Welcome toWelcome to

“Growing Leaders from Within”“Growing Leaders from Within”

Presenters:Presenters: Larry O’Toole, President, Gentle Giant Larry O’Toole, President, Gentle GiantDon Kemper, CEO, HealthwiseDon Kemper, CEO, Healthwise

Moderator:Moderator: Diane Stoneman, Director of Consulting & Training, Diane Stoneman, Director of Consulting & Training, Winning WorkplacesWinning Workplaces

© 2008 Winning Workplaces. May not be reproduced or distributedwithout expressed written permission of Winning Workplaces.

Founded in 2001 by co-owners of Fel-Pro, an auto manufacturer nationally recognized as a leader for progressive workplace practices

Nonprofit committed to helping small/midsize organizations build healthy, innovative and productive work environments

Triple bottom line: Business, People, Community

Winning WorkplacesWinning Workplaces

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Annual Annual Recognition Recognition ProgramProgram

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In collaboration with The Wall Street Journal

2007 Winners profiled on WSJ.com/Entrepreneur

2007 TSW Report available @ www.WinningWorkplaces.org

2008 webinar series featuring 2007 TSW winners

2008 Top Small Workplaces nomination process underway

Upcoming October 14 & 15 conference

Top Small WorkplacesTop Small Workplaces

2007 Winners2007 Winners

Alaska Wildland AdventuresBarclay Water Management

Corporate Ink Cowden Associates Inc.

Exactech, Inc.FRCH Design WorldwideGentle Giant Moving Co. Guerra DeBerry Coody

HealthwiseNRG Systems, Inc.

Phelps County BankPoint B Solutions Group, LLP

Reflexite CorporationRestek Corporation

Summit Aviation

Growing Leaders From WithinGrowing Leaders From Within

Today’s Agenda

The story of two companies

Programs and practices

Impact on their business

Lessons learned

Questions from audience

Leadership Void Leadership Void

"I am completely convinced that most organizations today lack the leadership they need. And the shortfall is often large. I'm not talking about a deficit of 10 percent, but of 200 percent, 400 percent or more, in positions up and down the hierarchy."

What Leaders Really Do John P. Kotter

Strategic Imperative: Strategic Imperative: Developing Front Line leadershipDeveloping Front Line leadership

Front line supervisors – not senior

management – are the real opinion leaders in your organization.

“Reaching and Changing Frontline Employees”

TJ Larkin & Sandar Larkin

HBR article, 1996

Featured Business LeadersFeatured Business Leaders

Larry O’Toole, President

Gentle Giant Moving CompanyDon Kemper, CEO

Healthwise

Gentle Giant Moving Company

Founded in 1980, officially incorporated in 1985

Full service moving & storage,

Somerville, MA

246 employees

Top Small Workplace Winner 2007

A Tale of Two Firms

Healthwise

Founded in 1975 Health information provider, Boise, ID

215 employees

Top Small Workplace Winner 2007

Gentle Giant Moving Company Gentle Giant Moving Company

15 locations in 6 states

Full service: residential, local, interstate, international, storage, supplies, restoration, senior service, etc.

Redefine moving industry by creating “customers for life” through excellent service delivered by employees who are highly satisfied and motivated by growth potential and one another

Programs & Practices Programs & Practices

Overarching philosophyFocus on building open relationships & self-awareness among employees, fostering customer connections & loyalty

Building relationships Formal Training Mgmt Practices (Annual Survey) Annual Manager/Staff Discussions Informal Interactions Company Culture and Traditions

Recruiting & HiringRecruiting & Hiring

Hire for cultural fit & aptitude, not experience New hires motivated, interested

in self-improvement, thrive on solving problems & challenges, and exhibit similar core values

“Giant HEART” core attributes

Focus on cultural fit: GG has cohesive & diverse population

Giant HEART AttributesGiant HEART Attributes

HonestyHonesty

EnthusiasmEnthusiasm

Above & BeyondAbove & Beyond

RespectRespect

TeamworkTeamwork

Training & DevelopmentTraining & DevelopmentGentle Giant as creator of leaders and place to achieve personal growth

Mgmt / leadership training focus on communication: giving and receiving feedback, active listening, self awareness, having difficult conversations, and leading teams

Training on core moving skills regimented and structured, 40 training sessions guide development from Entry Level Mover - Master Crew Chief

Comprehensive employee development: formal programs + informal practices + company traditions

