Mistakes in High-Performance Vision Statements


Today, we’ll look at the 3 biggest mistakes commonly made by organizations during the creation of their Vision Statement.

As discussed in the last post, Organizations wanting to perform at the highest level do so by working to leverage 3 commitments. These commitments set the stage for overall efficiency, growth, and prosperity.

Mission Statement

Vision Statement

Core Values

Great leaders vision-cast for their organization.

They have an idea of where they want their organization to be down the road. They chart their desired course ahead of time. The best leaders will map out their Vision, put this Vision on paper, and share their Vision with the entire crew. However, too many leaders fail to be precise—they don’t follow a top-notch process to ensure their Vision truly comes to fruition.

Mistakes You Want to Avoid

Mistake #1: Developing a Vision Statement that isn’t achievable in the near future—within an employee’s working lifetime).

This is a bad idea. Instead of a far-off Vision as the organizational aim, your employees need to envision achieving the goal far sooner, so they can potentially experience the achievement as part of the team.

No employee wants to think that they are expected to work hard to achieve an organization’s Vision without still being around to celebrate it happening. If the goal lies too far into the future, employees don’t feel invested in the outcome. They don’t feel committed to it. Instead, it gets shelved and ignored. With an achievable goal, hope, motivation, and perseverance are ignited. They can see your destination on the horizon. Your excitement will become theirs.

When creating a Vision statement, make it achievable. Once it’s achieved, make sure you revisit it and make any adjustments and corrections to it as you move forward.

Mistake #2: The Vision statement is not included in the hiring and recruitment processes.

As you build your team, make sure that your potential employees know the direction your organization is headed; starting the moment they first step through the door. Let them know where they’re going when they first get onboard. It’s not enough to expect them to figure it out by osmosis. Don’t leave your Vision to chance. Tell them up front what it is and the role they will play in achieving it.

Your Vision statement must be seamlessly incorporated into your hiring practices and documents. If it is not obvious from the start, you risk spending a lot of time, energy, and money acquiring people who don’t know where you’re going and don’t care. Your organization will be rudderless.

Your Vision Statement is an invaluable motivator for your employees. Would you want to board a ship or a plane without knowing the destination ahead of time? Your employees won’t want to either.

As a leader, you are the captain. Your crew—your employees—and your passengers—your customers—must be informed as to the destination of your journey and be enthusiastic about it.

This is how high performance gets started!

Mistake # 3: Failing to integrate your commitment to your organization’s Core Values and Mission Statement into your Vision Statement—not making it a complete, holistic package.

A Vision statement should articulate two crucial items in addition to your Vision: your Mission statement and the core Values guiding your organization.

These three components are interdependent and must work together as a team. Just like a top coach wouldn’t play merely one-third of his football squad in the Super Bowl, it is not possible to create a high-performing organization from the ground up if it lacks any of these three key components.

The success of your Vision is important to your future—much too important to omit any of the key supporting pieces and risk it failing.

If creating these three documents sounds like a lot to bite off, don’t be discouraged! Human Resources experts exist to help you, and resources exist to make it easier. The best ones guide you through the whole process, just like the one I created with my team. We’ve done the foundational work for you to make it all happen smoothly and simply. Our HR Mastery Toolkit teaches and guides you to implement the best practices used by some of the top, most successful organizations in the world.

We begin with this essential first task: establishing your organization’s Mission, Vision, and Values.

By using a top-notch process to create your Vision Statement, you’ll set the stage for your employees to achieve it.

In the next post, we will continue examining this critical trio. I’ll give you some of the expertise I’ve gleaned from more than twenty years in the field of human resources. Come back to read: Mistakes Organizations Make When Determining Their Core Values.

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Meet us at the ABHE Annual Meeting February 8-10, 2017 | The Wyndham Orlando Resort! We will be speaking during the Annual Conference as well as exhibiting. Contact us directly to set up a personal meeting in advance of the annual meeting. Looking forward to creating new friends and fostering deeper relationships with contacts we know.

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Common Mistakes with Mission Statements


When organizations want to perform at the highest level, they leverage the three (3) commitments that strengthen their organization like a strong, cement foundation:

Mission Statement

Vision Statement

Core Values

With these in place, everyone in the organization starts out on the same page. Better yet, clients and customers know what to expect and it builds additional trust. They appreciate the organization’s investment and articulation of these commitments.

