Blogs

Dr. James Starks Jr. Surpasses 1-Year Anniversary Volunteer Lecturing At The MCAS Miramar Education Center!

11/25/2019

On November 25, 2019, upon continuing invitation, Dr. James Starks Jr. was honored to celebrate the first successful year of volunteering as a Lecturer to MCAS Miramar Education Center, within their Assessing Higher Education Workshop! During his 90-minute educational and inspirational lecture, Dr. Starks shared not only his personal experiences regarding his education journey, but also provided insight and encouragement, to military attendees, on the various elements associated with communication strategies and business ownership post military transition. Dr. Starks is looking forward to this continued partnership and doing all he can to aide and assist military members in any way possible!

If you would like to view all or a portion of this event please follow the below links!

1 of 5: https://drive.google.com/file/d/1LioIVbnWC7Gkv2FEpMaoRRgo4edoOnJ-/view?usp=sharing
2 of 5: https://drive.google.com/file/d/1T-9YyQ78Dl9kxNmCMeoFue-LctPUlM8i/view?usp=sharing
3 of 5: https://drive.google.com/file/d/1-_BSIUJhGomBgrMteq0_Peu-oJKk_A0J/view?usp=sharing
4 of 5: https://drive.google.com/file/d/1lx-F7MhmGVbiQF_sDfE2rN9cbU7frzMm/view?usp=sharing
5 of 5: https://drive.google.com/file/d/1HfDROXi8Ktu4bnnhhjhcNdJtEmJly3z8/view?usp=sharing

If you or your organization are interested in requesting services from Dr Starks, please send us a message via our contact page:
https://organizingresolutions.weebly.com/9658contact-us.html

0 Comments

3 Key Elements to Organizing a Dental Practice

7/23/2017

0 Comments

Most dentist's training, on the business side of running a practice, is reduced to a few credit hours if they do not have or earn an MBA. Regrettably, dentists are not taught how to run the business side of a practice in any part of their studies, not in college, dental school, or even post-graduate school, as all the focus was placed (many will argue appropriately) on the quality of the care they were to ultimately provide. In fact, according to some researchers and industry professionals, less than 1% of dentists start their practice with a true business plan (not the one required by the bank to get a loan, but a true strategic plan for the new practice!). Thus, dental school has not appropriately or effectively prepared dentists to run and successfully operate a thriving business, which is where potential patients are ultimately served. Furthermore, an immense population of dentists are functioning absent any sound values and ethics of money, time, or organizational operations--they are just winging it. Most do not even look to either research, operate from a proven model, or seek the education needed in communication skills that would ultimately provide them with the ability to effectively communicate with their potential patients or staff members regarding the values of good quality dentistry.

….an immense population of dentists are functioning absent any sound values and ethics of money, time, or organizational operations--they are just winging it….

As an offered example, as an experienced manager of over 20+ years, 15+ of which has been as a practice manager and now part of a team of consultants, I have witnessed dentists who have systematically destroyed their business, organizational culture, and morale. I have also witnessed dentists who were unwilling to heed professional advice either internally from me as their Chief Executive of Management, or externally,

from external business professionals from hired consulting firms. The stubbornness to internally reflect and or listen to established professionals proved to be catastrophic to some through the swift reduction in office productivity, to ultimately the loss of their practice all together. Our team feels that to avoid all of this, dentists need a clear understanding followed by actions regarding the three key elements of: team dynamics, patient file management, and system and policy formulation and updates, while also understanding why there is a resistance to change effort feedback. Thus, seeing and directly experiencing this carnage, we offer the following discussion regarding each key element, as a contribution to the industry, with the hopes of influencing specific and broader discussions, which could lead to effective actionable change, and for the sole purpose of the betterment of small and large dental practices alike.

