our Plan and Execute Course https://www.agencyperformancepartners.com/how-to-build-your-insurance-agency-success-roadmap/

Today on the show we are joined by Dr. Scott Whiteford, Director of Leadership Analytics at Talent Plus, a strength-based management company that is rooted in positive psychology. Their mission is centered on understanding an individual's greatest strengths and how best to utilize those strengths, both for selection and development. In our conversation, we delve into what it means to focus on strengths rather than weaknesses, the importance of self-reflection, and how to become increasingly specialized as you progress in your career. Scott also shares his advice for young people on how to discover their strengths, the importance of looking at the whole person when you want to hire successfully, and how to form a constructive partnership with your hiring manager. Key Points From This Episode:   Get to know our guest, Scott Whiteford, and his career at Talent Plus. Scott's role as Director of Leadership Analytics at Talent Plus. The size of the organizations that Talent Plus usually works with. How Talent Plus gathers the information they need to help their clients. What Talent Plus clients are typically looking for. Why Talent Plus is rooted in positive psychology and how they implement it. What it means to focus on strengths rather than weaknesses in business. What can be learned from the way sport approaches strengths and weaknesses. How to tell whether a Performance Improvement Plan is being made in good faith. The importance of specialization in your career. Scott's advice to young people on negotiating with their superiors. How to use self-reflection to understand your strengths and weaknesses. What happens when hiring managers and leaders don't understand the whole person. How Scott uses assessments as part of his role. The importance of building a diverse leadership team. Scott's parting advice for hiring managers.   Tweetables:   “The companies that we work with are really interested in how they can help their employees, leaders, managers, [and] frontline folks to be more successful.” — Scott Whiteford [0:04:29]   “As I progress in my career, I actually become more specialized, even within the role that I have here at Talent Plus. By becoming more specialized, I tend to do more and more things that I really enjoy.” — Scott Whiteford [0:17:57]   “I really like it when my students and my young leaders take control of their careers, because they'll find it more rewarding.” — Scott Whiteford [0:21:46]   “Understand what parts of your job you like, what parts you don't like, where you're good, where you're not so good. The better prepared you are to have that conversation with your leader, the more likely you're going to see a strong outcome.” — Scott Whiteford [0:23:00]   “We really want a diverse leadership team with lots of independent thought.” — Scott Whiteford [0:32:49]   Links Mentioned in Today's Episode:   Scott Whiteford on LinkedIn Talent Plus Talk Talent to Me Hired

This Episode is Sponsored By:CARESTACK | Cloud-Based Dental SoftwareClick the link below and get 1 MONTH FOR FREE + 10% OFF your Annual Subscription + 50% OFF Your Set-up Fee!Check out CARESTACK now: https://lp.carestack.org/thedentalmarketer‍‍Guest: Kari CunninghamPractice Name: Panther Pediatric DentistryCheck out Kari's Media:‍Email: pantherpediatricdentistry@gmail.comFacebook PageInstagram: @panther_pediatricdentistryKari on Episode 355!‍Host: Michael Arias‍Website: The Dental Marketer Join my newsletter: https://thedentalmarketer.lpages.co/newsletter/‍Join this podcast's Facebook Group: The Dental Marketer SocietyMy Key Takeaways:Frame "areas of weakness" in team members as "areas of opportunity" instead!Be sure to have a written policy noting explicitly what happens when an improvement isn't made by a team member.Always stick up for your team! Do not let patients be disrespectful to them in your practice.Create a Performance Improvement Plan, or PIP, for team members who need a boost in some areas.Always follow through with your policy statements. Otherwise your team might not take them seriously.Not letting go of a problematic team member puts strain on your high performing members. Cater to your strong team members and build a culture they would love to stay in!‍Please don't forget to share with us on Instagram when you are listening to the podcast AND if you are really wanting to show us love, then please leave a 5 star review on iTunes! [Click here to leave a review on iTunes]‍

It's clear that it's a difficult subject to bring up. If an employee is not performing at a satisfactory level, this can be a tricky subject to address. However, it's a discussion that needs to be had, especially if a decline in productivity begins to affect your coworkers. We oftentimes forget that simple gestures such… Continue reading 39: What to do if you get put on a Performance Improvement Plan?

Working out how to manage lazy team members and taking the right action to reduce or remove the issue is a challenge most managers' dread. If you ignore lazy employees at work, laziness has a way of spreading into the rest of the team. Taking action quickly is a must. I am sharing 6 tried and tested ways to deal with lazy employees so you can deal with lazy team members effectively and fairly. When you are managing lazy employees, the first action is not to ignore the lazy behaviour. If you do, you are sending a message to the lazy team member and the rest of your team that being lazy is okay. Then laziness starts spreading through the team, and your management ability starts being questioned.  The second action to manage lazy team members is to find out why the employee is being lazy. There are lots of reasons, and once you understand why, then you can work out how to deal with lazy team members much more easily and successfully. Your approach should be tailored to the employee and the situation. When motivating lazy employees, setting expectations is really important. Add clear goals to be achieved, ideally agreed with lazy team member, so that both parties know when expectations have been met or exceeded.  Next when working out how to manage lazy employees in the workplace, listen to all their excuses as to why they are not delivering. Note them down and then go away and go your homework. Demonstrate that all the spurious excuses are not valid and work to remove the valid ones with training, resources, and mentoring. When managing lazy staff, providing honest feedback is very helpful to them and reinforces your expectations with them. To manage lazy employees monitor their improvements through tracking their measurable output.  Finally, after going through these ways to manage lazy team members and you are seeing limited or no improvement, take formal action with the lazy employee. Put them on a Performance Improvement Plan, involve HR and finally use the disciplinary process of your company. Don't let lazy team members carry on being lazy. Take fair and corrective action quickly. Good luck!

