In October 2011, Arizona State Credit Union received its highest monthly membership growth in more than a decade. We did it by focusing on local roots. We’ve been monitoring consumer sentiment for some time and knew there was a strong preference to buy local. Even big chain grocery stores feature locally produced products. It was clear this was a trend that could serve credit unions well. We created a campaign featuring television, radio and newspaper ads around the values of being part of a credit union. That campaign was running when Bank of America announced in infamous debit card fee, so we benefited from already having a positive message out there.

Continue reading original article from Credit Union Magazine for more about their strategy.

Creating a symbiotic relationship between work and the rest of a life can be a challenge, to say the least, especially in a small repair facility that is dependent on the owner’s regular involvement.

When there’s money to be made, backing away from the daily grind can feel impossible—and some operators are perfectly happy (or perfectly resigned) to that kind of lifestyle. There is no universal definition of work-life-balance; it could be described as finding a way to accomplish your goals both at work and at home while maintaining an overall sense of happiness. WorkLifeBalance.com, a company that offers training and support programs on the subject, describes work-life balance as “achievement and enjoyment every day, both on and off the job.”

No matter how you describe work-life balance, one thing is clear: If you can’t find a balance between work and life that works for you, the stress of that situation can lead to slumping business performance, conflicts at home and numerous other issues.

That’s why management consultant Peter Barron Stark has worked with Fix Auto, ABRA Auto Body & Glass and other collision repair companies on this very issue. Stark, president of Peter Barron Stark Companies, has spent two decades helping organizations build stronger work cultures.

Continue reading…

Navigating the Slippery Slope of Employees Using Social Media at Work and at Home

We live in interesting times, as evidenced by the provocative Tweet erroneously sent by Congressman Anthony Weiner recently. As high profile examples similar to this incident seem to be surfacing on a regular basis, they certainly highlight the power of social media.

Without a doubt, the Internet is the greatest technological innovation of the 20th century. It is an extraordinary tool, helping us find answers in a keystroke or two, increasing our efficiencies and productivity, and of course, connecting us to the world and potential markets.

Despite all its tremendous benefits, if not managed appropriately, the Internet’s strengths can quickly become an organization’s worst nightmare.

Recently, two Domino’s Pizza employees filmed a prank in the restaurant’s kitchen, then posted it on-line. While preparing sandwiches, they jokingly included foul ingredients that clearly violated health-code standards. In a few days, thanks to the power of social media, the clip was viewed more than a million times on YouTube, causing Domino’s Pizza a huge PR problem and earning the pranksters a felony charge.

A recent survey conducted by Robert Half Technology queried more than 1,400 CEOs of organizations with 100 or more employees. The CEOs were asked, “Which of the following most closely describes your company’s policy on visiting social networking sites, such as Facebook and Twitter, while at work?” Their responses are listed below.

Evident in the survey findings is that fewer organizations are completely prohibiting the use of social networking sites and slightly more than half of the CEOs surveyed indicated that visiting these sites for business purposes is condoned.

John Reed, Executive Director of Robert Half Technology states, “Companies recognize the value of using social media for brand building, whether it’s marketing a product, offering customer service, gathering information, or simply listening to what fans and followers have to say.”

Most organizations today have Internet policies that provide a basic framework for guiding employees on the appropriate use of the Internet and social media.

At a minimum, typical Internet usage policies regulate or restrict how employees may use the Internet while on the job. The policy will spell out which particular online activities are allowed or prohibited. Typically, certain activities, such as buying or selling items online, downloading programs and applications, gambling, or playing games will be described as prohibited.

Policies may also specifically warn employees about sharing proprietary information, and require all requests from the media to be forwarded to a specific individual within the company. Many companies inform employees that the employer has the ability and legal right to “snoop” electronically to see where employees have gone on the Internet.

These policies continue to be refined as social media becomes an ever increasing part of our business world. However, at best, these policies have a difficult time covering the “gray areas.” As fast as the mediums develop and spread, it’s almost impossible to keep policies current and applicable to all potential misuses of the Internet.

In early February of 2011, the National Labor Relations Board and Dawnmarie Souza agreed to end a lawsuit which was the result of some derogatory remarks she made about her boss on Facebook. When she posted the comments, she was writing on her personal computer, at home, on her own time. Her employer, a Connecticut ambulance company, read the comments, deemed them to be “online badmouthing” and fired her.

Although the lawsuit was dismissed and the settlement undisclosed, it is indicative of challenges ahead for employers who struggle to interpret employees’ actions through policies that lag behind the real world.

We all know that we have freedom of speech, but what’s not so clear now is where we can exercise that right.

What is certain, though, is that regardless of policy, all of us need to realize that we are only as credible as our Google search results, and that our online reputations are at stake each time we post something online.

