an inner circle of success oriented leaders … 

​THE OPPORTUNITY TO JUMP AHEAD WITH MORE OPEN KNOWLEDGE SHARING .

In many traditional companies operations takes a back seat to marketing and finance. Operations is not considered to be part of the big picture.. Processes seem to be always going off the track. Operations people have the responsibility of problem solving and getting things back on  track again. It is something necessary even if constant problem solving  drags people down day after day. You can read book after book about how the most important function at work for leaders and their people is “problem solving”.  Our Inner Circle professional takes a completely different approach. The innovative and creative approach is to feed employees exciting and interesting outside ideas and to make coming to work feel good. Employees are encouraged to bounce around these ideas in friendly informal conversations. The desired outcome is that people will work well together and company earning power will get better and better.  

Join our Inner Circle and start learning our many secrets. One secret is how we add value to the organization by making people feel good coming to work each day.. It is fun to discuss exciting outside ideas in workplace discussions. Our selection of exciting outside ideas are designed to make work interesting. Interesting workplace discussions give people more friends at work. When it feels good coming to work in the morning employees are motivated to cooperate and to find ways to contribute. One of our many secrets is how we are able to make people feel good about coming to work.

A BEHIND THE SCENE MANAGEMENT FUNCTION

In an invisible magic dust like way,  managers must connect with how people feel. They must develop the talent to spread a sense of urgency….It is not hustle and bustle…It is not running from one meeting to the next…It is not the pressure of piling on overwhelming tasks.. It is not even a natural state of affairs… A true sense of urgency must be created and recreated over and over again.. Success in the workplace begins with a high enough sense of urgency and in a large enough group of people.. That is why it is a management function… It is a function that calls for someone in management to take an interest in the frame of mind that exists in the organization.. ​

OUR WORKPLACE TEAMS BRING EMPLOYEES AND MANAGEMENT CLOSER TOGETHER. 

Our innovative based business model use teams to wake up employees to an experimental process of discovery. Not only do employees become delighted to discover that they are part of a successful team, but they discovery their own creative talents along the way. They acquire a brighter outlook for future earning power by seeing the potential in process improvement skills. They get to express their opinion about the status quo and contribute to both the company culture and to company growth. Most important of all, it all becomes a meaningful relationship between employees and top management. When management and employees have the full support of each other and are working well  together the positive outcome can surprise everyone

IT HAS GOT TO BE EXPENSIVE DOESN’T IT?

To complicate matters more,  everyone wants something different . In our achievement oriented system leaders develop the skill to not only discover what influential employees want, but also to have the imaginative ability to help them get it.. In our system, team leaders find  ways to  build a better lifestyle for their employees. In a regular monthly manner  team leaders exchange added value measures for regular recognition, rewards and incentives.. Our employees feel able to achieve a better business lifestyle.. In our business world everyone is eager to cooperate because leaders are showing they care about what people want.

IS THERE A  MEANINGFUL RELATIONSHIP WITH TOP MANAGEMENT?

OUR INNER CIRCLE PROFESSIONAL HAS A BETTER APPROACH.....
AN INNOVATIVE AND CREATIVE APPROACH

“FEEL GOOD” CYCLES OF SMALL WINS ARE MUTUAL OPPORTUNITIES

​BETTER CHOICES COME IN A SUCCESS ORIENTED ENVIRONMENT


Best business practices sites bring leaders and their subordinates the know-how for increasing productivity in the workplace…. Step by step leaders and their subordinates learn to make better choices…Step one starts with new ideas from outside the company…Step two involves workplace discussions about options for improving how things get done… In this step employees work together on the improvement puzzle … In this step leaders take care to include many voices in learning  how to make better choices.. Step three is discovering that getting to make better choices includes sorting out and refining the belief system…Everyone participates in progressively shaping the company value system

Book after book explains the 4 to 5% rule.  The rule that says developing a high performance team is so complicated that top management must be 100% behind a small group of top flight geniuses before you can make it happen. So what can you do if you don‘t have those top flight geniuses working for you? So what can you do as an individual if your organization’s top leaders aren’t willing to change and adopt the values necessary for the creation of a systematic employee-centered culture? You can choose to be the change in your organization that you want to see take place. With the help of our knowledge sharing based system, you can go about building a successful team..  Your successful team will catch the attention of others in the organization including top management. Our inner circle of success oriented leaders will introduce you to a new opportunity.  The opportunity to jump ahead of others with our more open and informal knowledge sharing.  

