Career Pathway: 3 Key Elements Of Career Investments For Employees

If you haven’t got a career pathway for your employees then this video is for you.

Hi. It’s Jody Johnson with ActionCOACH Team Sage.

Today I want to talk with you about employee engagement, career pathways and why it matters to the younger generations that you absolutely, positively have a clearly laid out career ladder and pathway for them.

The young millennials, and the generation after them, are very, very interested in learning and advancing their careers as quickly as they possibly can. They’re OK with working hard. Contrary to popular talk, they actually are OK with working hard as long as they know where that effort is going and take them in the long run. So, if you leave them wondering what’s the next step for me, then more than likely they’re going to learn whatever it is that they can learn and they’re gonna move on to the next career, to another job, to advance their career.

People want to know what’s next so that they can either go get the training they need to do that or any experience they need to do that. And, they want to stay with you as long you have a good culture and they’re clear that you’re passionate about them and their growth. But, if they don’t feel that, and they don’t see that and they don’t know what the next step is, then they’re already looking, very quickly, after they come to work with you.

So, as an owner, or as a business leader, really thinking through what is that matrix, that if they’ve got this skill set, and they have this skill set, that would actually qualify them for these tasks and this pay grade and then to the next level, and the next level, and the next level.

Not everybody wants to climb up to be the general manager of your organization in 10 years, or even in five years, or whatever they think, but many people do want to know what that next step is. And, then some people just want to become experts at the thing that they love to do and are most passionate about.

So one domain is climbing the ladder of responsibility in your organization. Another domain is actually what’s the expertise that’s required to be “The Expert” at this in your business. Both of them have to be created because there are people who are going to want one or the other of that.

I can tell you, years ago, when I was in the emergency department, and I was clear that I wanted to advance, I took my job description, looked at everything that they were evaluating me for at that, and then went and got that training, went and did those things. And then, I got the next level, and went and did those things and just started climbing, climbing, climbing till I reached the point where I no longer wanted to go further because that was going to be taking me away from the patient bedside and into management, with a lot of responsibility and zero autonomy.

So, I had reached where I wanted to go at the hospital and ultimately left there and started this business.

But, your team members really do need to know what do I need to do, and who do I need to be, in order to be able to advance in the organization. And, if you provide them with that, then you can hang on to them for good long while. Today that’s more important than ever because we have one of the lowest unemployment numbers in 20 years.

So retention is the name of the game, and that’s a key way that you can retain great talent.

If you got value from this video: like it; share it; subscribe.

If you would like to talk with me about creating a pathway for your team then call me 305.285.9264 extension 301 and I’ll be happy to have a strategy session with you about that.

Have a great day. Bye for now.


Employee Productivity- How To Restore It

If you have employees that seem to be stuck and their productivity is low, listen to this Coffee with Jody because this episode is for you.

Hi, this is Jody Johnson with ActionCOACH Team Sage.

Today we’re going to talk about what to do when your team is stuck and the productivity is low and you don’t know why.

Sometimes, when the team’s productivity is low and they just don’t seem like they’re motivated, or they’re able to move forward with something, and you don’t really know why, it’s because there’s something incomplete for them from the past.

Either something happened and they didn’t get to talk about it or they have a concern that is in the background that they haven’t actually been able to resolve. So what I like to do is go in and get to the heart of what’s blocking them ,what’s in the way.

Oftentimes I’ll use the above and below the line, which you probably heard me talk about on many occasions in the past in other videos. The concept of: OK who are you blaming or what are you blaming; what are you making excuses about or who are you making excuses about; and then where have you been in denial about the results. Below the line is all of the reasons why something isn’t moving forward the way that we are committed to it.

Then, the above the line of what we’re taking ownership, accountability, and responsibility. And that doesn’t necessarily produce the result but it does produce the condition in which results can happen.

OK let me give you an example of where this can happen in a business.

I had a client that was going and creating their annual plan and the team was just down. They were they were off. They were not the generally energetic and joyous team that I know them to be.

What that tells me is that they’re incomplete with something that happened in the past and it’s in the background as a concern or a consideration about how to move forward.

So what I recommend to the owners is let’s look at what are you feeling, what are you thinking? Because, whatever it is that they’re concerned about, they’re getting it as a vibe, or a feeling, from you.

