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(Monday, June 7 -10:15-11:30 a.m.)

Don Casselman:

We want to talk today about employee development, the motivation to excel on a daily basis. I suppose have handled over 100 million dollars in expenditures in 20 years and goose egg was spent on employees. Yet, I would see people come into work who looked like you wanted to give them a pick and a shovel like they were in a salt mine. Finally in 1989, I had a client say, "What can we do for our people?" It isn't goin to do a whole lot to concentrate on customer service and product development if our people aren't paying it off." I thought about that for a long time. In the fall of 1989, I started giving these "Success From Within" workshops. We've been in scores of corporations around the country and I hear a lot of people who come u to me afterwards and say, "If I would have heard this coming out of college, I would have had a jump-start things." So, I got to thinking that it would be smart to put together a college version of this and go to the athletic departments to see what interest there is in helping these student-athletes begin the transition from student-athlete to employee in the professional work place.

We've designed something that will cover every occupation. When you talk about employee development, you're talking about achieving job satisfaction. When you talk about achieving job satisfact you're talking about turning on the inner will to perform every day just like the coaches teach you on the filed. It's just like the department heads stress in management meetings, you need the ability to get out tb and make things happen.

Unfortunately, motivation, too many times, channels down into a fear basis. You 're told if you don't this, we'll find somebody who will. You may get an incentive basis such as, if you do this, we'll send yc Hawaii for a week. That tends to go up and down. The more you think about it, the more the ability to 1 on that self-motivation is where it lies, as far as achieving the satisfaction you want in your job and achie' the kind of transition capability of going from student-athlete to being out in the work place.

You see a lot of commercials about seminars and workshops. People motivate differently. I've learned that no two people motivate the same. You've got to be able to offer a methodology that says, "Hey, I can relate with that. I'm going to take what these people are telling us and apply it to my situation." That's wh we try to do with the "Success From workshops.

I want to talk today about a term that a lot of you participate in and that's team. I'm not going to talk about teamwork. I'm not going to talk about together everyone achieves more. I'm going to talk about a different type of team. A lot of times when you go into an organization and you see the things that make ~ organization successful and the people successful, you see a lot of emphasis on the TEAM. There's going 1 be a workbook in your packet that you can follow along with. We're going to give you a fast version of \\ this three-hour workshop is all about. I'd like to start out by saying that the lIT" in team stands for training skill that is taught to you by your employer or workshop or seminar that you go to to enhance your capabilities. The lIE" is education. That is the book knowledge that we learn. The vast majority of how w prepare young people to go out in the marketplace was heavily accentuated by the training and the educati(] When I see people who are successful, you've got to have a dimension beyond just the "how to" part of th~ job. I call it the "want to" part of the job. That is where the II A II for attitude and the IIM" for motivation come. When you think about it, attitude sets the tone and motivation puts the will into place to get someth done. We talk about motivation on the football field. Folks, we've got to have motivation in the work pIa on a daily basis. We have got to be able to teach our young people and, indeed, ourselves to turn on that inner will to motivate to achieve the peak performance we want to see. Today, we're going to be talking about the career development student-athletes' personal game plan for success, which is a four-series workshop.

The first thing to concentrate on is acquiring your first job. How are we going to set up that process? How are we going to make people understand what it is they need to do to go about seeking their first job? There are a lot of different things that enter into that; who to prepare for, why, where, howand what to look for. That's going to be phase one of the Career Development Workshop. The second phase will be assimilating into your first job trying to find out what makes things happen, how to apply that training and education and how you get the motivation and attitude to make things happen in that work place. We're going to talk about peer pressure, clients and customers, all of the things that begin to impact you. Phase three is achieving peak performance in your first job. There are basically two types of people, what I call proactive people and reactive people. I see a lot of clients or customers who tell me they're putting out so many fires, they don't have time to think ahead. The ability to create situations in a relationship throughout your working experience, to make things happen for you and not to you, is paramount. How do we do that? How do we go about creating those relationships? When you look at it, enhanced performance is preceded by momentum. That's proceeded by competence. The competence isn't something you say, "Hey, here's a bunch of it. Have some." No, we've got to instill that. We've got to be able to create that kind of confidence to get that momentum to get the enhanced performance that we're all looking for. We have a methodology in place that will do that by energizing the spirit and drive that constantly revitalizes your efforts.