Day to day, do you spend more time telling or doing? What do I mean by that? – Do you solve problems for your prospects and earn the meeting or do you tell them you have a wonderful solution? Do you pick up the phone cold call prospects or tell your colleagues about the newest […]

In this episode, I break down the trend that we're starting to see in tech - companies using creative "performance management" strategies to cut costs and people in order to avoid labeling them as layoffs and avoid paying severance.  These strategies also help companies shift the blame for a downward trend and buy time with investors, while you're left holding the blame bag.  Tune in to this episode to find out:1) How to recognize a "sneaky PIP (Performance Improvement Plan)" is coming,2) Why most companies use sneaky PIPs during downturns to conceal layoffs and hiring freezes and buy time with investors,3) How to proactively manage your situation in a way that saves you money and time.Getting support during this time of your career is critical.  If you're interested in joining a confidential support group of female peers in tech who are affected by these trends, please indicate your interest by filling out a 1 minute confidential survey here: https://forms.gle/xvwfQV4SMLnLTQRV9

A big shoutout to the HubSpot Podcast Network for supporting this episode. Stay inspired with more podcasts that help grow your business at HubSpot.com/podcastnetwork. Today's principle is that average action will always get you average results. Most salespeople barely hit their quota and that used to be me as well. It wasn't until I started […]

A big shoutout to the HubSpot Podcast Network for supporting this episode. Stay inspired with more podcasts that help grow your business at HubSpot.com/podcastnetwork. Welcome to the “performance improvement plan”. This is a new series of short-form podcast episodes that I promise to put together and will continue to publish as we move into and […]

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Thanks to Graham Cooper for coming on the show and quick shoutout to Matt Bowman for making a special phone-in appearance. Graham's been on the show before so check him out on previous episode's and at his links down below.Graham is on Instagram @grahamcomedy and also hosts @switchhitterscomedy in NYC.As always, find Michael Good on Instagram @michael_good1125 and on Twitter @agoodmichael.This podcast was produced by Paxton Fleming, you can find him on Instagram @yaboypax .

Dealing with negative employees quickly is important to stop negativity spreading. Managing a negative team member can be difficult, managing a negative team is disastrous. As a manager, taking action to reduce or removing the negativity is a must. There is a lot you can do quickly. I'm taking your through 6 tried and tested steps for dealing with negative employees quickly and fairly. The first critical step in managing negative employees is not to ignore the problem. It may seem scary or the idea of having potentially confrontational conversations a big stumbling block. Dealing with negative team members is okay when you follow a fair and supportive process while not letting them off the hook. Don't ignore the problem. Second, when taking negative employees in the workplace is to gather examples and evidence (if possible) of their actions and behaviour. Write does in as much detail as possible what they said and did. This moves the conversation away from your opinion of them and actions that have happened are much harder to dismiss.  Third, when you are managing a negative staff member, find out why they are being negative. Don't make assumption. First outline what the issue is, the impact of their actions or behaviour and then ask them to explain what is causing them to be negative. There could be a whole range of reasons from actions or decisions made at work or events in their personal life. Ask to find out what the nitty gritty details are. Fourth, when managing negative team members, set out your expectations. You are the manager and you set the rules. Be clear what you are asking of them, explain why it is important and ask them to meet your expectations.  Fifth, with dealing with negative employees, is to give them a chance to change. No-one finds change easy. Emphasise the impact of not changing on them and the team. Coach, mentor and support them to change.  Finally, when dealing with negative employees and after you have gone through the above five steps and they are not willing to make a change, take formal action.  Formal action is the last resort. If the negative employee is still not meeting your expectations, and their actions are being detrimental to the team and you, then you need to decide if it is worth keeping them in the team or asking them to leave. Start with a Performance Improvement Plan and then move into a formal disciplinary process if needed. Don't let negative employees cause you or the team problems.

It's often been thought that growth and performance in business are opposite entities where growth gives precedence to the process of ongoing learning and development opportunities, continuous feedback and building upon one's skills. Then, performance is seen as more concerned with business goals, results and measurable targets.  In any case, it's becoming more apparent that to fully succeed, one needs to look to the future. To do this, growth and performance need to be seen as partners, not rivals.  What do you say? _________________________________________________________   Rajeev Mudumba's Website: www.rajeevmudumba.com   Plan B Success Podcast: Available on your favorite platform including iTunes @ https://apple.co/2JCSysL?ls=1 or www.planbsuccess.live or www.planb.live   https://www.planbsuccessschool.thinkific.com - You can be a successful Entrepreneur and can do a LOT with your very own podcast. Follow Rajeev's FREE training & you'll discover How to ideate, create, launch, monetize and grow your podcast in just a couple of hours!   Rajeev's Book - My Inspiration: Quotes that shaped my self-improvement journey - Available on Amazon Worldwide on your local Amazon site or @https://amzn.to/2JG1DRL   Plan B Success YouTube Channel: http://bit.ly/2YegieF   Medium Articles: https://rajeevmudumba.medium.com   LinkedIn: https://www.linkedin.com/in/rajeevmud...   Facebook Plan B Success Page: https://www.facebook.com/planbsuccess...   Facebook My Inspiration Book Page: https://www.facebook.com/myinspiratio...   Instagram: @hifromraj1

Underperformance costs companies billions of dollars each year. The Gallup organization reports nearly 81% of employees are actively disengaged and only ONE out of TEN managers possess the skills and talent to manage and coach. The typical approach to address performance issues is implementing the HR compliant PIP (Performance Improvement Plan), which DOES NOT work, creates more damage in its wake, encourages fear, manipulation, bias, and burns most employees out. In this 45-minute session, we're going to discuss how to: • REMOTELY Leverage a 30-Day Coaching Strategy to AVOID your company's HR compliant Performance Improvement Plan. • Reduce attrition, and increase positive retention. • Coach toxic people to create a healthier attitude. • Improve team engagement, and achieve sales goals. • Avoid ever having to fire someone again. • Create a strong brand and legacy as a leader you would be proud of See less

In today's podcast I talk about: Getting guidance from the Universe using stillness and calmness. Progressing through 2022. Foundation and run session. Completed the Performance Improvement Plan part 3. Productive day.

