How To Keep The Best & Motivate the Rest

During a recent seminar, I was able to hear from, among others, an executive at Northrop Grumman, a VP from a high tech organization with 2 Billion in sales in ‘08’ and a director from Canada’s World Bank. During the discussion, some of the current business trends among workers were addressed.

· Over 25% of the High Performers within organizations (those who are key to an organizations success) are thinking about leaving their current employer in the next year. This in itself is alarming, but even more so is this . . .

· Because of the economy, under-performers are going to hunker down even more and do only what is necessary to get by. The number of Highly Disengaged employees within organizations have doubled from 2008.

· There has also been a steady decrease in overall worker’s performance. Discretionary effort—going above and beyond the basic requirements of a job—has dropped 53%.

· And what is most alarming, is that the most disengaged are 50% more likely to stay—they will choose to stick around.

· Among the heads of Human Resource departments, their primary focus and priority for 2009 will be employment engagement (i.e. how to motivate, encourage and draw out the best from employees). When this priority is tracked, '09' has shown a 40% increase among HR directors to address this as a # 1 priority.

· Finally, organizations have discovered that managers and workers who receive coaching and are placed in an environment where they are able—even encouraged—to use their creativity, thrive. This is especially true among the High Performers.

In an article by Carole Nicolaides on Star Performers, she states that these invaluable workers need to have their visionary thinking and reflection encouraged in an environment that encourages genuine dialog and connection on a personal level.

For today’s managers and directors, keeping your High performers and increasing the overall performance of every member of your team is vital.

In two of the companies mentioned above, they had a common strategy for improving performance—Coaching. Both companies have spent significant amounts of money on external coaching, and have discovered that having their managers and directors learn a few basic coaching skills has increased productivity and organizational buy-in.

In the book True North, the story is told of one CEO who was asked this question,

“What happens if you spend significant money on training your people and they leave?” His answer?

“What if I don’t spend the money and they stay?”

Regardless of the challenges you and your organization face, you can create an environment where employees thrive and meet and exceed objectives, as well as help your managers develop the skills and habits that they need to excel.

What if investing 6 hours on the phone could:

· Increase your team's effectiveness by 50%

· Not only keep your high performers but actually increase their loyalty.

· Turn your disengaged employees into vital productive team members who want to increase their discretionary effort.

· Cost you nothing unless you get the results you want.

By signing up for the tele-class “Basic Coaching Skills for Creating High Performance” you will learn how 5 basic coaching skills—that anyone can learn and practice immediately—will allow you and your team to increase productivity and creativity.


You get results, Or at the end of the class, I will refund your tuition.

To sign-up or for more information . . .

Click this link!



In order to allow interaction, this class is limited in size to the first 10 people who sign up.