Finally, after we've done all of the above, we want to advance quickly ahead. Athletes are competitive, they want to win. We want to win. We look at establishing lasting motivation. Sometimes I'm introduced as a motivational speaker. A lot of motivational speakers, three days after you've heard them, you ask yourself what did that person say? But, lasting motivation is the ability to carry through or carry forward those key thoughts or strategies. We're going to give our student-athletes wall posters, wallet cards, etc., to remember and retain, in addition to what they have in the workbook.

We move into engaging the mix of knowledge, perspectives, discipline, attitudes and action for maximum productivity and fulfillment. There's a way to do this. There's a way to tap into that methodology. It all starts the minute you begin to think about the job market as you leave the campus to go out into the work place.

We want to go back in time a little bit. I can recall when I was recruited out of a school in Indiana and I went to Indiana University .Lynn, you were in school at the time. As you went to Illinois, you talked about how the academic program was a person of many hats. I can recall at IU a lot of things happened. Mary Ann is going to serve, if you will, as the person who met me and gave me instructions on what was expected of me at Indiana. We will then go into our 30- point methodology. We'll use some slides and you can follow along with your workbooks. We're going to talk about how we can take the action that is necessary to give our student-athletes the ability to go out and further their career.

Now, let's go back in time. I'm attending Indiana University and I'm told to go see Mary Ann Heath and she will show me the ropes. "Hi, Mary Ann, I'm Don Casselman." "Welcome to IU, Don. I'm glad to have you. Now, Don, let's start over here. Here's your class schedule and it will show you where you need to go to class and when you need to go. Here is your map with all of the routes marked out. This is our training area where you '11 be most of the time when you 're not playing. Here is your schedule for training practices. Here is the weight room where we expect you to be when you're not on the training field. When you're not playing a game, we expect you in this area. Over here is the training table and here your schedule when you eat. Over here is the most important area, the tutoring area. Anything else you need, Don?"

That's pretty much how it was. I had my hand held everywhere I went. Four years later, I graduated. About a year after that, I called Ms, Heath back. "Ms. Heath, Don Casselman, remember me?" "Oh, sure, Don, how are you doing?" "Alright." "Is something wrong." "You know, I don't get it. I feel liked I've been stomped. I thought I was ready to go out and get a job. Well, things just aren't going like I thought they would," "1 don't understand. We took care of everything while you were here," "That's just it. There's nobody to take care of everything for me anymore. I've got to do it all by myself."

Folks, you don't have coaches when you get out, as you know. You've got bosses. You don't have opponents. You've got customers. You don't have teammates. You've got co-workers. That transition is the toughest part of any young man or young woman's life. I can't tell you the number of people who said to me, I'll write you a letter of endorsement. This is the first time we've ever talked about doing this in colleges. I want to thank the NACDA and the NCAA because I remember what it was like to get things approved. When we first had the idea to do this, I called the NCAA and told them what I wanted to do. I j want everyone in the room to know that Nancy Mitchell and Legislative Services said, "Go get em. As long \ as you do this on campus, go get them. We need this kind of thing." It's very important that we provide : these student-athletes with the transition ability from the student-athlete environment into the work place. Once again, easier said than done.

I'd like to take you through what we call, the "Achieving Job Satisfaction Success From Within Workshop." We're not going to be able to spend as much time, but I want to give you a good taste of just about every aspect of this workshop. If you will assume the mind set of the student-athlete and let's go forward. I talked about the how to and the want to. A good way to illustrate that is to look at reading, writing and arithmetic. I will never discount the value of an education. It's the most important thing that any of us can get. It's a shame that more people don't have the opportunity but, as student-athletes, we've all had the opportunity. It's important that we maximize that opportunity in the tutoring programs. I went back to Indiana University and saw the incredible student enrichment program there and thought this is really fabulous. Now, what can I do to help that process along and take it out of this environment and give these folks a taste of what it's going to be like in the work place. So, besides that how to part of the job, we have the want to part of the job. The responsibility, the recognition and the reward are why we all work whether for one or two or all three of these reasons. To get increased responsibility, to get increased recognition, to get increased rewards, we've got to create those relationships to make those things happen for us.

