Henry Yach III, body shop owner, describes how he learned to create a shop culture of caring, and how to listen to employees while remaining in the professional environment.
Patrick Leddin, a professor for the managerial studies program at Vanderbilt and a senior consultant for FranklinCovey, bases his seminars and classes around four main tenets of what makes for a great leader. Here's a brief breakdown.
Getting hired is a very important transition, writes Kevin Rains, and it deserves to be marked with a ritual that is both meaningful and memorable. And if you're onboarding correctly, new team members will be imprinted with your shop's culture and become long-term employees.
While being an executive leader removes you from employees, it’s important to stay in tune with what’s retaining confidence in your leadership. Here's some advice from Tim Adelmann, executive vice president at ABRA, on how to do that.
Senior-level leaders not only know how to lead, but also how to stimulate leadership qualities in their employees. So when took over her father's shop, she looked to inspire employees to follow the confidence she displayed as a leader.
When the ego is abandoned, two things happen: It creates a more human connection between leaders and their teams, and it fosters an environment where people are fearless, as well. In hierarchical relationships, a fearless environment is not just important for the growth of a business—it’s essential.
By achieving interdependence, you create a system where you rely on all your staff members and they rely on you in return. Marie Peevy discusses how to best develop that kind of culture.
Noted leadership author and speaker Jessica Pettitt wrote an entire book on forming better connections with employees. As a condensed version, here’s a flowchart Pettitt uses as a guide to more meaningful conversations.
Sometimes, things just don't work out with certain employees—but it doesn't mean they weren't the right fit. Here are three questions DJ Mitchell says you should ask yourself when considering to rehire a former employee.
Rick Feasel’s tiny staff turnover rate speaks for itself. Always treating his employees right, Feasel offers his simple tips for keeping an upbeat staff.
Does your company resemble what you set out to accomplish from the beginning? Are you the leader you wanted to become? Are your employees part of a realized vision? Here are lessons from three top shop operators who had an idea, a plan and the diligence to realize their visions.
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