Oh, if only we could see ourselves as our customers see us, comprehend the ways we dehumanize, demean, and demoralize our customers. The great news is that such insane stuff makes the teeniest good deed stand out. - Tom Peters -

All I can say is WOW! When the STOP Violence Coalition and the Corporate Volunteer Council of Greater Kansas City decided to declare the first annual "Corporate Kindness Day," I knew that you would be the perfect speaker to bring an inspiring, yet very practical message to the corporate community. Everyone who heard you speak came away with fresh, creative, energizing ideas to nudge the workplace into the business of kindness.

SuEllen Fried, Founder, STOP Violence Coalition

Testimonials

I have attended and enjoyed your sessions at the annual SHRM Conference for several years—I won’t miss any of your sessions!  You are an inspiration to all who have the privilege of listening to you and exude a peaceful radiance just in your presence!

Kris Thomson, Human Resources Manager, Jostens

Barbara Networks on:

GEM Survey


About the GEM Survey

This survey is made up of all the behaviors that our research showed employees wanted from supervisors or managers. Because these behaviors are observable, measurable, and can be replicated, supervisors and managers can choose to add these behaviors or change those that are hindering positive relationships with their employees.

Download Samples

The marketing sheet for the GEM Survey as well as sample questions and a sample report are available for download in Adobe Acrobat PDF format:

Download the GEM One Sheet

Download the GEM sample questions

Download the GEM sample report

 

A Real Life Example:

A manager was shown that he was not providing enough praise to his employees, one of the key behaviors that motivates employees. The manager was not surprised, and acknowledged that it was an area he had trouble with. He said he wanted to do it, but for some reason, it felt awkward anytime he tried to say anything beyond, “good job.”

Because the Survey pinpoints specific behaviors that may be insufficient, and we know that getting those behaviors active is most important, we focus on changing actions and not just understanding.

First this manager was directed to look at ways others have found success by praising employees, and then to model the behavior. Second, a specific small step was given to get the manager started which allowed them to grow within their comfort zone and have a chance to witness the impact praise had in real life.

At the next meeting with all employees, the manager chose one employee who had done something the manager appreciated and felt was beyond the call of duty. The manager thanked her in front of all the employees as the meeting began. The participation and input during the meeting was significantly higher than in recent meetings, and not just by the employee who was praised – but by all of them!

Once a GEM Survey is complete for a manager, specific recommendations such as these will be given in your analysis. In addition, we offer several other options which can help a manager take a more progressive approach to implementing the suggestions that come from the results.

 

For more information call our consulting offices at 877-388-9335 or email us at GEMadmin@barbaraglanz.com.

Sign up: I’m ready to sign-up for the Survey.

Take Survey: I have an access code and I am ready to begin the Survey.

 

 

 

Barbara Glanz Communications, Inc. * 6140 Midnight Pass Rd., #802 * Sarasota, FL 34242
phone 941-312-9169 * fax 941-349-8209 * e-mail: bglanz@barbaraglanz.com
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