Under responsibility, we're going to have a 10-point methodology; under recognition a 10-point methodology and under reward, a 10-point methodology. All start with the letter "P" because in the advertising business, they teach you to make it memorable. The first of the letter "P" is plan. I was am~ in the advertising business how many firms didn't have a strategic plan. Over the past few years, I've se more and more companies developing a strategic plan. I've seen more and more people putting together type of thought process, goals, strategies, objectives and tactics to put something down as a written found a reference point. I want to emphasize the qountitative first. Whenever I go to speak to an organizatioll see all of the plans that they have because I want to know all I can about that organization. The most successful organizations are those that have qualitative orientation. Not to increase sales by 20 percent, b make our people better. If you make your people better, those sales will increase. When we start out as individuals, it's very important that those student-athletes know how to write personal marketing plans.

How many of you have ever written your own plan out? I write one out every December. I review every month. I change it every month. You 've got to adjust it. Plans aren't laid in cement. They're th be flexible. So, planning is a very critical part of developing the career that you want going.

Our second "P" under plan goes hand-in-hand with planning and that is preparation. Just like W for a game, coaches prepare for the game plan, the team prepares for the game plan. It doesn't chan we get out there. We've got to prepare for whatever it is that we want to do. You'll see in your W( all of the things we need to do to prepare for our job. What kind of career do we want. Remember steps --acquiring a job, assimilating into a job, accelerating your capacity to perform in that job and advancing your career quickly ahead. These are the things we need to touch on. Planning and prep~ start to do that.

Be precise. In the workbook you see a particular reference on precision, but I think it's extremely important. We have got to prepare and plan our day and be equipped to build in that time for those th that we didn't dream would happen. We've got to be able to think things through thoroughly enough . we're not left behind the eight ball. What happens when we have a planned agenda and somebody miJ up, we can't be pro active unless we've thought it through. Then, we're always reacting to someone e agenda. The most important thing anybody can ever do in their career is to walk in a room and say, "] they've given me the assignment. I know the agenda that I want to set. I've planned and I'm prepared. If they throw me a few curves, I'm still going to be ready. Let's get at it!"

Our next "P" is position. Position is a marketing term that some of you have heard a lot about. It's becoming more and more part of the mainstream of the type of things we all need to do, both in the corporate world and for ourselves. When you go out and position yourself in a job, you've got to be aware of the fact that we can run the risk of mispositioning ourselves. Position is basically what you've got versus what's available elsewhere. To amplify on that, I believe Mary Ann has a few points to share.

Marv Ann Heath:

You've been in school for four years. You've worked hard. You've done what's expected of you. You 've played well. You 've studied and now, you have your diploma. You are optimistic and you ready to enter the business world. Optimism and enthusiasm is critical. I like the old story about optimism about a guy who fell off the top of Empire State Building. People were looking out the windows and they were trying to help him. They heard him mutter as he fell by, "I'm alright, so far." I think that's a level of optimism that's good to have. Enthusiasm is important, but enthusiasm without a plan leaves you holding the bag with nothing in it. Since you've been sitting awhile with nothing to do and you look a little anxious for something to do, I'm going to ask you to do me a favor. I want you to sit up a little straighter in your chair. I want you to put a smile on your face and I want you to get enthusiastic. On the count of three, I want you to turn to the person on your right as enthusiastically as you can and say good morning. Well, did you smile? Were you enthusiastic? Were you effective? No. Because no one was paying any attention to you. Well, welcome to the world of business. You were not effective even though you were enthusiastic because enthusiasm without a plan leaves you in business a plan without a position.

There are a couple of short-term things you need to look as far as positioning is concerned. As a student- athlete entering into the job market, one of the first things you need to concern yourself with is the interviewing process. How do you go into an interview. What are some of the things that are critical? They seem simple but, they're important. Number one is how do you dress? Head and Shoulders stole one of my best lines when they said you never get a second chance to make a first impression. It's true. Have you ever thought in the interview process what will be asked of you? Most of us do when we interview for a job. But, have you also considered what questions do you need to ask to understand if you're going to be in the right position for you and for the company.

Short-term planning and positioning also is important when it comes to this lie that you'll hear a lot when you get out into the business world, "I know you have a degree but, you see, we're really looking for experience." You'll hit a wall because you'll hear that time and time and time again. Please don't short change yourself. Understand that when companies ask for experience, maybe you don't have the experience in the computer field or in the business field or in the advertising field or in the public utilities field. But, you have experience --eight, 10, 15 years of experience in being on time, being a good team player, working hard, following rules. Capitalize on that which you have. Look long terDl.