However, it’s not as simple as punching out three sentences to propel your organization forward. There is an important process to creating potent organizational statements to ensure they truly succeed.

Today, we’ll look at the 4 mistakes commonly made during the creation of an organization’s Mission Statement. Done poorly, a Mission Statement can actually undermine the high performance leadership hopes to attain in the first place.

Don’t let this happen to you!

Mistake #1: Not including employees in the process.

When a boss creates a Mission Statement in a vacuum, employees are far less likely to appreciate it, accept it, and, most importantly, execute it.

Instead, your organization should first get input from a group of employees that make up a good cross-section of capabilities and responsibilities throughout the organization.

At this point, too many organizations find that employees have little idea what their organization really stands for or why they are doing what they do. Unless you’ve clearly articulated a Mission Statement, you can’t blame them. After employee input, the leadership can approve and improve on what comes from the employee input group.

With a Mission Statement in place, employees do more than just show up. They arrive to work with a renewed orientation to the organization and feel like they are doing something meaningful. Everyone wants to play a part in something bigger than just themselves. A Mission Statement gives them this opportunity.

By including them from the start, employees not only start to think from a high-performing standpoint, but they also feel respected and appreciated for their input at the outset.

Mistake #2: Creating a Mission that is too broad or too lofty.

Here are examples of two Mission statements that don’t work:

“We want to make the world a better place.”

“We want to give our customers good service and a great price.”

Compare them to one from Charity Water. It gets to the crux of their mission.

“We’re a non-profit organization on a mission to bring clean and safe drinking water to every person on the planet.”

Or, this great example from Habitat for Humanity International:

“Seeking to put God’s love into action, Habitat for Humanity brings people together to build homes, communities and hope.”

Mistake #3: Not rolling out the new Mission appropriately.

A good Mission Statement is woven into the very culture and fabric of your organization. It’s not just something that goes on the wall and the website. It gets incorporated into all the material of your organization.

During your hiring practices, organizational meetings, performance reviews, and in job descriptions, you should have direct tie-ins and references to your Mission. After all, your organization is centered on a Mission: its purpose for existing.

EXPERT TIP: Your employees are great idea factories to help find new ways to proliferate and enact your organization’s Mission statement in multiple ways that will make a big difference. Get their input.

Mistake #4: Not communicating the Mission to your key stakeholders.

Your key stakeholders are your students, parents, vendors, and suppliers. Your Mission statement should be integrated into your interaction with them, and in all the material, marketing, and communications you engage in together.

Your Mission Statement is the central feature around which your organization revolves. That means, it’s not just an internal document. Make sure you publicize it, every chance you get.

You don’t have to tackle the process of creating a Mission Statement alone. You can hire an outside HR expert to guide you. There are other helpful HR resources too, like the HR Mastery Toolkit we have created to make your organization high-performing in this and other areas. It teaches and guides you in the best practices of some of the top, most effective organizations in the world.

When you create a Mission Statement using a top-notch process, you’ll find that performance on every level improves. Not only do you save costs and improve quality and productivity, but also being employed at your organization becomes much more enjoyable.

In my next post, we will continue examining this critical trio. I’ll give you some of the expertise I’ve gleaned from more than twenty years in the field of human resources. Come back to read: 3 Mistakes in High-Performance Vision Statements

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

 

Developing A High-Performance Employee Review Process


ABHE Annual Meeting
February 8-10, 2017 | The Wyndham Orlando Resort

Many organizations attempt to implement employee review processes and inadvertently cause more harm than good. Many processes come across as punitive, time consuming, and non-value added.

What if you had a process that excited employees, one that they would lead? I’m talking about a process with a career development component that fills them with pride, with a sense of “hope and a future” with your organization?

In this session, learn how to keep employees motivated and engaged with a performance review process that is effective and, yes, even enjoyable, one that your employees will embrace and enjoy instead of dread.

