Geordie Raine serves as Montana Consulting Group's Director, Corporate Learning.

He traveled from Montreal to speak at CFFB's breakfast event on April 27^th.

Geordie described his company's Turnaround Interview^® process, that is, a process for helping employees correct inappropriate behaviour. His  presentation was 'hands-on'; Geordie interacted with the audience with 'role playing' and he got into details. 

Turnaround Interview^® has underlying assumptions. When we want to correct employee behaviour:

• we need to talk about the little things [and catalogue precise and accurate details about what, where, how, who, etc]
• we have good people, however, they do things we do not want; good people change the deal on you
• we need to understand people are predictable [we should expect defensiveness, denial, trivializing, etc]
• we need to reserve discipline for when we really need it [ie, like Spirited Leader's Master Rules concept]

Everyone knows personal values influence people's behaviour.

Most people know the interplay between people's personal values create culture, including the culture at their business place.

Some people understand and agree personal Values lead to business Culture, which must be Communicated well. When that's done it leads to the generation of Value: Value for the business [profit] and Value for its people, its Clients, suppliers, shareholders, etc. At Spirited Leaders, we call this concept VCCV. If you desire business success then the best starting-point, the strongest driver, is Personal Values.

Values-Culture-Communication-Value.

We speak about the many ways VCCV adds potency to business. 

Consider, for example, the function of Recruiting Great People.

In a 2011 Canadian Corporate Culture study, 85% of respondents indicated that cultural fit is more important than necessary skills when hiring¹. 

When you are hiring a person to join your business you must work to understand whether or not they will 'fit in' your business Culture.

That means at least 3 things:

1. You must understand your business Culture and the details of its embedded Values and your rules [our Master Rules],
2. You must understand the employee-candidate's personal Values, and 
3. You must determine whether or not the employee-candidate is compatible with our business Culture.

1. Waterstone Human Capital, "2011 Canadian Corporate Culture Study"

Part 1 of The Master Rules can be summed up just the way my 2nd boss taught it to me: He who carries the gold makes the rules.

Part 2 of The Master Rules is about the importance of setting over-riding rules to help people understand:

1. HOW things are to be done and
2. HOW & WHAT the Right Things means when it is used in that admonition `Do the Right Things` and other admonitions like `Managing is about doing things right - Leadership is about doing the Right Things`.