This particular business owner was able to say gosh you know what I felt like we really failed last year even though they were pretty much at the same even numbers, they felt like they had failed.

And the team was feeling like they failed them.

Now there’s no way in the world for me to be able to help them to create an annual plan and have them energized by it until we’re clear that that is complete for them. Then they can create.

When we try to create, as business owners, on top of something that’s incomplete it’s a mud pie. It’s murky. It’s like being in quicksand.

So the best way that I know of for team members, and owners, people in general, to get complete is to do that above and below the line exercise that you’ve heard me talk about before.

But just to reiterate quickly who or what have you been blaming, who or what have you been making excuses for, and what have you been in denial about.

And then actually looking from there, at everything, and then saying alright now what can I take ownership, accountability and responsibility for, that’s going to allow the condition in which I can move forward and create.

Unless that work gets done, everything that they do going forward has the energy of something that isn’t working.

So what do you do when the employees seem to be stuck?

  • You stop the action.
  • You get into a conversation.
  • You find out what their concerns and considerations are.
  • You get yourself clear.
  • You do an above and below the line exercise with them.
  • And then you take off and create.

If you got value from this video: like it, share it, subscribe to it and if you’d like to have a conversation with me about this in your workplace call me at 305-285-9264 ext. 301 and I’d be delighted to have a strategy session with you about it.

Thanks and have a great day.


Employer & Employee Relationship – The 4 Quadrants You Should Know


Hi this is Jody. Another episode of Coffee with Jody from ActionCOACH Team Sage and today I’m going to talk with you about the four quadrants of parent child adult and sociopath.

If you’re frustrated with your employees coming to you with every little complaint about their colleagues and co-workers this video is for you.

Today. I’m going to talk with you about restoring hHealthy employer/employee relationships.

Way back when, there was a book on transactional analysis, and it talked about low self-esteem on a scale to high self-esteem, and then low respect for others on a scale to high respect for others.

And in that lower quadrant, the low respect for self and the low respect for others is sociopathic. So we don’t want anybody like that on our team right.

But, when you have high respect for self and low respect for others that’s a critical parent type of role.

The opposite is low respect for self and higher respect for others which is more of a child’s position.

And when I go into businesses, I often see this parent/child dynamic where the business owner acts, inside of the title of a we’re a family like here, like a parent and then many times will say “Oh you just have to treat your employees like kids, you have to always be telling them what to do. Otherwise, they’re not going to get done what they need to get done.

That particular dynamic actually creates dependent employees who have to run to you as a business owner for every little thing and particularly when they’re not getting along with their co-workers.

It creates an environment where they hide when they’re not actually getting done what they need to get done and they hide mistakes because they’re in a parent/child dynamic where they’re avoiding you’re upset as an owner.

So what I like to do is, go up in the high respect for self and high respect for others quadrant. That’s where adult lives, where they respect themselves and they’re internally motivated to do the right thing as opposed to being afraid of getting in trouble with you.

And, you are relating to them as adults that are capable of solving whatever challenges are coming up in the workplace, whether it’s with their colleagues and co-workers or if it’s with something that they need to learn and that they don’t know yet.

So how do you do that? The best way is to ask a question because a question will always take someone out of their unconscious and into the adult part of the brain that wants to resolve something that’s unsolved yet.

The other thing that you can do, and I highly recommend, is when employees come to you complaining about something that happened with one of their co-workers is to say you know what, you’re both adults. You know what our core values are. I want you to go and solve it for yourselves and then come back and tell me how you’re going to do that.

Because the minute we go in to solve it we may solve it that day, but it’s not sustainable. If they solve it and they find a way to actually resolve their own differences, then they’re going to own that and you can keep building the adults and the environment and then you really have a team that’s an asset for you, as opposed to a bunch of like “feed me” little kids, which all of us business owners can’t stand.

So, that’s how you would go about it. Ask a question and punt back to them for them to solve it at the level of Team amongst themselves.

If you got value from this video today, like it, share it, subscribe.

And, call me if you’d like to have a conversation about how you can resolve this in your own work place at 305-285-9264 extension 301. I’d be delighted to chat with you about it.