Team Dynamics

As a personal example, while serving as a practice manager, I was responsible for the overall running and continuity of the practice, to include work flow. In one office, I often had to deal with the fostering of collaboration between each staff member, to include the doctor/practice owner. I found that many within the team were not versed on the key elements of practice operations, which included understanding and being able to handle and deal with client/customer needs outside their area of expertise. This lack of ability directly affected the continuity of services to clients, as clients were referred to multiple internal departments to answer what turned out to be simple questions needed to make a final decision associated with the doctor’s recommendations. This lack of continuity resulted in the loss of revenue and client confidence, some of which whom ultimately chose to find another office. Cross-training is one way to ensure that each team member can attend to client needs, without the loss of continuity in services and anxieties associated with client pass-off's.
Job enlargement, sometimes called horizontal loading, is an approach that potentially increases job expansiveness and skills by having the worker perform supplementary and diverse tasks, but all at the same level of responsibility and challenge. Job rotation is also a form of horizontal-loading, as the responsibility level of the tasks stays the same. The rotation (e.g., working with other doctors and or practice managers to learn their techniques and systems of operation, etc.) can be arranged according to almost any time schedule, such as hourly, daily, or weekly schedules. An important element to successful job rotation and cross-training in non-certified positions, is training and commitment, particularly in a small dental practice, as work relationships and verified skills are critical to successful collaboration and the ultimate accomplishment of desired overall practice outcomes and goals; starting with formulating and maintaining trust. However, how does trust play out in the team, in the context of available literature, industry practitioners, and support organizations, in terms of performance and productivity, one might wonder?

True Trust, in the context of the team, as it relates to performance and productivity specifically, is required to create the condition and team culture and demands transparency in each team members attitudes, contributions, and interactions (Dyer et al., 2013; Lencioni, 2002). Each team member, according to practitioners

like Lencioni (2002), should feel no reason to be defensive with each other regarding their interactions or opinions, as each member should feel comfortable and safe with being vulnerable with each other (Anderson & Anderson, 2010; Lencioni, 2002). A team that is comfortable being vulnerable and candid with each other, while also operating within an environment free of the desire for individuality, is better suited for high productivity and performance (Anderson & Anderson, 2010; Curry et al., 2012); if the aforementioned conditions are absent, according to scholars, the teams output will suffer due to a need to consistently manage team behaviors and attitudes, vise team energy, and focus being placed on team outputs related to the teams mission (i.e., productivity and performance) (Anderson & Anderson, 2010; Curry et al., 2012;Dyer et al., 2013; Harvey & Drolet, 2006; Lencioni, 2002).

Electronic Files

While some scholars may have equated messy people and creativity and the use of foul language as a correlation to higher intelligence, we advocate for the antithesis of this ideology when it comes to leadership in a dental practice. Messy files, and or the lack of established effective communication systems through verbal and nonverbal responses, as well as through the efficient use of policies and systems could lead to practice paralysis.

Most practices have recognized the value in having patient electronic files (e.g., easier for providing information to insurance providers and sharing patient needs to other collaborating dental offices, etc.). However, the question is, how to convert and how long would it take; for example, do they have to scan them all starting from patient file A through Z? You may be saying that is too much work and you will never finish, but me and my team have a way for you to do this without being overwhelmed.

Systems and Policies

Almost every office I worked at, concerning policy formulation and implementations, either did not have, were outdated by years, or did not pertain to the practice altogether. One practice I worked for had a policy manual, however, it was 12 years old! Furthermore, many of the practices, in my experience, did not even have a manual to begin with, and what was even more troubling, the doctor(s) seemed to not even care or take action; relying instead on verbal directions as their alternative. I have even created and presented policy manuals and systems, on my own off time, and still received no support, gratitude, or implementation; needless to say, I do not and would not work is such a work environment ever again. Many expressed, or implied through a lack of action, that they were not affected by not having any policies or systems, as by not having any, they, as a result, give more discretion to fire non-compliant employees. When trying to create a collaborative culture bonded in trust, they could not be more wrong!

Policies and procedures are among the first things company leaders need to establish. Policies provide needed information for the record that protect both the dentist and their staff. Policies are stated rules and standards that, if done effectively, elevate any ambiguities related to business operations. At its core, policies interconnect an organization’s culture, values, vision, and overall philosophy. They are considered a course or principle of action

adopted or proposed by a business. Policies outline what employees can expect from their organization (e.g., employee benefits, vacation rules, customer relation expectations, and established systems of operation, etc.). Policies are adopted by an organization to reach its long-term goals and are characteristically available in a booklet, electronically, or other form that is widely available to all within the organization. They also document company expectations from employees (e.g., code of conduct, privacy agreements, etc.), and what potential customers and their surrounding communities can expect from the organization (e.g., customer service guidelines, community outreach issues and initiatives important to the organization, etc.).
Policies also lay the foundation for labor principles, while also providing some rules for decisions and actions, if needed, regarding any violations or suspected deviations from job descriptions, performances, or requirements. In short, policies create a clear and level planning field which allows for the creation of trusting relationships through transparency, while equally laying out solid ways to measure success for both the business and its collective staff.