Training & DevelopmentTraining & Development

Formal Training 101 orientation (history, culture, values, customer expectations) “Stadium Run” tests endurance and approach to challenges in new hires “40 modules” shares fundamental challenges encountered on a move Monthly professional training delivered to 70% of our staff Personal coaching

Informal Practices & Other Initiatives ‘Management by walking around’

Daily lunch with staff

Company sponsored after-work gatherings at local pubs

Involvement in the Boston Marathon, rowing competitions, softball leagues, etc

Giant Steps – Structured feedback from employees to their manager

Annual Employee Survey Communication Practices – Monthly Management Update & internal newsletter

Decision MakingDecision Making

Business choices depend on what creates greatest opportunity Explore opportunities that motivate

employee & lead to growth potential Strategy not entirely dependent upon

external factors or market forces Success defined in support of

mission & degree of enhancement to employee experience, not just profit

Day-to-day decisions pushed down Each employee represents the whole Staff encouraged to solve problems Everyone accountable for creating

customers for life

Evidence of SuccessEvidence of Success

80% of business generated through repeat customers and word-of-mouth referrals

Employee retention rate highest in industry

Due to development opportunities, strong culture, track record of success & recognition awards

Evidence of SuccessEvidence of Success

Business growth 10% to 20% avg. annual; almost $30 million through 15 locations across all services

10 years ago - roughly 125 staff during busiest days of year; now have 400 Larry O’Toole accepts his 2007 Top

Small Workplace Award at our conference in October 2007

Growth ChallengesGrowth Challenges

Maintaining company culture

Hiring energized, enthusiastic staff

Ensure staff feel they are an important part of something special

Maintaining quality

Communicating effectively to offices

Brand awareness in new markets

Cost effective standards & processes for opening new locations

Ensure as much fun in next 10 years as had in past 10

Tips & Lessons LearnedTips & Lessons LearnedWalk the talk – Customer service and hard work define us. We are passionate about customer satisfaction and go to extremes to resolve unhappy customer situations. Protect Core Values – The Giant HEART represents non-negotiable values and behaviors in workplace. Set clear expectations of how you expect staff to behave and treat one another. We nurture our core values, not impose them.Praise Accountability – Praise those who admit mistakes and own problems. Building open and accountable culture inspires great relationships and results.

Tips & Lessons LearnedTips & Lessons Learned

Work on Relationships – Identify and resolve any problematic interpersonal relationships among staff vs. letting issues festerReward Initiative – We pay well. Raises given after someone takes on greater responsibilities. Shows they can do the job and want to do the work. Ensures people motivated by right priorities.

Not-for-profit

Founded: 1975

HealthwiseHealthwiseMission: Help people make better health decisionsMission: Help people make better health decisions

Because of Healthwise, people will:

Do more for themselves

Ask for the health care they need

Say no to the health care they don’t need

Growing Leaders from within:

• Lead from every position

• Lead in the Healthwise Way.

The Healthwise WayThe Healthwise Way

15 competencies that make us special

Servant Leadership is a practical philosophy for people who choose to serve first, and then lead

The Servant LeaderThe Servant Leader

Serve the team Resources they need Authority they need Recognition they need

Grow the team Coaching Mentoring Training

As opposed to commanding the team

Serving and Leading Your TeamsServing and Leading Your Teams

Three Types of InnovationThree Types of Innovation

Continuous Improvement

Sharpen the Saw

Quantum Jump Improvements

Buy a Power Saw

Paradigm Shift Improvements

The Laser Saw

Culture and StoriesCulture and Stories

The Healthwise Culture

Respect Teamwork Do-the-Right Thing

These are only words until you have the stories to back them up

Questions???Questions???

www.gentlegiant.comwww.gentlegiant.com

www.healthwise.orgwww.healthwise.org

Upcoming 2008 Webinars Upcoming 2008 Webinars Featuring 2007 Top Small Workplace LeadersFeaturing 2007 Top Small Workplace Leaders

April 23 • Developing a Fantastic Customer Service Culture In partnership with SJF Advisory Services

Mike Faith, CEO, Headsets.com, San Francisco, CAMark Wilson, CEO, Ryla Teleservices, Kennesaw, GA

May 21 • Building an Ownership Mentality Among EmployeesMike Foley, CEO, Reflexite Corporation, Avon, CTBill Marshall, CEO, Phelps County Bank, Rolla, MO

June 25 • Designing Strategy from the Bottom UpAmy Bermar President, Corporate Ink, Newton, MA Bill Petty, CEO, Exactech, Gainesville, FL

Thank YouThank You

www.winningworkplaces.org