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| Instilling trust is the foundation for union prevention. Organizations with trust gaps between employees and management experience a real threat of union trouble. Trust is not some nice-to-have, optional, feel good factor. In our distribution industry where every business faces the threat of unionization, trust is the catalyst that ensures union free operations. When every manager is equipped to instill trust in every employee relationship, J.J. Taylor will enjoy a sustainable competitive advantage. |
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| * 1. Anticipates changes in the market, capitalizes on those changes, prepares his/her people for unseen storms. |
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| * 2. Always looks out for the best interests of others first before self. |
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| * 3. Is honest and straight forward. |
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| * 4. Transparent, publicly solves problems with others. |
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| * 5. Engaging, approachable, warm, kind and caring. |
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| * 6. Inspires and encourages others. |
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| * 7. Optimistic, even in difficult circumstances. |
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| * 8. Credits others when things go well and is accountable for the success of the team. |
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| * 9. Has an eye for putting great people in the best place to maximize team success. |
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| * 10. Maintain a balance between being a positive role model and admitting mistakes, is never prideful or arrogant. |
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| Organizations that make union avoidance a core component of their business strategy are characterized by Effective Communications. Executives, managers and supervisors at J.J. Taylor must accept personal accountability for how well they communicate with employees and make a personal commitment to build their union prevention communication skills. Never doubt that union organizers are effective communicators. We need to be better. |
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| * 11. Communicates effectively during times of volatility, change, crisis & under performance. |
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| * 12. Makes a personal commitment to building communications skills. |
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| * 13. Selflessly listens first, earns the right to be heard. |
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| * 14. Looks for every opportunity to give credit publicly for observed excellence. |
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| * 15. Shares their perspective of truth regularly and quickly; outruns the rumor mill. |
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| * 16. Asks staff for their truth, includes them in decisions. |
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| * 17. Encourages, listens to and considers ideas of others and follows-up. |
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| * 18. Makes person to person contact their primary communication tool. |
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| * 19. Never criticizes publicly in any form. |
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| * 20. Consistently practices the 80/20 rule; listens 80% and speaks 20%. |
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| J.J. Taylor as a company has recognized the threat of unionization and we have decided to do something about it. We don’t want change to happen to us. We want to set the pace and Lead Change in a way that ensures our on-going, union free operations. Organizations that fail to respond to change proactively are dead companies walking. |
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| * 21. Creates a vision & ignites the organization to make it so. |
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| * 22. Focuses on strategic issues. |
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| * 23. Demonstrates that leading change is a critical core leadership competency for all leaders in the company. |
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| * 24. Facilitates work teams that change the business. |
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| * 25. Recognizes the pace and patterns of external change. |
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| * 26. Accelerates internal change to outpace external change. |
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| * 27. Continuously removes organizational clutter by identifying and executing on those things to stop doing. |
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| * 28. Carves out personal time to work on change the business initiatives. |
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| * 29. Never co-mingles "run the business" and "change the business" activities. |
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| * 30. Effectively develops change agents through effective coaching and mentoring. |
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| There is a direct correlation between employee and customer satisfaction. Driving higher levels of employee satisfaction is essential to driving higher levels of customer satisfaction. The proper focus on employee satisfaction not only drives customer satisfaction but is a critical element to union free operations. Executives, managers and supervisors must be highly skilled in how to lead with a customer focus so that the company’s mission to be “First Choice” for employees, suppliers and customers can be realized. Failure to achieve high levels of customer satisfaction and loyalty through the passionate efforts of the employees of the company creates significant risk of union trouble. |
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| * 31. Actively demonstrates through words and actions that continuously improving service to internal and external customers and suppliers is a key business driver. |
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| * 32. Acts with a sense of urgency when responding to internal and external customer and supplier needs or problems. |
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| * 33. Coaches others to respond to internal and external customers and supplier wants and needs with a sense of urgency. |
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| * 34. Holds direct reports accountable for delivering superb service to internal and external customers and suppliers based on clearly defined objectives and metrics. |
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| * 35. Places top priority on identifying and removing barriers to delivering service excellence to internal and external customers and suppliers. |
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| * 36. Encourages direct reports to continuously look for better, faster and unique ways to build loyalty with internal and external customers and suppliers. |
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| * 37. Proactively listens to internal and external customers and suppliers and continuously realigns systems and actions to exceed their expectations. |
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| * 38. Proactively removes barriers to delivering service excellence. |
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| * 39. Regularly recognizes and rewards employees who demonstrate service excellence. |
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| * 40. Communicates often with internal and external customers and suppliers to better understand how to exceed their expectations. |
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| Human beings crave community. Businesses crave results. High performance teams are the vehicle for creating community and accelerating results. In the absence of high performance teams, unions offer opportunities for employees to connect to a cause that is detrimental to the company and build community around it. Helping our people feel connected and being part of our high performance teams is essential to operating union free. |
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| * 41. Accountable for the results the team is chartered to achieve. |
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| * 42. Gets the right people in the right seats, deals with poor performers swiftly and assertively. |
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| * 43. Insures clarity of roles, responsibilities and accountability of team members. |
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| * 44. Removes barriers and allocates resources. |
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| * 45. Protects the team from outside interference. |
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| * 46. Provides the team with any timely information needed. |
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| * 47. Provides the team the training needed for high performance. |
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| * 48. Asks tough questions about the business and team behavior. |
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| * 49. Encourages the team and regularly markets the team’s success internally. |
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| * 50. Keeps the team focused on delivering the expected results. |
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| CULTIVATES INDIVIDUAL TALENTS |
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| For J.J. Taylor to be the first choice for employees and the last choice for unions, executives, managers and supervisors must clearly demonstrate that people are our first choice. Making the shift from it’s “all about me” (as the leader) to “it’s all about them” (my people) is critical to union avoidance. Therefore it is essential that we take responsibility for the development, growth and success of our people. |
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| * 51. Creates the right environment for a successful coaching relationship. |
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| * 52. Develops trusting relationships as the critical path to experiencing performance & productivity gains. |
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| * 53. Demonstrates high level of personal involvement with his/her people. |
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| * 54. Helps their staff discover their own solutions. |
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| * 55. Provides candid feedback & encouragement. |
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| * 56. Is fact based and minimizes subjectivity in appraising performance. |
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| * 57. Deals with problems immediately. |
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| * 58. Maintains a positive attitude without exception. |
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| * 59. Institutionalizes a culture of accountability and performance, continuously works to improve productivity & performance. |
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| * 60. Delegation is strategic and focused on developing skills for current and future roles. |
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| We expect to meet or exceed our business objectives. However, our values must define how we achieve the results we expect. Achieving results by effectively working through people eliminates the risk of unionization and accelerates results. Focusing on results while neglecting how those results are achieved is ineffective over the long term and creates significant risk of union trouble. Executives, managers and supervisors must master the ability to accelerate results by working effectively with people consistent with the defined values of the company. |
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| * 61. Tenaciously establishes execution & accountability as a key priority. |
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| * 62. Demonstrates integrity in hiring, placement, developing, promoting & eliminating poor performers. |
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| * 63. Organizes to facilitate execution. |
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| * 64. Ensures the right process & tools are in place. |
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| * 65. Owns the results the team is chartered to achieve. |
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| * 66. Keeps the team focused on the most critical objectives as essential to delivering the expected results. |
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| * 67. Ensures that every employee understands what is being measured & why. |
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| * 68. Is disciplined in leading meetings to ensure they are necessary, efficient and productive. |
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| * 69. Places a high priority on consistently driving waste and bureaucracy out of the company. |
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| * 70. Consistently meets or exceeds goals and objectives. |
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