3 Things to Consider When Creating Job Positions & Roles

Hi. If you’re somebody who’s struggling with how to write the job description, position agreement, or the role that you’re looking to fill in your business then today’s video is for you. I’m going to share with you three things to consider as you get ready to write that job description so that you can fill it with the ideal person for what you need to get done in your business.

Let’s get started.

Hi this is Jody Johnson with another episode of coffee with Jody. Today I’m going to share with you three things to consider as you go about writing that job description, position agreement, or role that you’re looking to fill in your business.

I want to take you all the way back down to the very basics, to the ground level, of creating the position agreement. These are all interchangeable words we call them positive agreements, so that’s what I’m going to do.

At the very basis you will want to look at what are the functions that you need to get done in your business.

We often encourage people to start from the lower levels of the org chart to free up your time or your supervisors time and allow for the functions that are not the best use of you or them to get fulfilled.

So we start at the bottom, what are the functions and then – and this is often overlooked – a second point, what are the natural attributes of somebody who would be good at this role. Many times if we’re not good at it we can’t imagine that anybody else would want to do those things we don’t want to do. However everyone is wired differently. So what are the natural attributes of someone who would be very good at that role.

Then I want you to look at what’s the nature of your business culture. Are they going to be a culture fit into use words in their position description that resonate with the way that your business culture lives day in and day out.

Many times – this is the third point – people will hire based on experience. I want you to know that experience can be misleading. People can be wired for something completely different from the experience that they have.

And, yes, their experience amounts to something – they do have knowledge – but, they’ll only ever have baseline competence. They’ll never do this, unless they have a natural wiring for that role.

So when you go to design your next position agreement for the role that you need to fill in your business, yes, we need to look at the functions that you need that person to do, what skill sets they need, and what attributes should this person naturally have and make sure that you’re looking at all of that when you go through the recruitment process.

So let me tell you a little story about a bookkeeper that one of my clients had. So she’d been doing bookkeeping for quite some time and had baseline competencies in it. But what I would tell them is I want people who are naturally wired in execution and strategic thinking who have analytic skills.

People who have a natural sense of where productivity and profitability is leaking out of a company. Because, you can get somebody who will do data entry. You can get somebody who’s going to put in the numbers and hand you the report. But I want somebody who thinks like a number…

I have a son, he’s a fisherman. He thinks like a fish. He absolutely is a fish.

When you go to hire for that role, in this case we’re talking about a bookkeeper, you want them to think like a number. As, somebody who thinks like a number won’t let that be off by one cent. Everything has its place and they question: Does this make sense? Does that make sense? Oh my God we’re higher here than we have been in the last three months and they’re in it. That’s the kind of attributes that you’d want in somebody who is filling a bookkeeping position in your company.

So it’s not enough to get experience or skill sets. You really have to go all the way down to the bottom. Are they a culture fit. What are the natural attributes of somebody who would be good and excel in this role would have. Do they have the skills and do they have the experience but most of all are they wired for this and that.

You then write in, what are the key performance indicators that they need to meet in order for you to know whether or not they’re fulfilling the roles and responsibilities that they have

Now, I would love to hear how you go about writing a job description. If you used any of the things that I’ve talked about, and what difference made. Or, if you’ve had a disastrous experience where you maybe didn’t even give somebody a job description and just hoped for the best.

We do extensive recruitment, hiring and crafting of job descriptions, roles and key performance indicators here in our company and I’d be happy to have a conversation with you if this is an area that you’re struggling with. You can reach me at jodyjohnson at ActionCOACH dot com or on the phone at 305.285.9264 and the extension is 301. If you got value from this video please like it, share it, comment and I hope to be of service to you soon.

Have a great day.


Employee Engagement – 3 Aspects to be Aware of

Hi. I’m often asked why employee engagement is such a hot topic these days, and is it really important?

Well if you’re somebody who has a workplace of disengaged employees who won’t collaborate with one another, who keep to themselves and only do what is asked of them, you might be dealing with just this issue. Many businesses are.

The average right now is about 16 percent of employees that are actually truly engaged. So where does that leave the rest of us.

If that’s you this video is going to cover the three things for you to be aware about employee engagement and why it’s important to you and your business.

So let’s get started.

Hi this is Jody Johnson and it’s another episode of coffee with Jody.

I’m often asked what drives employees engagement and does it really matter?