In today's episode of the My Job Here Is Done podcast, we discuss the awful situation of having to fire someone. We also float some Pro Tips on how to make terminations expected, if required, and not a surprise event for the employee. WHAT TOPICS DO WE COVER?* The differences and proper uses of the terms You're Fired - We're Letting You Go, and We're Laying You Off.* Ideas on how to make careful but quick hiring decisions that merge naturally into a defined Orientation Period.* How to watch for early patterns of concerning behavior and advice on bidding a fast farewell, if necessary* How does employee termination affect your team, and what happens when you don't communicate well.* The difference between progressive discipline and performance improvement plans.* A story about how local government employees handle the “new guy boss” and literally change jobs, culture, and priorities every election cycle, and what we can learn from that.  WHAT'S THE TAKE-AWAY?Firing or letting go of employees is just a horrible event for everyone - nobody wins. We think you can minimize these events, grow a better workforce, and have an incredible culture of employee professional development if we add a bit of extra process and procedure. We'd love your feedback.  WE USED THESE RESOURCES:Besides our experiences that directly relate to this topic, we found the following resources very helpful in preparing for this episode:From Harvard Business Review: https://hbr.org/2020/03/firing-with-compassionFrom INC Magazine: https://www.inc.com/jeff-haden/how-to-fire-an-employee.htmlFrom our previous episode "Toss THIS Salad Out" https://www.myjobhereisdone.com/toss-this-salad-out/ WHO ARE DAVE AND KELLI?An Entrepreneur and Intrapreneur duo with street smarts, ‘preneurial' chops, and a penchant for storytelling.Dave and Kelli met as teenagers and have a life-long story of their own. They took separate and very contrasting career paths, both struggling with challenges and celebrating their career successes in very different ways. Over the years, they noticed similarities in the stories they shared about their work, the people they interacted with, and how business was conducted. Kelli, who “worked for the man like a dog for decades,” and Dave, who “started or ran businesses all of his life,” quickly realized there is substantial value for others in those combined experiences. The “My Job Here Is Done” Podcast is the result. Ultimately, you're either building a great business or moving up the career ladder of success, and we absolutely know we can help! HOW TO WORK WITH USIf you like what you hear in the podcast, we have more to share with companies that we work with. With the foundation of business experience from Dave and Kelli as a team, in concert with subject matter experts from the rich roster of smart people in our network, we have put these goals, culture themes, and operational processes you hear on the podcast to the test - and they work. If you have a complicated problem to solve, and if you believe in the balanced approach that the needs of the business must be aligned with the needs of employees - AND you like to play to win - click here to learn how you can work with us.

In today's episode, hear about how a client went from being in fear of losing their job to exceeding expectations and propelling a project forward in just four weeks. Lauren shares the keys to unlocking confidence at work even when you're under an HR microscope.

Terry Boyle McDougall helps professionals enjoy more success & happiness in their lives by identifying and removing blocks that stand in the way of their dream job.2:55 - What is marketing? Getting people to take action. Trying to understand what peoples' problem is. 3:57 - The lens that you use through which to see the world. Everyone has a choice on that lens. 9:01 - What are the biggest challenges that your clients are coming to you with? Different skills now than in the past like the internet. Resilience. Being successful in the workplace. Persistence and being curious. 15:32 - How to gain value in your job. Helping them make money, save money, or reduce risk. Many people don't connect what they do to the objectives of the business. The more you can do that, the more valuable you will be. 20:26 - How do you cope with bad managers? Not every manager is a good manager. 23:26 - What's the 2 biggest issues when you start a coaching relationship? Working too many hours, too stressed out, not enough hours in a day. Leverage points. Not mentally promoting themselves to their full potential level. You may have to go back to being a beginner. 27:21 - Culture. Breaking down the talents that you have. Developing the people under you so that they can do more to free you up to do more. PIP. Performance Improvement Plan. 33:59 - What is your upcoming livespot.co coaching program? 36:32 - How do we keep from missing out. Be clear on what your goal is. Grow or Die. 39:24 - Knowledge through the decades. What is the attitude lesson at birth? Moving 40 times before she was 11. Be adaptable. Facing fear constantly. Have a strong vision. m43:31 - What is the attitude lesson at the age of 20? Colin Powell's son (Michael Powell). Coors family. Showing up and being able to figure things out. Accept that people are willing to help you and be a little bit vulnerable and ask for help. 46:57 - What is the attitude lesson at the age of 30? Being able to help somebody else is a gift not a burden. Realizing that everything around me was gonna change. University of Maryland. Taking bets on yourself. Take action. If you want something, put your foot on the path and get started! Figure it out!59:25 - What is the attitude lesson at 40? Enjoying the family that I had created. Big promotion. 55:07 - What is the attitude lesson at 50? Get to know the game's players. Stay loose and agile and don't take things personally. 58:09 - Final message of hope. You are worthy. How do you use those gifts?_ _ _ _ _ _ _ _ _ _ _ _ _ _ SUBSCRIBE / RATE / REVIEW