In Developing a High-Performance Employee Review Process, participants learn how to:

  • Develop an employee-led process
  • Provide specific, realistic, and tactful feedback
  • Differentiate between standards and goals and the importance of both to improve employee performance
  • Avoid those common performance review errors that reduce effectiveness for the employee, the manager, and the organization
  • Develop a process that is comfortable for both manager and employee—one that achieves higher levels of performance

Register Here 

About the Speaker

Mark A. Griffin is the founder and chief consultant of In HIS Name HR LLC, a human resources outsourcing and career coaching firm created to help organizations pilot the complex issues of managing HR.

As a human resources professional with 20-plus years of experience in both public (Quaker Oats Company, Kodak Inc., Merck Inc.) and private companies (Woolrich, Conestoga Wood Specialties, Valco Companies Inc.), Mark is passionate about building high-performance workplaces by utilizing best practices while leading organizations with strong values.

Mark and his wife Gail have two adult children, and will celebrate their 30th wedding anniversary June 2016. They attend LCBC Church. Mark has coached leaders on “Business as Mission” as far away as Eastern Europe, India, Haiti, Honduras and the Dominican Republic.

Speaker, accomplished HR consultant, and the author of How to Build “Kingdom-Minded” Organizations and College to Career: The Student Guide to Career and Life Navigation, Mark A. Griffin encourages leaders to build values-led organizations during these difficult economic times.

 

CLA Dallas TX 2017 Managing Employees To Success


It’s no secret that organizations want to succeed. It also should be no surprise that their employees want to succeed! Of course, there’s often a strong, positive relationship between the two—when employees succeed, so do the organizations they serve. A key question, then, becomes: How can organizations most effectively encourage and support their employees’ success?

Mark Griffin, founder of In HIS Name HR and a professional with more than two decades of experience working with high performance organizations, is uniquely qualified to explore this question. Managing Employees to Success promises to be an interesting and interactive event that will offer fresh ideas and productivity-enhancing insights for employers and employees alike.

Benefits Of Presentation 

This presentation provides practical core Human Resources education for anyone that is directly or indirectly involved in leading employees. Using best practices from several high performing organizations, relevant HR competencies are presented in a manner in which participants can reflect, compare and contrast, form opinion and personal approach and implement upon their return to the work place.

This presentation will also help prepare people within your organization who may want to move into a supervisory role. The training is highly interactive (includes table exercises) and gives participants the opportunity to collaborate with other organizations.

Topics To Be Covered

  • Creating a high performance culture through practical HR competency development
  • Where most organizations go wrong engaging employees
  • Setting expectations
  • HR tools for creating success
  • Employee policy manuals
  • Codes of Conduct
  • Employee relations and communications
  • Performance management
  • Counseling and discipline procedures
  • Terminations
  • An overview of labor laws

Register For CLA Outcomes 2017 Dallas TX Here

Learn More About Our Presentation 

 

About The Presenter

Mark A. Griffin is the founder and chief consultant of In HIS Name HR LLC, a human resources outsourcing and career coaching firm created to help companies pilot the complex issues of managing HR.

As a human resources professional with 20-plus years of experience in both public (Quaker Oats Company, Kodak Inc., Merck Inc.) and private companies (Woolrich, Conestoga Wood Specialties, Valco Companies Inc.), Mark is passionate about building high performance workplaces through utilizing best practices while leading companies with strong values.

People Join Organizations- They Leave Managers


Do you wonder why good employees leave your organization?

This statement from Bill Hybels has resonated with me for years, but never more so than when I had this conversation.

“People join organizations. They leave managers. “

My conversation with a young professional twenty-something started simply enough.

“How’s the new job going?”

My eyes widened as I listened to this passionate young lady talk for more than half an hour about how she and many of her colleagues want so much to impact the organization they work for, but how management there is weak and how the leadership completely lacks direction. People are not held accountable, she explained. There is no collective vision as a team and new folks are not brought on board with any sense of excitement or motivation.

I nodded. I knew exactly what she was talking about. I’d seen it for myself in many instances. Eliminating the kind of frustration she was feeling is one of my greatest motivators in doing what I do, helping leaders move forward and build high-performance organizations.

So, what’s going to happen? It wasn’t hard to figure out. She made it quite clear—she won’t put up with it for much longer. Instead, she would become one of the many sharp, smart people I’ve encountered who choose to exercise their skills in more fertile fields instead of enduring such barren conditions. They go on to positively fertilize other organizations, contributing to a sustainable harvest by taking them to greater levels of efficiency and performance.