As you think about positioning yourself, we think about today and what's going to happen today and getting a job today. But, there are a lot of things that come in as we stand here looking back. Not only do you need to think about your career when you position yourself, you need to think long term. Where do I want to be five years from now, 10 years from now or 20 years from now? It's not just a career. Where do you want to be with your family? Where do you want to be with your life? How do all of these plans fit together to position you where you want to be.

Don Casselman:

Another thing we talk about in acquiring your first job, ask that interviewer if they have a bio of the company leader. They'll look at you and ask why do you want that. You simply reply that that is going to be the personality that'" permeate the entire organization. The corporate culture is always set in effective companies by the leader. You talk about Bobby Knight. Is that the mentality at IU basketball? Yes. You look at the other programs around the country .See how that personality permeates the whole team, the whl organization. It's important that before you go to work 40, 50 or 60 hours a week at a particular place, yOl know what that person is all about. You know the personality structure in which you'll be working. One c the key things I find is that they realize a simple truism. It ain't the boss' job to get along with you. If you're not assimilating into that corporate culture, into that personality, you've got two choices. You can move forward and do all you can to get closer to that type of personality or you can go somewhere else. When people leave jobs, it isn't usually what they're doing, it's usually where they're doing it. They can d the same thing in another corporate culture. Think about that as you go out to acquire your first job.

We talk about assimilating into it. We're out there, we've gone through the interview process, if we're fortunate enough, we got the job. Take any job you can get within the organization. Don't try so much to get the job you want. Get the company you want. I worked in an ad agency in Atlanta where I would say two thirds of the management staff began as secretaries or mail room people. When an opening came up, ti were right there with all of their credentials. Try to find the companies and when you look back at your planning and preparation, look into that. What type of company do I want to work for? Then, get any job you can. You'll find yourself then much more able to work into that job. Look at the things that a lot ofu in this room are doing today and where we started out. All because we found the right organizations to WOI into and we eventually got to the point where we needed to be.

As we talk about assimilating more and more into that, my "P" for ponder is one for decision making. The Japanese have a saying for American business --"Your philosophy is ready, fire, aim." A lot of times that's, unfortunately, true. There are people out there throwing the dart blindfolded and wherever it lands the target. It's hard to make good decisions when you don't focus in on things or when you don't plan an prepare. Decision making is very crucial for you because the of the student-athletes. You 've been trained do it and you've been educated to do it.

Now, itall comes down to decisions you're going to make out in the work place. It's very important you realize one extremely valuable parallel. When you make a decision, they're going to be commensura amounts of risk and reward associated with it. When I got out of school, I wanted all of the reward.

Somebody slapped me and I realized that there is risk involved with this. It doesn't work like this and it doesn't work like that. A lot of people are better off getting equal amounts of risk and reward. So, whel make your decisions, be cognizant of where they're going to lead and how that fits your personality and ) ambition. Find a level that works best for you on the risk and reward. When you make those decisions ~ the more risky they get, the more rewarding they'll get, but be prepared to deal with things that will hapI thing don't go particularly right the first time out.

Once again, come back to this methodology and find out where you went wrong. You can always go back to the plan and see what happened and change the strategy .People never ask to see the plan when there's a success story. It's the first thing they want to see when there's a failure. Go back in and fix it. Mary Ann talked about the questions you can ask. That's extremely important. Think about the things ti you can bring to particular situations that employers want to hear. Once again, I'II remind you to ask for bio of that company leader .

Our next "P" in getting more responsibility and getting the type of things we want to have happl as we begin to assimilate into our jobs, is the pledge. I don't mean a fraternity or a sorority, I meal your total effort in commitment. My grandfather worked 40 years for the same company. That's tl things were done back then. He started to work in the 20'5 and retired in the 60'5. They gave him watch and a recliner. Those things are now a dime a dozen on the Home Shopping channel. It's n( that we stay in the same job for 40 years. We may not stay in the same job three or four years anyl But, no matter how we have a career track planned, no matter where opportunity and ambition may no matter what our skill levels are, we everyday, must do one thing. Pledge that person who is sign paycheck your total effort commitment, not unlike you've given to your coach on the athletic field. a different ball game. The pledging doesn't stop. It's hard to pick yourself up off the floor, just li} to pick yourself up off the court, the field or the pool. After you've been beaten down, the wonderful thing about athletics is how it teaches you to get back up. We will get beaten down in business on a daily basis. That's okay. We know how to get back up. We know how to keep going. There are some days when we've all felt that we can't get through it because we've been hit pretty hard. Am I really good at this? We find that inner will and make it happen. We can mix and match these "P's" to get there.