Terry Boyle McDougall helps professionals enjoy more success & happiness in their lives by identifying and removing blocks that stand in the way of their dream job. 2:55 - What is marketing? Getting people to take action. Trying to understand what peoples' problem is.  3:57 - The lens that you use through which to see the world. Everyone has a choice on that lens.  9:01 - What are the biggest challenges that your clients are coming to you with? Different skills now than in the past like the internet. Resilience. Being successful in the workplace. Persistence and being curious.  15:32 - How to gain value in your job. Helping them make money, save money, or reduce risk. Many people don't connect what they do to the objectives of the business. The more you can do that, the more valuable you will be.  20:26 - How do you cope with bad managers? Not every manager is a good manager.  23:26 - What's the 2 biggest issues when you start a coaching relationship? Working too many hours, too stressed out, not enough hours in a day. Leverage points. Not mentally promoting themselves to their full potential level. You may have to go back to being a beginner.  27:21 - Culture. Breaking down the talents that you have. Developing the people under you so that they can do more to free you up to do more. PIP. Performance Improvement Plan.  33:59 - What is your upcoming livespot.co coaching program?  36:32 - How do we keep from missing out. Be clear on what your goal is. Grow or Die.  39:24 - Knowledge through the decades. What is the attitude lesson at birth? Moving 40 times before she was 11. Be adaptable. Facing fear constantly. Have a strong vision. m 43:31 - What is the attitude lesson at the age of 20? Colin Powell's son (Michael Powell). Coors family. Showing up and being able to figure things out. Accept that people are willing to help you and be a little bit vulnerable and ask for help.  46:57 - What is the attitude lesson at the age of 30? Being able to help somebody else is a gift not a burden. Realizing that everything around me was gonna change. University of Maryland. Taking bets on yourself. Take action. If you want something, put your foot on the path and get started! Figure it out! 59:25 - What is the attitude lesson at 40? Enjoying the family that I had created. Big promotion.   55:07 - What is the attitude lesson at 50? Get to know the game's players. Stay loose and agile and don't take things personally.  58:09 - Final message of hope. You are worthy. How do you use those gifts? _  _  _  _  _  _  _  _  _  _  _  _  _  _   SUBSCRIBE / RATE / REVIEW

Episode Notes This Week Shannon and Rami talk about Performance Plans, if there is a way back after being put on one and how to make it just a minor bump on your road to success.

Are you confident that the capabilities of your current team align with your growing business needs? As your business grows, you need to prioritize excellent team performance and developing employee capabilities to achieve the performance improvement that you strive for. As your business develops, you may find that not everyone in your team has the capability to cope with the growth. You must be able to tell when team development starts to stunt because if you can't, you might take on some of their responsibilities, leaving you with less time to focus on the things that matter.Make sure that employee capabilities and team performance can match the business development you see for your company. In other words, you have to have the right people on the bus.At the end of this video, you should be able to know the hallmarks of a great team, and what it takes to achieve that performance improvement through team development.Connect with me on LinkedInWatch episodes on our YouTube Channel Watch this episode on our YouTube Channel Schedule a Discovery Call with me www.kaizenperformance.com

Today's episode features a discussion between NCG Managing Partner Brian Nolan and NCG Business Coach Kathryn Freeman. Having a discussion with an employee who is not performing as well as you would like can be difficult. This week we unpack how to navigate that important conversation as well as tools that you can use to ensure that your employees understand the vision for their roll from the time they are hired. Developing your employees is an ongoing tasks. As you listen to this week's podcast consider if there are any employees in your company that may benefit from a well designed Performance Improvement Plan!

The Beyond Clean GoldMind is a free innovative digital dictionary resource for Sterile Processing terms, featuring diverse voices from around the globe who provide definitions to the most common terms in our industry. Releasing 365 days a year, GoldMind is your daily dose of Sterile Processing education and insight to invest in yourself, your future, and the safety of your patient. It is a perfect addition to new technician on-boarding, certification studies, and educational programming in your facility. Subscribe on iTunes: https://podcasts.apple.com/us/podcast/beyond-clean-goldmind/id1534449762 Subscribe on Spotify: https://open.spotify.com/show/2NRaV0f3cWed7ZmxyYFYQB?si=BWjLs0L_QyO2sP1WhjBAGQ For more creative Sterile Processing education & resources, visit us at http://www.beyondclean.net #GoldMind #BeyondClean #DigitalDictionary #WordOfTheDay #Education #SterileProcessing #Voices #Network #Listen #Learn #ChangeTheWorld

Welcome this week show, this episode is going to look at how you can build on improving your team members to be the best they can be at work and of course deliver the results you need.Now you know I am going to make it clear that the big 5 of management will play their part in improving your team members. Its not a surprise that regular contact, feedback and empowering with your team will get results. But todays cast goes deeper in looking into what happens when your not seeing the results you expect from your directs and how you can help them even further to improve.  

The dreaded Performance Improvement Plan is something workers want to avoid, but employees do have ways to protect themselves. Ewan gives some great advice on how to respond to PIPs, as they're known, and ensure that your voice is heard. On the management side, Ewan explains what companies should do to make sure their PIPs are air-tight. Then Cam dives into the sexting and extra-marital affair scandal that has engulfed North Carolina Senate candidate Cal Cunningham. Politicians cheating on their spouses is a story as old as time, but the expectations are changing and so have PR approaches. Cam makes the case that Cunningham has only made the situation worse, and provides some advice on how to approach these thorny issues in a more advantageous way. Plus: Mental Health Day and the crazy story of eBay executives stalking bloggers. Don't miss any future episodes and get updates about the podcast by https://prlawpodcast.club/ (signing up) to the PR & Law Podcast newsletter. We promise: no spam. Ever. If you enjoy the show, please tell a friend or family member. It's the best way to get the word out and we are very grateful! We also frequently post updates to the stories we discuss on social media. You can find us on https://linkedin.com/in/prlawpodcast (LinkedIn), https://twitter.com/prlawpodcast (Twitter), https://instagram.com/prlawpodcast (Instagram), and https://facebook.com/prlawpodcast (Facebook). You can also subscribe to our channels on https://www.youtube.com/channel/UCrKssq1REhnQb3lHhCXL7GQ (YouTube) and https://soundcloud.com/user-697756979 (Soundcloud). If you have a question we would be happy to answer it on the show! Just post it to social media with the hashtag #PRLawPod. Links and Show Notes https://edition.cnn.com/2020/10/09/politics/north-carolina-senate-race-cal-cunningham-thom-tillis/index.html (North Carolina Senate Candidate's Sex Scandals Renews GOP Hopes of Keeping Majority Despite Trump's Drag on the Ticket) - CNN https://nationalfile.com/watch-cal-cunningham-gives-weak-response-to-revelations-of-his-adultery/ (Cal Cunningham Gives Weak Response to Questions of his Adultery) - NationalFile https://www.prand.law/episode/episode-19-mcdonalds-plunged-into-crisis-over-serial-dating-ceo-why-his-severance-is-threatened-how-to-manage-crises-on-social-media-and-the-1980s-adult-film-industry (Episode #19 - McDonald's Plunged into Crisis over Serial-Dating CEO) - PR & Law Podcast Check This Out https://www.nytimes.com/2020/09/26/technology/ebay-cockroaches-stalking-scandal.html?referringSource=articleShare (Inside eBay's Cockroach Cult: the Ghastly Story of a Stalking Scandal) - New York Times Hosts Ewan Christie is an employment lawyer and partner at https://duntrune.law/ (Duntrune LLP) in Toronto, Ontario, Canada. Cam MacMurchy is a corporate communications executive with a multinational technology company listed in Hong Kong and curator of the http://signupfor.digitalbits.today/ (Digital Bits PR) and Communications newsletter. He also contributes to Apple news website https://9to5mac.com/ (9to5Mac) and shares his thoughts on PR, media, travel, and technology on his https://cammacmurchy.com/ (website). Support this podcast