Meanwhile, those organizations with chronically weak and mediocre managers fade, eventually cease to operate, and die. Maybe not right away—it may take time, but ultimately they fail to survive.

If your organization has great leadership, is on the ball, and inspires and motivates all of its employees, including its young All-Stars, then you are indeed building a high-performance organization.

 

Mark will be speaking at the Academic Officers Summit,  October 24 and 25, 2016 in Orlando Florida.  Learn more here. 

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

 

Developing A High-Performance Recruitment System


Finding and keeping qualified talent has never been more challenging or expensive. Too many organizations implement haphazard hiring methods that are not only inefficient, but also potentially illegal.

Are people hired systematically at your organization?

The best organizations in the world use sophisticated processes to find and hire new workers. If you don’t have a solid system in place to hire workers, consider creating policies, and putting them in writing, that outline your process in detail.

Ready to get started?

Here is a checklist of 4 action steps that you should ensure your HR department is following. By using these steps they will simplify the hiring process for your organization.

Step 1 – Create a candidate pool by…

  • Constructing a comprehensive job description (with employee input)
  • Having leadership approve the position and salary range (based on a compensation study)
  • Posting the position internally first, to allow current employees the opportunity to apply
  • Encouraging employees to refer friends and family
  • Creating an advertisement based on the established job description
  • Running the advertisement
  • Reviewing ad responses against the requirements outlined in the job description
  • Sharing your Mission, Vision and Values (MVV) with all candidates
  • Having the candidates explain how they will support your MVV
  • Setting up three to four candidates for interviews

Step 2 – Systemize the interview process by…

  • Selecting interview questions and job criteria correlated to the job description requirements (build MVV questions into process)
  • Requesting all interviewees first fill out an application
  • Ensuring all interviewees sign a “consent to background check” form
  • Having interviewers complete a Candidate Evaluation Form on every candidate after each interview.

Step 3 – Establish the Selection Process by…

  • Having the team of interviewers meet to discuss candidates (this is typically led by HR personnel)
  • Conducting candidate interest testing (be careful with tool used)
  • Selecting the best candidate based on interview results, selection testing, and the hiring manager’s decision
  • Furnishing a verbal offer to the candidate and, if agreed to, creating an offer letter
  • Sending the offer letter for the candidate to sign, and ensuring it is returned to you.

Step 4 – Start the hiring process by…

  • Sending the application and consent form to a background check company
  • Arranging a pre-employment physical and drug & alcohol test for the candidate
  • Setting a firm start date when the candidate has met all the requirements and is determined “all clear”
  • If the candidate fails the background or D&A test, the candidate is notified by HR and you return to initial pool of interviewed candidates, choose one, and begin the hiring process again or expand the candidate pool and begin again.
  • Sending out polite non-selection letters to the other candidates

When you implement a consistent system in your hiring practices, you will increase the efficiency of your organization, saving time and money, and eliminating confusion, both now and in the future.

Also consider the fact that by using the right recruitment approach you are also marketing your organization to potential customers. Any dollars spent in recruitment marketing also befits your institution from a brand recognition perspective.

___________

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

10 Great Reasons For Performance Management (Annual Reviews)


Most employees loath them; many managers avoid them. High Performance Organizations have them, and they do what they’re designed to do—evaluate precisely the performance of each employee.

Feel like you don’t need them? Here are 10 great reasons that should change your mind.

  1. Aligning performance to goals and objectives

Most organization employees I meet with say they have no idea what the yearly top two or three goals are for their organization.  A great performance program sets these goals as their starting point. Ninety-nine percent of employees in this country want to do well at work, but we lack leaders who know how to align their desire to achieve to the organizational goals.

  1. Providing a basis for promotion/transfer/termination

Many organizations are not transparent concerning how to be promoted.  A performance review process more readily identifies those employees who deserve promotion and those who require lateral shift (transfer) or need to enter into a remedial program. This system also aids career planning.

  1. Enhancing employees’ effectiveness

Most people really do want to be better at their jobs! Helping employees to identify their strengths and weaknesses and informing them of the organization’s expectations concerning their performance helps them to better understand the role they play and increases work efficiency. Feedback reinforces good performance and discourages poor performance.