The answer is yes it does.

It drives innovation. It drives productivity. And it drives the profitability and growth of your company. It’s essential and it’s a very hot topic out in the business community right now. If you do a google search, there’s like five point six million searches related to it!

It’s a very, very important conversation.

So I want to share with you today three aspects of employee engagement that I think are very critical for you to know and to be thinking about in your business.

The first one is that the best ideas for how to make your business better come from the people who are actually doing the doing. The ones at the bottom on the ground who are actually doing the work in the business.

The second point is unless they feel safe they’re not going to come forth. Many times I see that people on the team, or employees, are afraid to come forth because if they make a mistake and they get yelled at, or they get punished in some way, shape or form, they’re unlikely to come forth with mistakes which can lead to innovation. And, they’re unwilling to come forth with their ideas because they don’t necessarily feel valued and appreciated, much less heard.

So employee engagement includes giving your team a voice. I use a program called Engage & Grow, it’s a 13 week program with teams.

One of the teams that I did this with had some issues where they were disengaged not only from the business, but from one another on the production floor.

We started this and it gave them opportunities to express what was working what was not working. They got feedback from their peers on what was great about them and what didn’t work about them.

Believe it, or not, it was their favorite part!

There was acknowledgement of what value people brought forth and then because we were focusing on both the people side of the business, you might say the heart of the business, and the process side of the business, they started coming forth with leadership acts and leadership initiatives that blew the owners away!

The third thing is your business growth is entirely tied to the synergy and the productivity of your team. So when they’re working together you’re not the one who’s trying to drag that business along. They’re actually pushing the business along and they’re happy about doing that.

This particular team that I was telling you about grew the profitability in the company by 244% the quarter that we were working on that. Astounding results!

And, they are a demand to keep that program going! So we’re doing a modified version of it going forward because they were a request!

Team engagement is probably one of the single most important things for you as a business owner to focus on if you want to grow your business this year.

Now, have you experienced any kinds of programs or tools in employee engagement. If so I’d love to hear about the ones that worked and the ones that fell short of your expectations.

I’d love to hear about the innovations that are actually coming from the ground up that will make a difference in your business and keep you competitive.

And if you’d like to discuss this with me further then please put it in the comment box.

If you have gotten value from this video share it, like it, thumbs up, all of the above and thank you!

You can reach me at JodyJohnson at ActionCOACH dot com or on the phone at 305-285-9264 extension 301.

Have a great day.


Employee Profiles – 3 Things You Need to Know

Lots of business owners I talk to, hire because they have a need, right now, and I need somebody right now to help me with that need.

If this sounds like you then let me share with you a way that you can minimize the mis-hire by using profiling in your recruitment process.

Today I’m going to talk with you about the three things that you need to include when you go to recruit to make sure that you have an employee profile that’s going to get you the right hire.

So the first point that I’d like to share with you today is that many people will hire based on experience and that can be a very misleading thing to hire people on. So let me share with you a story of one of my clients. They had a long term employee who the supervisor was complaining about. It was a new supervisor, maybe she’d been there about two years, but she was complaining about him. She was like, he doesn’t do what I ask him to do and he’s always out on the floor talking with the other employees.

The owner knew this man and that he had been working there a long time, she didn’t want to let him go, so she called me.

What can we do about this.

Well let’s take a look at this guy’s profile and as I read through it I said you know it doesn’t seem like he would be somebody who would be a troublemaker. Let me just find out a little bit more. What role does this guy have in your business.

And she said he’s in inventory control. He’s got a warehouse area where all of our inventory is kept and he brings the products in and lets them out to the team as their manufacturing.

I said well I can tell you exactly what’s going on with this guy. He’s 100 percent wired for people. He’s not wired for tasks.

So, when she brought him in it was a need that she had. And, if she had let this guy go, he would have gone to another organization who would have hired him for inventory management because that’s the experience and the skill set that he had. He would have been miserable and they would have been unhappy with his low productivity, because he’s wired for people.

So, what we did was, we took a look out what other roles were available in that organization that he could be a fit with so she could keep him there.

Customer service seemed like a natural fit, but this was years and years and years of somebody cast in the wrong role because profiling wasn’t available back then.