[youtube https://www.youtube.com/watch?v=AUn4WQ017ds] It can be difficult for management to understand why an employee may be excelling in one area of a job while underperforming in another. Performance is evaluated on an ongoing basis but, often, it is an annual review. A Performance Improvement Program (PIP) basically shortens the length of performance reviews. It provides more feedback more often to an employee, normally around a specific issue.   A PIP should be implemented when an employee consistently performs poorly or behaves inappropriately. For example, if an employee is consistently late for work, missing due dates, or conducts themselves in an improper manner, a PIP may be a necessary initiative. Although it may be easy to identify where an employee falls short of expectations, it can be difficult to identify the root cause of the problem. For instance, issues in an individual’s personal life, conflicts at work, or even management style may all be the reasons for performance issues.   PIPs can give employees the opportunity to correct any behavioral or performance issues that may be affecting their overall success. By providing employees with achievable and timely goals, employees are given the opportunity to be more engaged at work. The facilitator of the PIP should meet regularly with the individual throughout the process to provide feedback that can keep the employee motivated and productive, as well as to hear feedback from the employee.   Although PIPs are centered around employee work performance, there are a variety of benefits for both the employee and the company. Organizations have reported the following benefits as a result of implementing PIPs: Increased productivity Greater quality of work Deepened relationships between management and the employee Greater job fulfillment   In short, PIPs are there to help pinpoint a specific issue and work together for the future of the employee and the company. Greater job fulfillment on behalf of the employee is almost always the result of a successful PIP. It is important to let your employee know that they have great potential and that you truly want them to succeed with the company, hence why you are implementing a PIP instead of simply firing them.

If you find yourself on a performance improvement plan, chances are you’re panicked and freaking out. You’re not sure what to do or how to get off the plan. You’re worried about what’s going to happen. And you’re made because it’s not fair.   I’ve worked with clients in this exact spot. And every single one of them has made it off the performance plan.   The secret is learning to get yourself to a better place emotional so that you can dig in and do the work. It’s possible, but the fastest way to figure it out is with help from someone.   In this week’s episode, you are going to learn 3 steps to get through a performance improvement plan. They worked for my clients and they will work for you too.   Who’s your mentor? Let me be your mentor and coach. I have just a few free calls left. Grab some time on my calendar and let’s come up with a plan to get you feeling more confident today.   If you would like to get the links and shownotes for this episode, head to:   http://www.lindsaybuchancoaching.com/22

When people are faced with a challenge, some make peace with defeat. But the real hustlers conquer those challenges and come back even stronger. Nelson Imade, Sales Executive at Babel Street, is one of those hustlers. In this week’s episode, you’ll hear the story of how Nelson took a bus from the Bronx just to interview at memoryBlue, Nelson’s perseverance after being put on a Performance Improvement Plan twice, and how he manages to have a work-life balance.

"If you get put on a plan I think the first thing you need to do is take a really big deep breath and do some reflection. Give some thought to whether or not this company and this role is still the right fit for you." - Scott Ingram in today's Tip 286 Do you want to share your own thoughts and insights? Join the conversation at DailySales.Tips/286 and share your own tips! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or email scott@top1.fm

S3:Ep 12 In this episode, I drop nuggets around the Performance Improvement Plan aka PIP.... a sad and sorry excuse of a development tool used by organizations for all the wrong reasons.  I also share the 3 options you have when you are placed on a PIP. If you are a Corporate Warrior, chances are you have been met with a PIP or at least a threat of a PIP in your career journey.   Listen, this is a temporary situation that will lead you to your next stop on your journey.  Yes, it's a painful experience, especially if it's not for legitimate performance issues.  You can make it through the PIP experience and trust me, life gets better after a PIP.

In a culture pushing us towards our best selves and that in order to get there we need to work harder, push ourselves and hustle ... this episode exposes why that will never work and how to move forward in a more gracious way with a renewed mindset. Even if you are a go getter, goal setter, enneagram 3 achiever... this episode is important for you. You can still be productive, just don’t lose yourself in the process. Website: www.elysesnipes.com Instagram: @elysesnipes_collective --- Send in a voice message: https://anchor.fm/trailercast/message Support this podcast: https://anchor.fm/trailercast/support