Another "P" is positive. When you think about positive, you think of Norman Vincent Peale, "the power of positive thinking" or "the glass is half full as opposed to half empty". To me, what positive really means reverts back to the teamwork philosophy. Being positive means giving your co-workers their best chance for success and having them totally convinced you're going to give yours. There's no better illustration of that than when we look at our next "P" which is point. Every assignment has action and the point is where the action is. How can we come together for you to do your job? How can I facilitate what you do? It's easy to say, "Look how good I am, here's what I do." But, it's how good those other people are around you that will make your career go. Those who will assimilate you into this job, that will advance your career and will help you to achieve peak performance. Just like the tight end works with the tackle or the quarterback works with the running back. We've got to make sure we give them their best chance for success. That will help facilitate ours.

Our next "P" is partner. I see people who say they really feel they have this thing down. They're ready to roll and something will happen. They won't be able to follow through to the extent they want to and begin to look for help, to the extent that you pre-plan that and pre-position that and partner with other people. The beautiful thing about partnering is that you can partner with people who haven't been alive for years. I partner every day with Kipling, the old Indian poet. I read his poem, "If' every morning. I soak up those 32 lines of prose. I think about what that means and how it can apply to today. I partner with people on the radio. I get some inspirations from songs that I hear, some commentary that I hear. I partner with a man named Napoleon Hill who wrote the greatest book on business I've ever seen "Think and Grow Rich. We absorbed all of those things out there. Think about how successful some of the Beatles would have been if they had to go on their own. No, they partnered with somebody. They made the whole better than the sum of the parts. That's what we have to do in the working world. Doctors must partner with nurses, salesmen must partner with marketers, accountants must partner with buyers. We've all got to find those people that we can blend in with. Mary Ann, I believe you have some points on partnering that are important to hear.

Marv Ann Heath:

There was a survey done of executives of Fortune 500 companies and these executive said that the single, most important thing that they were looking for in college graduates was the ability to be part of a team. That was also the single thing they found most lacking. So, as student-athletes, you're one step ahead of the game. You know what it's like to be part of the team and to partner that with a company. What you might not understand and what you need to be looking for is, how do you partner with them. How do you make yourself part of the team? When I started at Florida Power and Light Company 15 years ago, I started at the front counter taking money. It was the lowest position in the company. But, I knew what I wanted and I was willing to take a little time to get there. Most of us won't go out and hit that home run and get tons of money to do all of the important things. Most of us are going to find ourselves in a position where we accept the job with a company we want to be with and are willing to partner with that company. It was one of those wonderful opportunities I had. Florida Power and Light, in 1981, entered into quality improvement programs and in 1989, won an award. I don't know if you know, but Florida Power and Light Company is the only American company ever to win this Japanese Quality Award. Because in 1981, when Florida Power and Light started this program, I decided this was who I wanted to partner with. I did all of the things I needed to do. I was a team leader, a team member and a facilitator. I always worked today for the job I wanted tomorrow. I dressed today for the job I wanted tomorrow. Now, I'm with a subsidiary of Florida Power and Light called Qualtech. Qualtech is a company we formed within Florida Power and Light Company to take our total quality management program and go out across the country. Today, that's my job. One of those jobs where people sit back and look at you and wish they could do that. I travel around the country. I teach training consultants total quality management. My latest client is the FBI. I'm living a dream because I chose to partner myself with my company and work hard.

Let me address one issue for those women in the audience. There are some significant things we do a little differently as women. I do find that there is still a glass ceiling that exists and how you h~ entirely up to you. I have chosen in my life to decide what's best for me. It's important to me to re' femininity. It's important to me to retain my intelligence. It's important for me to be myself. We a make those decisions as to what's best for our style and live that.

