Alright, welcome back. What do we know? We know that growth is behavioral. You actually have to do things in order to grow business. It's behavioral, it's not cerebral. And there two key business rules, two key business rules, that I want you to focus on. If you want employees to do something you have to measure it. That's a measuring cup. Okay? Measure. If you want employees to do something well you have to measure and reward it, measure and reward. Okay? And reward can be money and emotional. It's behaviors that produce financial results. Okay? If you focus on the right behaviors, and you measure em and reward em, you'll get financial results. Assuming you got a differenciating, compelling customer value proposition, and the customer's have a need that you're meeting and money to spend on it. Okay, I get it Ed, I gotta get employees engaged, they gotta behave. Well, now what? What do you think? Now's a good time, remember you always bring into this course every class, paper and pencil, now's a good time. Let's go back. Get out that paper and pencil. What do you think you need to do in order to get people to behave in the way that's going to produce happy customers, quality products, on time delivery, high engagement? Whaddya think? Write some ideas down. Yeah. What's the first thing you've got to do. First, you've got to define what are those behaviors. Which gets to the question. Okay? What really drives your culture and your business model? Is it teamwork, is it teamwork? If it's teamwork, what are the behaviors that evidence teamwork? Is it constant improvement, what are the behaviors that evidence that? Is it on time delivery? What's the behavior, how do you measure it? Is it customer responsiveness? Speed of answering the phone? Is it friendly service? Measuring customer's satisfaction, is it as simply as we smile at every person we see, as it was in Trilogy Healthcare, Health Services. Was it eye contact? Define behaviors, then you've got to clearly communicate the behaviors. And remember, we said measure reward, and you have got a role model. Then you got to inspire those behaviors through culture and messaging. And you've got to teach 'em, and you've got to create the environment that promotes and enables them. Now there's a lot on that slide, and what I just did, was sort of explain this concept of a system. A system. Okay? Is an alignment, of your culture, your leadership behaviors, your HR policies, your measurements and your rewards to drive those defined desired behaviors. The system concept says, I've got to get all those things working together. They've got to send the same message, I've got to reward what I'm talking about, I've got to measure what I'm talking about, I've got to role model what I'm talking. And you've already learned the use of huddles, and I've gotta talk about it, and talk about it, and talk about it. That's what's important for your business model and your business, you can never stop talking about it, you can never take for granted. So the question here is, is, okay, I got this system I need to have. Now, you, you should be sitting back and saying, whoa! What's my culture? What do I measure? What do I reward? Why do I focus on behaving? Do I have alignment, do I have consistency of messages. Okay? Alignment, consistency, is it seamless, consistent throughout? Yeah, and you should, all of sudden be, aware of, wow this thing, of a system says that all these disparate parts have got to come together when I paint my picture. An entrepreneur is an artist, you are designing your business, you're designing your company. Have I got the design right? Do I have the right culture for the type of business I want? For the right behaviors I want, am I measuring rewarding, and am I leading by example in behaving? Okay? Is everything in harmony? Room and board is a case about harmony. Okay? Is there consistency between what you feel, what you think and what you do? And you can get into an organization and get that sense, it's almost a zen like feeling of harmony. When people have bought into the culture, when there's commonality of purpose, commonality of behaviors, whether that's team work. Because it's a place then where people feel comfortable, and people then behave in accordance with the norms. Harmony is what we're seeking. Okay. Time for quiz number two. Let's see what you picked up, let's see what you missed, see what you need to go back. Alright? Take a minute or two, don't leave, I'm not leaving, Don't leave. I going to be here, I'm waiting on you. I'm happy to have you. Come back in a couple of minutes.