I’ll bet you expected our services to be expensive. I’ll bet you thought that this had to be expensive to be worthwhile. THINK AGAIN.  We can offer our professional consulting at such reasonable rates that it will blow your socks off.  We are affiliate marketeers.  We earn commissions by finding outside ideas THAT WORK and then promoting them. The important  feature of our services is our talent for recognizing and recommending  THINGS THAT WORK. We don’t have to offer you that money back nonsense because we don’t over charge you in the first place.

​DO YOU FEEL GOOD GOING TO WORK EVERYDAY?

Our teams are  “communications and feedback systems” from employees to management. Successful teams let management know how well the system is working. Performance  improves incrementally when employees and management both are committed to common core values and added value objectives.. Teams help members capitalize on their talents, skills and strengths.  Every person in the organization has strengths waiting to be discovered, waiting to be contributed.. By organizing teams and introducing exciting process possibilities from the outside world our leaders and their “team website feedback systems” PUT EMPLOYEES AND MANAGEMENT ON THE SAME PAGE

do your EMPLOYEES  FEEL THAT SOMEONE UP THERE CARES? 

inner circle status motivates every employee with first class recognition

Our leaders add value through workplace teams. Their influence and their teams contribute value to every part of the organization with feel good cycles of small wins. Our leaders acquire the skill and develop the talent to make people feel good about coming to work in the morning.  Pleasant work environments and a chance to contribute to group norms and company culture are motivational matters.. Employees “FEEL GOOD” when they are part of a successful  team. A system of small repetitive value added can accumulate into significant productivity for the company


​OUR LEADERS  KNOW WANT EACH INFLUENTIAL PERSON WANTS

WHEN EMPLOYEES OWN THE PROCESS,  TEAMS BECOME ACHIEVEMENT ORIENTED

People who own things take care of things they own..  They take care of the homes and cars they own...Who would wash a rental car?  The special culture of employees on achievement oriented teams is that they want to take care of and improve the process that they own..  Everyone on the team shares a sense of ownership... Everyone on a team joins in and shares leadership opportunities and challenges...  Everyone on the team wants to be heard... Everyone is anxious to have a chance to participate...Everyone wants to take part in decision making... Each member feels that they are making a contribution....       

an informal FRIENDLY,  "feel good" oriented approach

VISIONARY LEADERS OFFER A SAFER ENVIRONMENT TO EMPLOYEES


Our leaders emphasize that process management teams can be a pleasant work experience...In a safer environment employee interaction speeds up the process of learning and innovating.. In a safer environment difficult issues become easier to handle  Team members come to expect others to have differing views... They come to believe that differing views are natural and inevitable... They come to appreciate how team solutions can be smarter that those devised by any one individual...

​​MOST WORKPLACE TEAMS SUCCEED OR FAIL DUE TO SOCIAL FACTORS

​Process management teams are based on a simple principle.. The principle of making work enjoyable and interesting enough to motivate achievement...   Teams have the magic touch to inspire a Goldilocks type workplace. Process management teams are socially supportive...  Interaction involves positive attitudes and friendly, casual conversations... One outcome is increased productivity which is good for area leaders, department employees and the company.. Another outcome is happier individuals that feel good about their future and feel good about the company...

THERE CAN BE AN EXPLOSION OF PRODUCTIVITY FROM "SUCCESSFUL TEAMS"


Too few leaders can visualize the explosive change that a success oriented environment can bring about... When an area manager starts employees upgrading the process and culture, it is contagious and spreads through the whole organization.  Motivated and enthused employees can bring about desirable outcomes in every level of the organization...  Upgrading the process not only brings about benefits to the process,  but also to all participants including team leaders, other employees and upper management...  .