Here's how you make partnering work. Sometimes you need to take it SLOW. The "S" in slow will stand for speak. Most of us have the ability to talk. We need to take that ability to talk and turn it into a skill we call speaking, so we communicate. Now, I'm not necessarily talking about standing up and givin speech. I know if mQst of you were called to do that, your hands would get clammy and you would breaJ in a sweat. It's not something that most people are comfortable doing. As a matter of fact, in the Book ~ Lists, they also list the 10 fears of the American people. Did you know that number four on the list is dea The second greatest fear of the American public is total and complete financial ruin. The greatest fear of 1 American public is public speaking. Now, that tells me that people would rather die and lose everything 1 have than to stand up and give a speech. I'm not necessarily talking about public speaking nearly as muc] I am of the ability to communicate. How we say what we say to one another. We mis-communicate all ( the time.

As a matter of fact, in order to bring a little levity into my life, I've started a little collection people miscommunicate. I pulled into the parking garage of the Airport Marriott Hotel in Atlanta, and I sawa sign. I read this sign and I thought, if I did that, I bet they'd get mad at me. You kno this sign said? "For bathroom, use stairs." That's what the sign said. I read an ad in the paper in ] North Carolina, that read --"For sale, large German Shepherd. Easy to handle. Will eat anything. fond of children". There was a blurb in a church newspaper which said, There will be a meeting oj Mothers' Club, Thursday at 10:00 a.m. All those of you wishing to be little mothers, meet the past( study this afternoon at 2:00 p.m." So, we miscommunicate. We need to learn how to speak so we we mean.

The "L" in slow stands for listen. Actively listen. Suffice it to say, I believe the little story I heard said, "God gave us two ears and one mouth, so we would listen twice as much as we speak." The "0" ii stands for observe. Observe what your company is doing. You're used to looking at strategies in game! Observe those strategies in the company around you. Besides, if you observe well, you'll also find a litt humor in life. I have decided that if I were going to collectively give an award, I would give an award septic tank companies. I have observed that they have the greatest signs of all time. I was driving in FI on 1-75. A septic tank truck pulled off the way. I saw their motto across the side of the truck. It said, "Where a good flush beats a full house any day". I was driving in Miami and this truck starts to pass m the left. It was bright red and shiny. It got by me a little more and I saw the side of the truck. It said, Septic Tank Service". I couldn't believe that a septic tank truck would look so great. When it passed m I saw across the bumper their motto which said, "Where your number 2 is our number 1 ". If you obsen what happens in your company, not only will you help your career, you'll also help yourself with levity life.

The "W" in slow is the key to make partnering, or anything else, work. The "W" is work. For no new idea, no dream, no goal, no anything works unless you're willing to.

Don Casselman:

One of the things I first thought of when I decided to put this workshop together was that I could and talk about experiences of student-athletes, I can talk about experiences in the corporate world and organizations to speak about development. But, there's a perspective that I can't offer and that's the f gender in climbing that corporate ladder. That's why I elected to partner with Mary Ann on this. Yo student-athletes, will not only see my experiences, but hers as well.

Let's move on to our final "P" in perspective and that's pivot. Just like the old basketball center does, pivot. One of the hardest things you 'II have to do when you go out and begin working and interfacing with people is to pivot. Before I give any client any recommendation, the very first thing I would do would be pivot to their perspective. Sometimes that was 180 degrees. Other times, 90 degrees. But, it's amazing when you take the time to pivot to the other person' s perspective what can get done. The credibility you have and what you learn. They are far more receptive to hear what you have to say after you've taken the time and the effort to pivot to their perspective. It remains one of the hardest things to do on a daily basis. Nobody gets what they want entirely. We do have to pivot to those other perspectives.

So, as we have these 10 "P's" now and we've got them in shape and we have more responsibility, we begin to think about acquiring our job and assimilating into it. We're getting ready to advance our career. One thing you have to know is politics. Remember I talked about corporate culture? There's politics everywhere, no doubt about it. How we are able to deal with those politics is fundamental to the success we're going to have.

There are four types of politics --political walls, political doors, political avenues and political ditches. Only one of them is really any good. Many times you'll see somebody and you'll say I'm going to knock that wall down and make things happen. They bounce off the wall into a political ditch and pretty soon they're gone. Other people realize that there are door knobs or handles to some of those walls and maybe they'll learn how to get through them. The way to do that is to find those political avenues. Find them.