We use profiling not only on the people that have applied for the position but to actually craft the position. What are the attributes of someone who’s going to naturally excel in this role and profiling can help us to make a match for that.

The second thing is profiling won’t necessarily eliminate a mis-hire but it greatly reduces the chances of a mis-hire.

And the third thing is it gives you a natural easy way for this person to go about learning and getting better at their role through training and development program that speaks to their natural talents.

So now you’ve got somebody who’s wired for the role, in the right role and a pathway for training and developing them. And, if you do that at the onset, your life is going to be much easier. You’ll have happier employees, you’ll be happier and there will be a whole lot more engagement and productivity on your team.

And, that’s why you want to use profiling at the earliest stages of recruitment.

So I’d like to ask you: Have you used profiling in your recruitment process?

And, if so, can you share a story about that?

Have you hired the wrong person based on their skillset, or their experience, and then went you know there is something totally off here with this person?

If you have more questions, what I would suggest is that you have a consultation with me and we look at what are the attributes of that role to begin with and then what are the profiling tools that we recommend to all of our clients when they go about doing their recruitment. So please reach out to me, I’m happy to help you with that.


Giving Up Your Habit


Today I want to talk with you about giving up your habit of trying to get better at something that you’re not good at.

For the last decade of working with business owners and their teams, I often come across people who are trying to get better at what they’re not good at.

Now I know, that there’s a lot of talk out in the world about “you can do anything just put your mind to it”. And yes you can gain competency in something that you’re not naturally wired, but, you will never do this.

So, Investing a whole lot of time in trying to get better at something, that you’re only ever going to just become competent in, is a huge waste of your time. Not only is it a waste of your time, there’s an experience of bouncing up against something that is a struggle and strife to try to get to that point.

As opposed to, actually investing more time, energy and joy, may I say joy, into getting better at what you are naturally wired for. The place where you’re going to resonate with what you’re working on. A place where you lose track of time.

Now, if you’re a small business, you may have to do some things that you’re not naturally wired for. But, the sooner you can begin to outsource those things, or hire someone to take those things off your plate, and begin to invest in those things that are a natural self-expression, where you are in your flow, where you have natural capacity, the happier you’re going to be.

I don’t really know why it is. Maybe it’s because of the last few hundred years of our education system where we got graded A B C D E and F, and God knows what after that, that people were left with “Oh my God. it’s not good for me to not be good at everything!” And, you’ve got these kids they’re like if they don’t get an A, they don’t even want to go home and tell their parents what their grades were. It’s really actually quite damaging.

And, our school system has not been designed for every kind of learning style that there is. It’s largely a visual learning style. Meanwhile there are six other learning styles and I can tell you that I know people, including my son, who didn’t fit into the traditional educational model.

So, as that relates to your business and what you’re learning and doing and mastering in your business and that of your team members, we use profiling all the way from the design of the role – It’s like what are the tasks this person is going to do, what is the natural wiring of a person who will be good at those tasks – through the recruitment into their training and development pathways, so that they’re naturally going to be creating value, because it’s easy for them.

And, You create an environment where people have the experience of accomplishment, of gaining.

Now, they still have to work at it, it’s not that it’s, you know, all roses, but that they have the experience of taking ground on things that they’re naturally good at. And when you build that team out in that way, everybody wins in the company.

As an example, in the org chart of a business, you’ve got the business itself and then you have three key domains. You have your admin and finance side. Then, you have your operational side and then you have your sales and marketing side. Now, you will resonate, and be most in your flow, in one of those areas.

So I have a client, who’s stellar at sales and marketing. Operationally, he’s competent. In the admin finance side, forget it it’s hopeless.

So your capacity, its not that you can’t do those things, you can probably do those things, but where you’re going to add the greatest amount of value, the place where people are going to trust you the most, is in the area of your flow.

So, stop trying to get better at something that you’re never going to get a whole lot better at, and focus on those areas where you have exponential growth.

And, make sure that the people on your team are in the right spot for them, where they’re naturally going to be adding value. And, if you find that there are gaps, then go back and look at what are the tasks that this person would need to do and then design that position and that ad and that recruitment and that training and development for the person who’s ideally suited for that.

If you got value from this video then please share it with others. And I’d love to hear your comments or questions like “Where have you struggled in your business that you just may not be in your flow?” I’d love to hear about that and to support you with it.