Our team can collectively assist you if you are in need, but it will take the collective understanding and willingness to not resist change, or the collaborative feedback required to make the transition. I offer a short discussion next on just what I mean.

Why Do Leaders Resist Feedback?

Organizational leaders resist feedback for any number of reasons, stemming from personal issues, professional issues within or outside of the organization, or a combination thereof. From a personal side of things, one example could be that leaders personally identify with more of an authoritarian type style of leading, and despite seeing the negative implications of their current approach through feedback, emphatically resist changing. Professionally speaking, the leader may, for instance, perceive that the costs of the presented recommendations (i.e., feedback) is too high, thus, resist. Another example could be that perhaps the posed feedback challenges the status quo, a condition that the leader has grown very accustomed to, thus they resist the requirements for learning new things. Change management practitioners also provide the field of organizational development a few reasons why leaders or people resist feedback. For example, scholarly practitioners Dr. Dean Anderson EdD and Dr. Linda Ackerman EdD advocated that resistance to change can stem from a threating of any one or combination of what they referred to as human core needs. In fact, in their collective text Beyond change management: How to achieve breakthrough results through conscious change leadership, Anderson and Anderson states that “we each have six human core needs” (p. 140), when it comes to dealing with change initiatives as a member of a team within an organization; Table 1 represents the six human core needs as outlined by Anderson and Anderson.

However, though we have all six, these practitioners delineated that only one or two direct and drive the bulk of our behavior, and that when one of those core needs is threatened, resistance ensues. Block (2011) also advocates for an even more pragmatic view, and detailed that most resistance stems from a threat against the leaders’ inability to either personally or professionally control a situation, or from the leaders need to show or express vulnerability.

As an experienced dental office management professional and now part of a team of organizing consultants and efficiency experts, our team can offer workable strategies and solutions to tackle these challenges, and we do this through a developed system that will not overwhelm you or your staff. However, it will take the organizations leaders (i.e., the practice owner/doctor and managers) willingness and commitment to embrace change; something that history has showed to be a concept that is accepted in theory, but rarely achieved in practice due to resistance. We discuss our experiences and recommendations here not only as a concerned professional, but also as potential clients/customers, as when a practice lacks successful team dynamics, an effective file management system, and systems and policies, everyone loses no matter which side of the dentist chair you may sit!

If you, or a colleague you know are in need of ideas or motivations for getting organized as a workforce team, Organizing Resolutions with Starks can assist. We advise and work hand-in-hand with our small business clients, to create balance and control in their organization, and we do this through uniquely tailored organizational team strategies!

Anderson, L. A., & Anderson, D. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership (2nd ed.). San Francisco, CA: Pfeiffer.

Curry, L. A., O’Cathain, A., Clark, V. L., Aroni, R., Fetters, M., & Berg, D. (2012). The role of group dynamics in mixed methods health sciences research teams. Journal of Mixed Methods Research, 6(1), 5-20. Retrieved from https://search.proquest.com.

Dyer, J. H., Dyer, W. G., & Dyer, W. G. (2013). Team building: Proven strategies for improving team performance (5th ed.). San Francisco, CA: Jossey-Bass.

Harvey, T. R., & Drolet, B. (2006). Building teams building people: Expanding the fifth resource (2nd ed.). Lanham, MD: Rowman & Littlefield Education.

Lencioni, P. M. (2002). The five dysfunctions of a team: A leadership fable. San Francisco, CA: Jossey-Bass.

0 Comments

6 Practices Human Resource Professionals Can Exploit to Motivate Technology Industry Staff

6/27/2017

0 Comments

Most established organizations are continually searching for competitive advantages that will increase their bottom lines, and talent acquisition is a key component, particularly in today’s technology driven market. Due to their unique skill sets, today’s employees, within the technology field, have several possibilities for employment. One only needs to execute a simple search for technology related jobs to view the plethora of job openings for skilled workers in the field. Even the high demand jobs related to science, engineering, and math require technology interface. Understanding this phenomenon poses distinctive challenges for human resource (HR) professionals looking to ensure these uniquely skilled organizational Technology Industry (TI) workers are both motivated and appropriately challenged while ensuring organizational growth and cohesion. Appropriate efforts executed by HR professionals will surly need to aim at effectively recruiting, motivating, developing, and ultimately retaining TI workers, who are currently part of a rare professional demographic.