Have you ever left a business due to lousy service? Of course you have. How about afterward? Did the business, upon realizing you no longer wished to be a customer - magically seem have unlimited resources, processes and procedures available to regain your loyalty as a customer? This past week such thoughts are on mind. A colleague who I’ve had the privilege to coach, on and off over the years, shared with me that he has been placed on a Performance Improvement Plan, yes a dreaded P-I-P. What happened? What’s really been going on? Has there really been good communication, especially feedback, occurring? Recall the three types of feedback are: Appreciation, evaluation and coaching - from Douglas Stone and Sheila Sheen’s wonderful book Thanks for the Feedback. In our Academy Leadership Excellence Courses, we repeatedly observe that evaluation and coaching are often mixed up, and that, sadly, real coaching rarely occurs in the workplace. We discussed the Performance Improvement Plan. It stated that necessary coaching and feedback - notice they are listed separately - will be offered. The plan also stated that my colleague is ultimately responsible for improving and meeting the objectives of the plan. How interesting. Lots of process. Lots of procedures. Lots of evaluation. I asked my colleague if he is coached by his supervisor with any regularity. What do you think the answer was? You’re probably not surprised the answer was “no.” Perhaps coaching is only done within this organization when something is not working correctly. Imagine a sports team operating that way. The players compete with no coach. Only after it’s obvious the team is not winning, does the organization introduce what may even loosely be called coaching. Further discussions also indicate a good bit of turnover within this group, including people who quit rather than submit to a Performance Improvement Plan. Again, how interesting. Additional review seemed to indicate the supervisor really wants someone who will devote the majority of their time managing people and projects. Plenty of evaluation. Not so much leading. It’s unfortunate that my colleague appears to work for a manager/supervisor, and maybe not so much a leader. Unfortunate, but typical. Leaders take responsibility for their individual team members. Leaders coach. Coaching is the Heart of Leadership.

Employees say the Veterans Affairs Department's interpretation of the Accountability and Whistleblower Protection Act doesn't give them enough time to improve performance. Federal News Radio's Nicole Ogrysko joined Federal Drive with Tom Temin to provide more details.