  1. Aiding in designing training and development programs

Instead of creating “programs of the month,” you can use performance review data to more accurately ascertain training needs and identify skills that need to be developed in order to tailor-make the most effective training and development programs.

  1. Building teams

Counseling employees corrects misconceptions, which might result in work alienation. Performance management also helps employees to internalize the norms and values of the organization. (I have met leaders who have not talked to their employees about their performance since 2012!)

  1. Removing discontent

Performance management puts all employees on the same measuring tape. Identifying and removing factors responsible for worker discontent motivates them to perform better at work. Performance management helps to create a positive and healthy work environment in the organization.

  1. Developing interpersonal relationships

Relations between superiors and subordinates can be improved through the realization that there exists a mutual dependence that leads to better performance and success. By facilitating employees to perform introspection, self-evaluation and goal setting, their behavior can be modified. Better interpersonal relationships lead to team building.

  1. Aiding wage administration

Performance management can help to develop fair and more equitable base lines for reward allocation, wage fixation, raises, incentives, etc.

  1. Exercising control

A performance review process provides a means to exercise control of projects focused on, and helps keep employees aligned to the agreed upon annual goals and objectives.

  1. Improving communication

Performance management serves as a mechanism for improved communication between superiors and subordinates.  Often times managers shy away from counseling employees.  When the right system is in place, especially is it is employee driven, it forces discussions on a regular basis.

In closing, my experiences lead me to support employee driven programs.  Programs that rely on managers and leaders have a higher propensity for failure.  Simple yet meaningful programs that include goals, objectives, behaviors, an employee development component and stretch assignments meet what most employees’ desire.

How important are employee performance reviews in your organization?

___________

Mark will be speaking at the Academic Officers Summit,  October 24 and 25, 2016 in Orlando Florida.  Learn more here. 

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Managing Employees To Success Seminar


 

It’s no secret that businesses want to succeed. It also should be no surprise that their employees want to succeed! Of course, there’s often a strong, positive relationship between the two—when employees succeed, so do the organizations they serve. A key question, then, becomes: How can organizations most effectively encourage and support their employees’ success?

Mark Griffin, founder of In HIS Name HR and a professional with more than two decades of experience working with high performance organizations, is uniquely qualified to explore this question. Managing Employees to Success promises to be an interesting and interactive event that will offer fresh ideas and productivity-enhancing insights for employers and employees alike.

Limited Seating Register Below  

Join Us:  October 28, 2016 Noon – 2PM

9 West Main Street New Bloomfield, PA

Map 

Benefits Of Seminar

This seminar provides practical core Human Resources education for anyone that is directly or indirectly involved in leading employees. Using best practices from several high performing organizations, relevant HR competencies are presented in a manner in which participants can reflect, compare and contrast, form opinion and personal approach and implement upon their return to the work place.

This seminar will also help prepare people within your organization who may want to move into a supervisory role. The training is highly interactive (includes table exercises) and gives participants the opportunity to collaborate with other organizations.

Topics To Be Covered

  • Creating a high performance culture through practical HR competency development
  • Where most organizations go wrong engaging employees
  • Setting expectations
  • HR tools for creating success
  • Employee policy manuals
  • Codes of Conduct
  • Employee relations and communications
  • Performance management
  • Counseling and discipline procedures
  • Terminations
  • An overview of labor laws

Who Should Attend

  • Business Owners
  • Office Managers charged with Human Resources Responsibilities
  • Vice Presidents, Directors & Managers
  • Employment Managers, HR Managers and Employee Relations Professionals
  • HR Generalists, HR Analysts, HR Coordinators and HR Supervisors
  • HR Administrators
  • Supervisors
  • Managers

register-here

Or Call Becky: (717) 582-4523

Cost will be $15 for Chamber members and $20 for non-members; this includes lunch!

About The Presenter

Mark A. Griffin is the founder and chief consultant of In HIS Name HR LLC, a human resources outsourcing and career coaching firm created to help companies pilot the complex issues of managing HR.

As a human resources professional with 20-plus years of experience in both public (Quaker Oats Company, Kodak Inc., Merck Inc.) and private companies (Woolrich, Conestoga Wood Specialties, Valco Companies Inc.), Mark is passionate about building high performance workplaces through utilizing best practices while leading companies with strong values.