Information offered within this article should not be considered exhaustive, rather should be viewed as a basic starting point, grounded in research offerings, for emerging HR professionals, as well as informative information for those interested in some of the key areas HR professionals are beholding; information which could also prove invaluable for those in the current job market in the TI. The article will first outline some of the outcomes from a targeted research analysis of recent best practices for employee retention within the TI. Second, it will identify basic methods to assess compensation amounts for multiple positions within a technology organization. Third, an evaluation of some successful training and career development plans for a technology organization are offered. Forth, a discussion, through an analysis, of some current methods of employee motivation within the TI is offered. Fifth, an outline of procedures for the implementation of a motivation plan for new TI employees is discussed, to include an explanation of just how the plan would support the technology company’s overall goal of prevailing as their market leader. Finally, as a bonus, an outline of some necessary steps for creating a successful staff reorganization effort, if needed, will be provided.

1. Best Practices for Employee Retention within in the TI

The TI is one that is ever-evolving. To better understand the required elements needed to retain skilled professionals, it is first necessary to understand just why these experienced workers chose to leave their former organizations in the first place. According to sources likeConerly (2013), Jin (2014), and Pink (2009), the following, in no order, are the common reasons for professional turnover in the TI arena:

Salary or benefit issues,
Work relationships,
Lack of job satisfaction and recognition,
Issues related to leadership support (e.g., weak or biased managers, etc.),
Correlations between talents, interest, increasing challenge, and current position,
Burn out due to a lack of clarity in required deliverables, lofty expectations, and short staff,
Other fascinating opportunities, and
Perceptions regarding a lack of skilled or cultural fit of colleagues.

Understanding the causations of turnover provide HR professionals with critical information to combat the potential loss of essential personnel. Some common approaches that HR professionals can use to reduce the possibility of losing talent within the TI arena include:

In addition to required work, allow for workers the opportunity to engage in projects that provide excitement for them,
Provide opportunities to stay current on skills and education,
Look to build a collective and collaborative organizational culture,
In creating educational opportunism, make training less technical and show their value through correlations with business operations (e.g., information on who are the customers, or education on the organizations current market position, etc.),
External trainings and industry interactions opportunities,
Create flexibility (e.g., flex time, work from home, dress code, etc.), and
Establish selectable career tracks the workers can chose, vice pigeonholing workers in traditional mundane required upward mobility career tracks. (see Cascio, 2016; Conerly, 2013; ExecutiveBriefings, 2012; Jin, 2014; Pink, 2009).

It also important to ensure that the organization understands and embraces that it is virtually impossible to keep from losing everyone. Therefore, actions connected to the establishment of succession plans and cross-training, coupled with required conducted exit interviews, will strategically assist in reducing outcome performance losses connected to the attrition cause by talent loses (see Cascio, 2011; 2016; Noe, Hollenbeck, Gerhart, & Wright, 2017; Silzer & Dowell, 2010; Jin, 2014; Pink, 2009). In understanding the best practices for retaining talent, salary naturally comes to mind. However, how does an HR professional look to assess industry compensation? In the next section, a discussion will identify methods to assess compensation amounts for multiple positions within a TI.

2. Methods to Assess Compensation in the TI

Compensation is one important way of negatively or positively affecting employee extrinsic motivation and behavior (Cascio, 2016; Kouzes & Posner, 2012; Noe et al., 2017). It is also important to understand that compensation alone is not the only factor that motivates employees (see Young, 2015). Two federal laws that outline pay are, Title Vll of the Civil Rights Act of 1964, which makes it illegal to discriminate based on numerous factors, the Age Discrimination in Employment Act of 1967 (amended in 1978 and 1986) and the Family and Medical Leave Act of 1993 (FMLA), which provides job protections for those who need to take time off to care for family members (Moran, 2010). Furthermore, there are a plethora of state laws that are more stringent than federal laws, thus, it is vital that organizations are abreast of state requirements as well, like those exceptions to general overtime law in California (see California Labor Commissioner’s Office [CA LCO], 2017). Furthermore, understanding current compensation, through market surveys and other compensation scale tools like understanding buying power in a region (see C2ER, 2017; Poon, 2015), can positively assist HR professionals and consultants when looking to create compensation strategies and relocation cost plans (Cascio, 2016; Noe et al., 2017). Lastly, it is important to recognize that compensation strategies do have a shelf life and should therefore undergo rigorous reviews to stay competitive in talent acquisition and retention efforts, as well as internally maintaining and increasing employee intrinsic and extrinsic motivations (Kouzes & Posner, 2012; Noe et al., 2017).