That’s why we like the advice given by Janet Kyle Altman, principle of Kaufman Rossin, Co., who says, “Don’t write or say anything, anywhere that you’d be ashamed to see on a billboard on the Interstate or on the front page of the newspaper.” Too bad Congressman Anthony Weiner didn’t think that through before he fired the Tweet seen around the world.

Social media should not be feared, it should be embraced – after all, no one wants to become a dinosaur – but it must be used in alignment with the organization’s mission. Those who use it to act in direct violation of what the company stands for should be held accountable.

The question is, how?

When it comes down to it, tainted tweets and putrid posts need to be handled on a case-by-case basis. Every organization is just as different as each of the individuals who fill the positions within that organization.

With this in mind, we leave you with these thoughts: know the laws in your area, create a social media/internet usage policy that best fits your organization and educate employees on what is and what is not appropriate.

What has been your experience with social networking and employees?

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Peter Barron Stark Companies is a nationally recognized management consulting firm that specializes in employee opinion surveys, executive coaching, and leadership and employee training. Send Peter Barron Stark Companies an email at info@peterstark.com for more information about how we can help you create an organization where your employees love to come to work and your customers love to do business. ]]> http://www.peterstark.com/employees-social-networking/feed/ 0 http://www.peterstark.com/congratulations-astcu/ http://www.peterstark.com/congratulations-astcu/#comments Mon, 27 Sep 2010 15:43:06 +0000 Peter Stark http://www.peterstark.com/?p=1983 4 Time Winner of the Award for Workplace Excellence

PHOENIX–(BUSINESS WIRE)–For the fourth time, Arizona State Credit Union has received the Peter Barron Stark Companies’ Award for Workplace Excellence. The award is especially significant this year as Arizona State Credit Union received an overall favorable response rating from its associates despite the difficult times facing the financial services industry and the down economy. The Credit Union maintained current associate programs and added several more allowing its already positive corporate culture to improve, a requirement for winning the Award for Workplace Excellence.

“It is with pride that we award Arizona State Credit Union with the 2010 Peter Barron Stark Companies’ Award for Workplace Excellence,” said Peter Stark, President of Peter Barron Stark Companies. “When compared to over 250 other organizations in our benchmarks, Arizona State Credit Union demonstrates their strong leadership and commitment to employee engagement and satisfaction. Many organizations talk about their desire to be a great employer. Arizona State Credit Union has put vision into action and their 2010 survey results are the proof.”

Read Arizona State Credit Union’s complete press release

By Josh Spiro of Inc.com

It’s no secret that, as a business owner, your venture is your baby. It’s needy, it’s frightening, and you’re completely devoted to it. If only you could make your employees feel the same way. Well, at least the devotion part.

The first step to getting employees pumped about the company’s direction is to examine what employee engagement is. Peter Stark, a management consultant and the author of Engaged! How Leaders Build Organizations Where Employees Love to Come to Work, defines it as a state in which, “employees are connected both at the head and the heart and they are willing to give what I call discretionary effort, meaning willing to do whatever it takes to get the job done.” A lack of employee engagement can manifest in the form of poor customer service, low morale, and missed business opportunities.

On the flip side, if you can sell your employees on the company’s future and the importance of their role in it there are numerous advantages. “People are more likely to generate their own ideas, to contribute with enthusiasm, to keep slogging when it becomes unpleasant, and also to experience a sense of camaraderie and togetherness,” says CV Harquail, author of the blog authenticorganizations.com.

Read the full article to learn how to measure employee engagement, communicate your vision to employees, and scale engagement as your business grows.

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Peter Barron Stark Companies is a nationally recognized management consulting firm that specializes in employee opinion surveys, executive coaching, and leadership and employee training. Send Peter Barron Stark Companies an email at info@peterstark.com for more information about how we can help you create an organization where your employees love to come to work and your customers love to do business.

The text below is taken from SHRM’s blog entry, Employee Engagement Marathon – Monday Recap, written by David Bowles

A San Diego local, Peter has an impressive resume and clearly lots of experience. He is also a talented and funny speaker who had a full house in the palm of his hands.

His speech was based on what appears to be his proprietary database of 250 companies employing 100,000 people, and which he leverages to make statements about the top 10 factors which bring about employee engagement. He does this by analyzing the top 25% of his database to see what secrets he can wring out of the data.

He started out by looking at the leader vs. manager question, something which our Wednesday speaker, Marcus Buckingham, has also done. Peter doesn’t take the Buckingham approach of splitting these jobs into quite different categories, he sees leaders as a higher level of manager whose qualities lead people to follow them, that being the crucial difference.