Some housekeeping items before we get into this episode. We will be going back to one episode a week starting at episode 61 to focus more time on website improvements and writing. I was fortunate to have a young food science student named Veronica Hislop reach out to me. Working together, we collaborated to make a sort of flavor article series. Check out Flavor Investigator Veronica Hislop dive into the very mysterious world of flavors, which if you are in industry, this might be beneficial for you. Sponsor This episode is sponsored by FoodGrads, an interactive platform for the Food & Beverage Industry, which focuses on closing the gap between students/recent graduates and employers. With a broader mission to attract and retain people to a meaningful career in food. From Food Scientists to Farmers, Chefs to Plant Managers, QA Technicians to Dieticians or R&D to Sales, no matter what your passion--there's something for everyone in Food—and they will help you find it. Join FoodGrads for support, mentorship and guidance to start your career. You’ll see an amazing new website in Spring 2017. Just go to foodgrads.com Transcript Today we are going to dive into the topic about switching jobs. We as young people are in a weird situation when the topic of changing jobs pops up. Especially when you have career job and you want to switch to another career job. This is mainly because well, the people who give advice to you about switching jobs lived in a world of pensions and loyalty. Is loyalty dead in the corporate world? I’d say yes, but that’s my opinion. I’ve helped a couple of friends walk though this transition and they talk about the questions like “people are going to see me as a job hopper” “ The best part is, I’ve done this exact same thing! I switched jobs and so have so many of our guests! Andrea Zeng, Tiffany Lau, Jocelyn Ngo, Kimber Lew to name a few. In fact, the people I mentioned had less than or around 2 years’ experience before they hopped to a different job. So in this episode, I am going to walk through my experience in switching jobs in a lot more detail than what I’ve done before. Hopefully, I’ll be able to relieve some stress if you’re deciding to jump ship. ------- My first job was at a granola bar factory. Then it made dog food, then it made fruit bars and then it didn’t. I don’t know what they do now. In hindsight, the job was really tough but it solidified my work ethic and skill set. The job paid very well and I learned a ton. With the amount of overtime I was working, I made a lot of money! But overtime comes at a cost. It usually means no social life, or you’re too tired to do anything. So why did I leave? A combination of things. For one, the job I applied to while working was my dream job. Something I wanted in college. Also, I really didn’t like waking up at 4:30 am and working 10 hour shifts. I think a big part (in hindsight) was my manager. Probably the tipping point was when I disobeyed my manager and left on a vacation I had planned. It was just a day, but things didn’t go very well. When I came back, I was taken into the office with the HR Manager and well, we had a talk. Basically, I was assigned to something called a Performance Improvement Program which is the scariest thing on earth. Basically, you have 30 days of constant monitoring to shape up or get let go. According to the internet, the chance of actually getting fired from this is high. Some even say it’s a death sentence and you’re just biding time. So I looked for new jobs. I won’t get into too much detail about this, but I was able to change my mindset about work and became more positive and listened to criticism. Overall, I completed the Pip program and got a bonus. Nice. However, this also showed a giant red flag: that loyalty is dead. During my exit interview, I deduced that the PIP was basically made to figure out what the heck I was doing at this job. No one really knew my role so I didn’t do much. Once the PIP was in place, they gave me more supervisor duties with none of the credit. And that was red flag number two. Every time I had a bad day, like managing an entire factory line by myself (even the maintenance program) or clean 100 gallons of hot syrup in a 90 degree room, I looked up jobs and just kept searching. People were also leaving (or wanted to leave) left and right. Work got increasingly frustrating because people had their heads up their butts. But now I’m just ranting. Red flag number 3 So I hustled a bit harder. I applied to more jobs even out of state and started to volunteer at a local artisan food shop to see if I can potentially start something (I actually sold spices there for a while) Eventually, I got a call from my current company. However, my first phone interview with my now-current manager went horribly wrong. So I pioneered the dog biscuit line with like, 2 people. Oh, and if someone went to the dog food line, they couldn’t go back to the granola bar line., that includes Maintenance. So when something goes wrong, maintenance was very hard to reach and convince to go there. And of course, something goes wrong. Let’s see, I came in at 4:30 am today and my phone interview was at 4pm. I thought I could make it right? Well, murphy’s law sliced through me and I had to stay for 14 hours fixing that line with minimal help. I had to reschedule the phone interview. Luckily,  my current manager had experience with factory work so he sympathized with me and that might have also been another reason why I got the job. More on that later. Either way, I wanted to cry that night. It was one of those days that you hated your job and wanted to run away forever. Luckily, I haven’t had one of those days in a long time. It took about 2 months to filter through the interview process with Isagenix due to a couple of schedule conflicts on both our ends. It felt like years. I was actually in a business trip learning how to make crackers when I got the job offer. My old company was investing heavily in me to lead a new line and sent me to trainings and factory work to become a master of crackers. So this is the dilemma: the company is investing so heavily in me that means I should stay? It’s a good rational, and a debate I had with my mentors. The two roads were both very promising when you look at it in a bird’s eye view. I am not sure what was the biggest reason I decided to accept Isagenix. I would be sacrificing a higher pay, and a specialized skill in return for a stable office job and not much traveling (so they say as I’m writing this on a plane in Montreal). Then I remembered the red flags and how I got that Performance Improvement Plan… as I said before kids, loyalty is dead. After accepting the job offer, I had to wait 2 weeks back in Phoenix to get all of the paperwork scanned so I was am legitimate person. Being at my old company was brutally slow and I’ve noticed some hostility on the R+D end and the production end building up. Well, just gave me more reason to leave. After a hostile email from the head of R+D, the HR lady wanted to talk to me on how that was inappropriate of her and then I said I was leaving. There was no counter offer, but my quality manager friend told me she was pretty upset. In fact, there were about 5 people who left in a two month span so the Phoenix plant has started to show its scars. During the exit interview (where you need to be brutally honest on why the company sucks… which I didn’t do) I really just said that I wanted to develop products and she realized that too. However, we did have a long discussion on my manager (who apparently got fired). My quality manager best friend congratulated me and so did some other people. The manager I worked under said maybe two words to me, and that was mainly business related. Most of the people who didn’t like me were like this. And so after that, I bought like, 50 boxes of delicious factory cookies and went to San Luis Obispo for some weird reason. I started my new job next week and in hindsight, I should have waited longer and enjoyed a nice vacation but I was actually excited to start my job! I worked in Leclerc for about 1 and a half years and now it’s about 1 and a half years in isagenix. I can tell you this: I have never had a bad day at work working here. If I ever did have a bad day, I think of the worst day at the factory and shrug and smile. The hours are nice, the coworkers are very friendly and the opportunity to advance is a lot easier than in my old job. I get to create great products and have freedom own hat to develop. I get to travel to conferences, factories, and trainings all over North America to learn how to be a better food scientist. I absolutely love it. This was the best decision I’ve ever made. Overall, the biggest source of advice I’ve gotten was from a combination of mentors and my dad. It’s your life, you need to realize that your whole life is NOT about the company. It’s about you. If you get a job offer to a new company, it’s hard to embrace the change but of everyone I’ve talked to about changing jobs, it’s been worth it. For me, changing jobs allowed me to have a much better work life balance. I also travel to really cool places and eat really good food while I’m there. The dense amount of experience I got form manufacturing gave me a useful perspective and I was able to use the skills from my previous job to become an awesome product developer. Will Isagenix drop me? Possibly. There have been instances where I’ve messed up but the great thing about companies like Isagenix is that they have buffer money. But company loyalty still doesn’t mean anything to me. I am very grateful Isagenix has given me the opportunity to grow as a food scientist which is why I am loyal to them but I have to prepare myself. Why do you think I have this podcast? So after this long story, I hope I can answer some questions in regards to people worrying about jumping ship on your current job. This is exactly the same ordeal I went through so in hope this helps. Leaving with less than 2 years of experience will ruin my resume Most HR ladies will say to stay at a company for at least 2 years. I think it’s ideal, but sometimes opportunity needs to be grabbed right away. Tiffany Lau had the same situation when she worked for Safeway Production. It was brutal! So brutal that she quit and it was the best thing in her life. Another thing I really want to emphasize is the importance of a tough job. Manufacturing for instance sucks. The hours are long, the people are not the brightest and you barely get free food. In exchange, you make a lot of money and become extremely valuable in the industry if you stick with it. You should congratulate yourself for sticking with manufacturing for at least 1 year and from what I’ve been seeing, 1 year might be all you need to jump from manufacturing to Research and Development because the skillset in manufacturing is just so valuable in R and D. So 2 years is nice, but you will know when enough is enough. If that is 1 year or 1 month, then just leave. But be smart about it, and don’t do it often. I work with a popular person in the industry and he will defame me We say the food industry is big, but it’s also small. People know people, yes. But that doesn’t really mean anything. There are many factors for you not to worry about this. There’s the good way, or the bad way. Overall, it’s really dumb, especially early in your career, to burn bridges. What I’m saying is that try to leave your company with modesty, take your 2 weeks notice and leave a great impression on everyone. Though leaving my current job after investing maybe $5000 dollars into making me a cracker expert might have been a big F you, I made more friends than enemies in Leclerc. I think. But when you move companies, you have to look at bigger things. If I moved from being a product developer at a whey protein company to McDonalds corporate, will people really notice who I am? You are young, at this stage, you should not niche down. Niching down, or focusing on one very specific product (like protein bars) is for consultants and professors. Even if you know someone from that niche, it’s so easy to just hop on to something similar and increase your skill set. You can also evaluate your brunt bridge on how him as a connection will ruin you or not. For example, my manger worked in a spring factory. Ok right off the bat, there is a less than 1% chance I will meet him at a corporate health and wellness company. However this has hurt me in the past as well. After I joined, I asked my old company if they wanted to make our bars. I got some cold answers… Overall, one person will not ruin your career unless they’re like Alton Brown or something. What I can say is that the best piece of advice I have is to just simply… be better than them. The company has does so much for me If you’re asking this question, then you just have to weigh the pros and cons. In most situations, you might actually have the possibility to get a huge step in salary when switching jobs. There is a huge debate about company loyalty. This is going to sound harsh, but how many years will you put in before it all crumbles down when they fire you, or lay you off, or new management doesn’t like you? Hopefully not long. Loyalty is important. If your company is sending you to places, or is training you to do something amazing, they are investing a lot in you and does hurt them when you leave. However, the same perspective can work too. If you make the company a million dollars, they can probably drop you because you cost too much. This is a huge gray area for me, but I hope these drastic scenarios give you some perspective on whether or not you think loyalty is dead. Should I wait until I don’t have a job to start looking? No. You are deemed much more valuable when you are employed and your stress level will be a lot less when you apply for jobs while working. My advice for this is to apply for jobs when you have a REALLY BAD day at work. When I had my bad 14 hour days, I just slumped down, looked at my ugly face when my computer is loading and started typing in food science jobs and went to town. In most situations, the state of not having money and trying to live will make your job search unsatisfying and potentially desperate. Your chances of ending up in another unsatisfying job is pretty high. If you get fired, or laid off, or you got so mad, you threw sharp objects at your boss and left, then you are at a different situation. I would contact your support network (husband or wife, mentor, family, etc) and let them support you emotionally and financially so you can go 100% on finding the next job If you have none of those worst case scenario? Just send me an email and I’ll see what I can do. This is a more rhetorical question: What’s better, being in one company for 30 years of 6 companies 5 years each? This depends on so many things. Accomplishments and achievements and the ability to transform your company or department will always give you more points than just slapping a year and what you do. However, I lean more on having working through a diverse array of companies. I think the best example I can give is my current Chief Science Officer. He’s been in several companies but he was able to create a lot of money for the company in the years he’s worked there. In almost 1 billion in value, there’s the reason he’s Chief. I think if you have the ability to connect the dots between the companies you’ve worked for and see a common thread of success and reproduce it, then you nailed it. It is inevitable that if you plan to climb the corporate ladder, you will be dealing or managing people. Once you realize that people are truly the same in every company (i.e. they just want to feel valued, and know that they matter), then you can make gold.