 

 

If You Could Not Make It Here are The Slides! 

Making Your Performance Management System Work


Poor employee performance hurts an organization. Low productivity, incompetence, and unneeded expenses are the last thing organizations want at any time, particularly in today’s tough economy.

After decades of work in the field of business and human resources, I know that few things upgrade and energize an organization like a solid Performance Management System. A performance management system incorporates your organization’s Mission, Vision and Values as well as your annual goals and objectives to create the structure and accountability by which an employee can accomplish these goals and objectives and, more importantly, improve their lives. Only the highest-performing organizations make the performance review process a valued, appreciated, and eagerly anticipated system for the both organization and its employees.

Instead, what usually happens?

Sadly, many organizations do not systematically review or improve employee performance at all! This leads not only to unmet expectations from the management’s point of view, but also creates confusion and frustration for employees. The result is poor performance and money down the drain. Other times, organizations attempt to implement a yearly review but end up doing it backwards and it becomes counter-productive. This article will teach you how avoid this pitfall.

Have you ever weathered “The Dreaded Annual Review Meeting?”

Television and film have lampooned the phenomenon, highlighting the common foreboding employees feel and the waste of time such a meeting can be. How can you implement a Performance Review System that will consistently improve employee productivity and competency, save costs, and have eager employees lining up for it?

Start by avoiding these two biggest, most critical mistakes…

Mistake # 1 The leader fails to include input and participation of the employees at the beginning of the process.

The best performance programs are employee-driven. The leadership works in a “guide and support” role. This is a significant shift, but one that can make or break your organization. When the process of improvement and review is centered on and driven by the employees, it creates an emotionally potent sense of ownership and cooperation. Instead of being hounded and rebuked by a controlling boss, the employee is the source of increased performance through an active and vested role.

It behooves an employee to generate high performance and a good system will take this into account by providing employees the dignity of being responsible to see the improvement process through to the end. The performance program should encourage and reward employees who initiate performance conversations with management. A program executed well will encourage the employee to want to do better as he/she makes the efforts necessary to ensure it happens.

Mistake #2 Leaving out personal development.

Never forget the vital career development component. A simple career development piece can do wonders for employee morale and can be easily built right into your performance program. Employees naturally want to improve their lives and better their circumstances. A career development component helps employees know, envision, and subsequently achieve promotions, positions, and greater responsibility within your organization.

A career development focus gives the employee the opportunity to take ownership of their career destiny.

A good career development component helps the employees ascertain what they need to do to close the gaps in their experience and education in order to be promoted to other positions. Many great programs include education and seminars, but some cleverly include short-term assignments in other positions to gain vital hands-on experience.

Implementing a proper performance program may seem daunting, remember that employees are not just your greatest assets; they are the key to ensuring that you can thrive in challenging economic times.

___________

Mark will be speaking at the Academic Officers Summit,  October 24 and 25, 2016 in Orlando Florida.  Learn more here. 

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Live2Lead American Music Theatre Lancaster PA


In HIS Name HR is proud to sponsor Live2Lead, a half-day leadership development simulcast designed to equip you with new perspectives, practical tools and key takeaways.

Use the code ‘Human’ to receive $15 off the individual ticket price
Teams of 10 or more enjoy a discount without the need for a special code.

Friday October 7th, 2016  || Live Simulcast from 8:00am — 12:30pm Tickets available at American Music Theatre: Tickets Here

Live2Lead is a half-day simulcast, leader development experience designed to equip you with new perspectives, practical tools and key takeaways. Learn from these world-class leadership experts, be prepared to implement a new action plan, and start leading when you get back to the office with renewed passion and commitment.

This year’s speakers include:

JOHN C. MAXWELL
Leadership expert, bestselling author, and coach

SIMON SINEK
Optimist and author, leadership authority

LIZ WISEMAN
Researcher, executive advisor, speaker, and President of the Wiseman Group

DAN CATHY
Chairman, President, and CEO of Chick-fil-A

Lunch will be sponsored by Chick-fil-A!

YOU DON’T WANT TO MISS THIS!  Register now, seats are limited.

WHEN Friday, October 7, 2016 from 8:00 AM to 1:00 PM (EDT)