A Pathway To Get To Your Creativity

Today you’re going to discover a pathway to get to your creativity.

So, when we’re kids we start off being very curious, and very creative. So we’re exploring things, we’re building forts out of cardboard boxes, I mean we’re just in the world exploring and being curious. Then we go to school, and we’re taught to conform.

And inside of conforming, we’re taught to build and learn how to have a career and we go and we started our career. And, in our career, we’re taught to work really, really, really, really hard. And then, we get comfortable at that, like we’ve arrived. We have enough capacity and talent to be, you know, comfortable.

What happens to successful people often is they become complacent.

And inside of that complacency, they let down their guard. They’re no longer innovating. They’re not being competitive. They’re not out there looking for the Kaizen of constant and never-ending improvement. So then what happens. Crisis. Either the revenues start dipping we lose key employees like something happens and unfolds into complete and total chaos.

From there. How do we get out. We have to go back to being curious. And Curiosity of looking at what was the root cause of this. Being willing to take a look at ourselves our leadership where we started holding back. Being able to confront what’s working and not working in the business. Being able to go out and look in our industry, and go, hey you know there’s a lot of disrupt out here I wasn’t prepared for and become curious about how you can begin to be prepared for this next five years this next decade. And in the curiosity, comes back the creativity.

And I just finished reading a book called Rest. That builds the case for how important it is to take time to actually rest. Rest physically. Rest mentally. The importance of having a hobby, taking a sabbatical, even actually taking a nap. And, how that contributes to our capacity to be creative and to bring together disparate pieces of our lives to form something new.

Well in the keynote that I wrote on humanity transcending the digital age I talk a lot about the different ages that we’ve gone through from the Agrarian all the way up to what’s now being referred to as the imagination age and how rest is so critical.

You cannot create, not you, not anyone, not me. No, none of us can actually be as creative as we possibly can when we’re exhausted either physically, emotionally, intellectually, or spiritually bankrupt. So the importance of bringing rest. And recognizing this pattern that I learned from Sharon Lechter, last week at Global Conference, of what stage am I at, and what do I need to do next in order for me to stay in that curious, creative space.

That will make all the difference not just for my business, but also for the quality of my life, and your life.

So I invite you to the see where are you, and then share that with me. If you’re confronted by something, or you are actually involved in the curious, creative stage, what are you doing that’s actually allowing for that. And if you’re in any of the other stages and I can support you, that would be my pleasure. So like it, subscribe to it, and share it. Thank you.


How Can You Integrate A Culture By Design

Today we’re going to discover how can you integrate a culture by design into your company.

So first of all, you’ve got your vision, you’ve got your mission, you’ve got your culture, your core values.

Are you using it in your onboarding process?

Are you using it in your performance reviews?

Is it included in your training and development pathways for your team in your career ladders?

Are you using it in every communication that goes out from your company, to a vendor, to a client, to a prospect?

Every piece of your company, every part of your company, that you can integrate it to, whether it’s business development, operations, customer service, even your I.T., your H.R., and your admin / financial functions.

The more alive you can make this in the fabric of the company. The more the culture of how we do things around here will be real for you and everyone you come in contact with.

If you like this. Please share with others, subscribe to my YouTube channel and like it on Facebook.


Creating Your Best Year Yet

Welcome! In today’s session of business SUCCESS with Doug Barra, I want to talk to you about Year-End planning.

It’s so often that I talk to business owners that are actually sitting at the beginning of December going “I just want to get through the month. I don’t want to think about anything else. I just want to get through the month. I’ve got holidays coming up. I’ve got vacations coming up. I’ve got sales coming up. I just want to get through the month.”

However, this is the critical time for you to start the planning for next year, if you haven’t already started it. Now sometimes you might have gotten it done in November rather than wait until December.

But, if you have not gotten your planning done for 2018, then now is the time to start thinking about that and start getting yourself organized around what is it that you want to create.

What is it that you were looking to produce for next year so that you can have the most successful year yet.

I would love to hear from you as to when you start your planning or what’s going on for you around your planning.

Please leave me a comment. Let me know what you’re doing. Let me know what you’re thinking.

And, if there’s any way that I can be of assistance to you please let me know.

Looking forward to talking to you soon.