Our LAW LOVER'S LOUNGE™ series addresses a general overview of some of the most important issues to the general public! Attorney Courtney E. Anderson has owned a general practice law firm since 1998 in Texas, USA. A general practice attorney is similar to a general practice physician in that they address issues that do not require a specialist. They provide a primary level of legal services for commonly occurring legal issues and make referrals to specialists for more complex issues (appeals of cases, rare facts, unusual issues, etc.). We call this series its title because we do love law! Seriously. This is a lounge because these are general discussions on general legal topic for public information purposes. There is no client relationship created between this show and Attorney Courtney E. Anderson, or The Law Offices of Courtney E. Anderson (Litigation-Mitigation.com). These disclaimers are very important. The content in these shows is for general educational purposes and is not the delivery of legal services.  This episode is Part 2 of a 2 part episode and addresses the topic of, "I think that I am about to be fired...what should I do?" First, are you an employee? If so, what type (exempt, non-exempt)?  Secondly, are you really in danger of being fired? Warning signs: Performance Improvement Plan. Progressive Discipline. Performance Reviews.  Action: Shut up. Collect evidence. Go to an attorney ASAP. 

Our LAW LOVER'S LOUNGE™ series addresses a general overview of some of the most important issues to the general public! Attorney Courtney E. Anderson has owned a general practice law firm since 1998 in Texas, USA. A general practice attorney is similar to a general practice physician in that they address issues that do not require a specialist. They provide a primary level of legal services for commonly occurring legal issues and make referrals to specialists for more complex issues (appeals of cases, rare facts, unusual issues, etc.). We call this series its title because we do love law! Seriously. This is a lounge because these are general discussions on general legal topic for public information purposes. There is no client relationship created between this show and Attorney Courtney E. Anderson, or The Law Offices of Courtney E. Anderson (Litigation-Mitigation.com). These disclaimers are very important. The content in these shows is for general educational purposes and is not the delivery of legal services.  This episode, Part 1 of a 2 part episode, addresses the topic of, "I think that I am about to be fired...what should I do?" First, are you an employee? If so, what type (exempt, non-exempt)?  Secondly, are you really in danger of being fired? Warning signs: Performance Improvement Plan. Progressive Discipline. Performance Reviews.  Action: Shut up. Collect evidence. Go to an attorney ASAP.  Let's discuss!

Start your cloud career journey with our sponsor LevelUpinTech right nowclick here: https://levelupintech.com/techAre you struggling with a Performance Improvement Plan (PIP) or navigating the complexities of the modern job market? Dive into this must-listen episode of The Techtual Talk where our host HD and expert guest HumblyChic dissect practical strategies to not just survive but thrive in challenging work environments.In this episode, we cover:- **Powerful Resume Optimization**: Learn the best formats and content to ensure your resume passes ATS (Applicant Tracking Systems) filters, with a focus on the essential WHO format — What you did, How you did it, and the Outcome achieved.- **LinkedIn Mastery**: Discover why posting your full resume on LinkedIn might be limiting your opportunities and get tips on building a personalized profile that grabs recruiter attention.- **Negotiation Essentials**: From securing higher salaries to better benefits, we unveil crucial negotiation tactics to help you get the compensation you deserve.- **Job Search Techniques**: Treat your job hunt like a sales game with our targeted outreach strategies, engaging virtual elevator pitches, and advice on maintaining professional relationships with recruiters.- **Dealing with PIPs**: Understand the common pitfalls and tactics to effectively manage and overcome a Performance Improvement Plan, including insights on handling potentially racially motivated PIPs through meticulous documentation and legal avenues.Additionally, we touch on crucial topics such as maintaining integrity during job applications and interviews, leveraging social media for career growth, and the realities of juggling multiple jobs in today's economy.Whether you're a seasoned professional, a new entrant in the job market, or navigating a tough PIP, this episode is packed with actionable insights from Humbly Chic's decade-long experience in HR and talent acquisition. Tune in to transform your job search approach and gain confidence in your next career move!Join my mailing list: https://mailchi.mp/techualconsulting.com/sign-upask your pod questions here: techtualquestions@thetechtualtalk.com➡️ Need a new resume done or need coaching from me⬇️https://techualconsulting.com/offerings➡️ Want to land your first IT Job? Then check out the IT course from Course careers use my link and code Techtual50 to get $50 off your course ⬇️https://account.coursecareers.com/ref/50932/Click the link below to try out Aura's FREE 14 day trial and see if your personal information has been compromised