C-Suite Leader Since:
A dynamic, innovative, thoughtful and inspiring leader with 30 years of experience in franchising, distributed networks and cooperatives. Successful history of: (i) turning around a $700 million distressed franchise system into a $2.0 billion revenue business in four years, (ii) reviving and re-energizing a $3.5 billion revenue franchisor and (iii) founding three franchise systems. Experienced corporate board member.
Currently, a consultant to some of the largest franchise systems in North America. A franchise industry leader, widely published, keynote speaker, member of the New England Franchise Association Board, and Co-chair of the International Franchise Associations Knowledge Share Task Force.
If employees will complete training when they are not at work, you will have to compensate them for the extra time they spend. You will have to have them track and report those extra hours. Another option is to require them to complete their training at work.
Start asking for “mood feedback” as soon as training begins. Asking a question like, “everybody good with that?” or, “anybody got a problem with that?” consistently through training can set up an atmosphere that encourages trainees to open up about any areas of discomfort. If you keep the mood lighthearted and fun, trainees will be more likely to say what is on their minds.
Did my colleague think that old-school sexism had disappeared in companies where millennials work and lead? Apparently he did. I could accuse him of being naïve. But aren’t we all being naïve in some of the assumptions we make about millennials?
The most effective goals are those that will impact on processes which, if improved, will produce meaningful improvements in key operational areas. So take time to define them carefully.
Boredom is sneaky. Even if training gets off to a rousing start, it can sneak back in and infect trainees.
If you are an executive in an organization where bad communication patterns have become ingrained, you have become frustrated by the repeated, extra and pointless work that it takes to get even simple things done.
Establish specific benchmarks and expectations for your younger generation employees to attain. Build in timelines and due dates to keep the process specific.
Establish specific benchmarks and expectations for your younger generation employees to attain. Build in timelines and due dates to keep the process specific.
To be honest, I have observed that top leadership teams in many companies are hindered by internal fissures and factions that are never discovered until someone quits or a major problem arises. Those problems often happen because executives have ambitions and plans that are being stifled by the company leaders, or because the rejection of their ideas in the past has caused them to self-censor.
Note from Evan Hackel: Today I am pleased to share this article from my partner and colleague Cordell Riley, Founder