Compensation can be viewed in multiple dimensions and from many angles. Organizations and their HR leadership must ensure that compensation is attractive, yet also remains cost affective (Cascio, 2016; Noe et al., 2017). Furthermore, with the continuous evolvement of technology, the workforce (Chou, 2012; Taylor, 2014), and the current demand for skilled talent, organizations must also ensure that investments in attractive benefits are also part of their overall compensation packages. Methods to assess compensation can be as simple as cross-comparing similar organizations through market research. Another method could be in formulating a compensation formula based on individual positions (i.e., position classification, competency requirements, seniority, and skill level) and based on organizational needs.

For example, the HR division of Virginia Commonwealth University, in 1998, created a pilot compensation program, and published a working formula that could be used as a starting point to HR professionals within the TI (see Virginia Commonwealth University Human Resource Division [Virginia Commonwealth University HR Division], 1998). Pay ranges were established and sustained with salary survey data that comprised public and private sector employers. Marketplace appraisals were steered intermittently, and other market data was assessed, to confirm that pay ranges remain competitive with those within the market (see Virginia Commonwealth University HR Division, 1998). Note: Check out more recent initiatives like that of Mississippi in their Information Technology Classifications Special Compensation Plan for FY 2018: http://sos.ms.gov/ACProposed/00022614b.pdf.

Other tools, described in an offered blog article by Elizabeth MacBride in 2012, also created additional assistance for HR professionals. MacBride in 2012, provided a tool for three years that workers within the tech arena could be used to effectively evaluate a potential organizations compensation offer. The tool compromised data on the tech startup job market, containing cash compensation and equity packages for a range of jobs, and could be downloaded free of charge (for your email address, of course). Unfortunately, in 2015, after three years they discontinued their free offering, though now offering other paid services. However, there are more recent approaches that TI organizations use in evaluating compensation, one such tactic is discussed next.

A more modern approach is one used by the software company Buffer, who openly displays company salaries and their formulas used for salary calculations (Gascoigne, 2016). Through transparency, the organization presents the image that there is nothing to hide internally or externally. This tactic (or ideology) directly speaks to workers by way of exuding the personification of high moral and ethical standards, and could appeal to those who are looking to be part of something greater than themselves through affiliation. Buffer reports that it is a transparent organization through action and salaries are just one of the many things in which the organization openly shares with the public, to include their formula for the past two years! Another is sharing externally not only their successes, but their failures. The company publishes articles on their website for the public to view. These articles vary from success stories as well as stories tied to recent failures; all aimed at staying in line with their company values of remaining transparent. Compensation is not the only factor that organizations need to retain talent. In the next section, an evaluation of successful training and career development plans for a technology organization are offered.

3. Successful Training and Career Development Plans in the TI

Successful Training and Career Development Plans (T&CDP) are varied, to say the least. Understanding how compensation packages will attract and retain skilled workers will provide the structure of how to train and develop them. Simply, depending on what intrinsically motivates a skilled worker would dictate the career development plan that would be initiated. It is also critically important that the adopted T&CDP distinctly correlates with both the individual and the organizations needs collectively (see Cascio, 2016; Conerly, 2013; Jin, 2014). This brings to the forefront a question, are organizational leaders at a point of asking themselves:

Despite strict needs, is there now a necessity for
individual employees to also invest and take
responsibility in their own unique career development,
vise a singular internal requirement many times
placed on the HR function to navigate and leverage?

A collective correlational effort would ensure that both the organization and its employees remain keenly aware of each other’s needs, which would also create platforms for addressing and maintaining trusted connections, actions that could also lead to reduced talent acquisition needs (win-win).

4. Employee Motivation within the Technology Industry

According to the study results offered by Al-Alawi (2005), which evaluated motivational factors of information technology (IT) employees, motivational influences include “environmental factors, management factors, opportunities and training in the workplace, and job satisfaction are essential to motivate the IT hotel employees” (p. 224). Training on a systematic basis was the most preferred method for motivating IT employees, an outcome supported by others who have studied the IT field (see Jin, 2014); outcomes that could also be correlated within the best practices for employee retention section previously outlined.