His database yielded a list of engagement factors which is very familiar to those of us who have worked in this business but worth repeating:

• Creating a vision with clear goals. One that comes form the heart, is unique to the organization and is radical and competitive.
• Communication (especially the hard things like goals)
• Seeking the right people for the right jobs
• Cross-department teamwork (not just within department, that’s too easy)
• Recognizing and rewarding excellence
• Making accountability and performance count (the need for honest reviews)
• Making sure very employee can learn and grow
• Problems are no problem! (an attitude that says “we can handle things”)
• Making it “all about the customer”

It’s a good list…and he had an interesting saying from John Maxwell: “if you think your job’s purpose is to make you happy, you should be a clown”. Not sure all the “happiness at work” fans would agree!

Peter was solid in his findings, though, and well worth the time spent.

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By Michael Mink, Investor’s Business Daily

Effective leadership can result in a stronger bottom line and account for up to 70% of an employee’s job satisfaction. With that comes increased productivity and better employee retention.

To be a supervisor who brings out the best in people, incorporate the following:

Be clear. Communicate company goals, says Peter Stark, co-author of “The Only Leadership Book You’ll Ever Need: How to Build Organizations Where Employees Love to Come to Work.”

Stark suggests a litmus test: “Ask (employees) on the front line what their three to five goals are and how their goals align to the (company’s) vision. When people are clear on the bull’s-eye, they will be much more productive and efficient.”

Always train. Be supportive of employees when they aren’t living up to their potential. Bob Nelson, co-author of “Ubuntu!: An Inspiring Story About an African Tradition of Teamwork and Collaboration,” says leaders should focus on what employees learned, rather than on what they did wrong.

“If you punish and embarrass them, you will crush their willingness to take a risk or trust their best judgment in the next situation,” he said, adding that much goodwill can be compromised with “a single action, snide comment or discourteous tone.”

Hank Moore, author of “The Business Tree: Growth Strategies and Tactics for Surviving and Thriving,” says most workers who don’t perform up to standard aren’t fully informed. “Ninety percent of mistakes are made because of wrong instructions. Failure to communicate and provide training on the front end proves (costlier) to business in the long-run,” he told IBD.

Set a hands-on example. Great leaders, Nelson said, “are known for rolling up their sleeves and digging in as called for, and such efforts endear people to you as you model the role you expect every member of the team to take.”

Listen. Focus on what others are saying, Nelson said: “Collect the facts as they are best known, and then be decisive about acting on the situation.”

Give credit, take responsibility. When legendary football coach Bear Bryant was once asked his secret for winning games, he said, “When we win, the players made it happen; when we have some success, we did it together; and if we lose, it’s all my fault.”

Challenge people. Don’t limit employees to their job titles.

“Encourage them to think of ways to improve their work or come up with new solutions and products that will make the organization even more competitive,” Stark said.

Reward great performance. Make top-performing employees feel valued for their work.

“Ensure that the highest performers earn the best wages when compared to others who do the same type of work,” Stark said.

It doesn’t always have to be about money, says Nelson, who also wrote “1001 Ways to Reward Employees.” His advice: Ask employees what they value most, then match the reward to achievement.

When leaders stay focused on positive management practices, Stark said, “the result will be employees who feel they are treated fairly, feel valued and have higher levels of trust with management. The outcome of these positive feelings is higher retention levels with a greater number of employees saying, ‘I love my job,’ (which is) priceless!”

This article was originally published in Investor’s Business Daily. Read the original article here.

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By Ricky Martinez, via mlive.com

GRAND RAPIDS — Maureen Downer is seeing signs the recession is waning.

“For a while there, we would see 500 people a day in our service centers, even as many as 900 a day,” said the programs manager for Michigan Works! in Kent and Allegan counties.

“It’s really not at that higher level anymore.”

To help employers share ideas, gain momentum and get more people back to work, Michigan Works! is offering the Spring Into Action seminar May 13 at Western Michigan University’s downtown Grand Rapids campus, 200 Ionia Ave. SW.

The free half-day event includes a keynote speech by Peter Barron Stark, a San Diego-based management consultant who has authored nine books.

There will be seven breakout sessions on human resources, social media, employment law, training, emerging jobs and Michigan Works!

Read the entire article at mlive.com…

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Peter and Jack Duncan, the Host of Financial Spectrum on WKXL1450, discuss leadership.

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Harry Truman’s definition of accountability is perhaps the best: “The Buck Stops Here.” It was the message on a sign the President had on his White House desk to remind himself and others who entered his office that he took responsibility for making decisions.

As Truman said in his farewell address in January, 1953: “The President – whoever he is – has to decide. He can’t pass the buck to anybody. No one else can do the deciding for him. That’s his job.”

So what can management and workplace leaders do to create that kind of culture of accountability for themselves and for everyone in their workforce? It’s a question being debated in many circles today as the world’s economies try to claw their way out of the worst economic recession since the pre-World War II depression.

Read Entire Article from www.BizActions.com.

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