5. The Procedures for a New Employee Motivation Plan

New employees particularly, require and deserve training and support to ensure they understand and can effectively integrate into their new organizations culture. Organization cultural fit is a leading indicator of employee retention and acquisition (see ExecutiveBriefings, 2012; Pink, 2009; Ted Talks, 2014). The following outlines some actions that HR professionals can use when looking to develop a new employee motivation plan:

Provide new employees with a mentor, and working together with supervisors, collectively develop immediate, mid-range, and long-term goals within a comprehensive and measurable employee development plan. The plan should also include clearly outlined periodic reviews and adjustments that would assist in facilitating accomplishment of all adopted milestones (i.e., motivation),
Ensure that there is a comprehensive onboarding plan in place aimed at assisting new employees (e.g., orientations aimed at introducing employees, and for providing information that would assist with successful integration, showing them around the organization, as well as, providing them with information and upon request as needed (i.e., engagement),
Ensure supervisors and coworkers provide support for new hires that would assist in understanding the organizations policies and workplace norms (i.e., engagement), and
Create platforms and mechanisms for receiving and providing two-way feedback (i.e., motivation and engagement) (see Anderson & Anderson, 2010a; Conerly, 2013; Jin, 2014; Noe et al., 2017; Pink, 2009).

6. The Essential Steps for Creating a Successful Staff Reorganization

In today’s ever evolving workforce, coupled with a dynamic global arena, organizations must place a higher priority on succession planning if long-term viabilities connected to goal achievements are to be sustained (see Cascio, 2016; Cascio, 2011). It is suggested that the following elements be added to a HR succession plan strategy:

Correlating leadership succession needs with organizational goals and future organizational needs,
Regard succession planning as a continual process in need of rigorous review,
Make succession planning a priority by implementing an evaluation line item on performance reviews,
Create a mentoring program designed to address succession needs,
Require succession plans to be briefed at the highest level (i.e., executive board members),
Ensure that the incumbents are a good fit for the organizations culture,
Ensure that the incumbents long-term vision is correlated with that of the executive board members long-term vision, vise merely short-term,
Ensure board members responsible for incumbent selections have a collective focus and ideology that is also in line with organizational ethics, goals, and needs,
Adequately assess the credentials of the incumbent, as it will save both time and money in the long-term,
Create ownership of self-career management, vise reliance solely on the organization, and
Create face time opportunities for up and coming leadership with the executive board (see Cascio, 2011; Katz, 2012).

There are also times when the organization may need to reorganize (e.g., loss or gain of market share, under performance, work relationship issues, mergers, or acquisitions, etc.). HR professionals must also develop strategies that will enable their organizations to adapt to the ever-changing dynamics within their market, and the TI is one such volatile market. Reorganization should be approached and viewed simply as an organizational change initiative. There are some essential elements, which HR professionals should evaluate and implement, that can assist in creating and facilitating a successful staff reorganization change initiative plan. Apart from the first bullet, the following is offered, without order of precedence:

Understand why the reorganization is needed,
Re-evaluate all positions and correlate with organizational needs,
Communicate the reorganization plan openly to all within the organization,
Ensure that reorganizational actions are in line with the organizations ethics and are within legal standards,
Allow for open feedback from all inside and outside of the organization that may be affected by the reorganizational changes (formulate a change management division perhaps),
If relocating members, look to accommodate as much as possible, by again communicating rationale, but also working with any unions in collaboration. This to ensure contractual compliances,
Ensure that leaders have the skills to facilitate a reorganization, otherwise get outside assistance from an expert to manage,
Communicate the status of the reorganization transparently and regularly at all levels,
Identify and adopt a new model that will support the organizations goals,
Structure, document, and articulate the new leadership, cross-relationships, hierarchies, and responsibilities associated with the reorganization,
Devise the needs and plan for required training, and
Ensure that all leadership exhibit through communication and persona actions, the level of expectations required by all within the organization--leading by example (see Anderson & Anderson, 2010a; 2010b; Cascio, 2016; ExecutiveBriefings, 2012; Free Management Library, n.d.; "Steps in Managing a Reorganization," n.d.).