When I first began in the advertising agency business, I was the low man on the totem pole. I got to take the people to the airport and back. That was a lot of fun. But, it gave me 20 minutes each way with the boss. I find that an amazing thing. As you go out and start to study customer satisfaction and client relations, that time in the airport, that client will reveal more about themselves than the four-hour meetings around the table. People get into a meeting and get around a table and things get very formal and rigid. You have to pry information out of them. But, in the car, you can be very informal. Find those places where you can work with people outside the work place. I've seen more business conducted in restrooms than you can imagine.

After hours work in restaurants, at the ball game are key things you can do. The best way to learn about anyone is to get them outside the work place. Make the effort to get to know them outside the work place.

I had a very difficult client. He was a notorious client and hated people from the agency. He thought we were people who would just spend his money and waste it. I got to know this guy. I found out he loved to play golf but wasn't very good at it. I actually put my arms around him and told him to pivot like this and pivot like that. Today, this guy is one of my best friends and he's done over 20 million dollars of business with me. That never would have happened if I hadn't understood the politics of his situation. I found an avenue to navigate him and established a relationship to make things happen with him.

Hand-in-hand with politics is personality. We talked about understanding your boss' personality, your leader's personality .After you find that bio and after you go to work in that company, just look where your personality is compared to where his personality is. Once again, it's not their job to get along with you. I've actually been known to have on three different suits on any particular day all because of the personalities I was dealing with. I knew I had to have a particular type of appearance and I had to have a particular persona for a particular situation. Maybe a small point, but it's a highly effective one. You must fit their personality.

I've been in corporations who have done 118 hours of focus groups, channeled it all down to a strategy and fed it back to the CEO and he wouldn't like it. That was the end of that. Wouldn't it have been smarter to have studied the boss' personality and set up the parameters for that focus group factoring that in. All of these things make a difference as you begin to achieve more for peak performance in your career.

Our next point is how are we going to promote ourselves? Are you making sure the right people are listening? What's your visibility in the organization going to be? What type of access are you going to have to the decision making and how are you going to promote yourself without looking self serving? These are all factors that we need to talk about and explore. These are things that are important. You can't score if you're not in the game. That runs right along with project. I projected myself right into this situation. Ladies and gentlemen, as you go into the work place, the best strategy I could give you above and beyond anything else that I've said today relating to the business environment is to give your client, give your customer, give your co-worker something they didn't ask for.

In 1982, Alabama Power, a one million dollar account, and my boss told me to stay conservative, don't d, anything exciting, keep the billing coming in. That's real challenging, isn't it? I thought to myself how can : turn this around? How can I project something into this relationship that isn't there? Nobody ever taught me how to do that, but now I'm on my own. I've got to turn on that inner will to make something happen and get more recognition. I noticed something. I noticed that a kid cut the down power line. I went to the ad client and told him that we needed a campaign for youth safety .Safety around electricity .He said it would cost about one-half million dollars. That's half the budget. I told them to take a little of that 4.7 million dollars and just give it to that kid's family. Three months later that campaign hit the air. Today, it's in over 250 facilities all over the world. It nets Alabama Power over 10 million dollars a year in revenue. It's called, "Louie, the Lightening Bug". It's all because I gave the client something they didn't ask for. It tripled my salary and made stars out of two guys who are now thehottest directors and writers in the southeast. All because we gave the client something they didn't ask for. That's how you get more recognition and that leadi to increased rewards.

Our next "P" is present. I talked about changing suits three times to meet with a particular scenario in a particular day. I did a lot of research as we put together this workshop and I heard a lot of people say that people remember only about seven percent of what you say, but they remember a whole lot more on what they hear when you are presenting it in a matter that involves them. So, it's important that we have work books and that we have a dialogue. We've got to be able to present our case, to present what we have to offer so that other people can tap into it.

You need to know that every situation has a mix of style and substance. If I hear somebody talk about a lobotomy in medical school, I really don't care if he's got a suit on or not. If I'm trying to buy insurance from a lady, I really don't care so much on just her substance, I want to know if she's got some style and if she really believes in this thing. Every situation has a situation where we have to look at what percentage of substance and style will best project ourself and present ourself to make something happen. The bottom line is when the glow of the style wears off, the reality of the substance will set in. That took me a long time to learn. So, don't over-think the style too much. Be aware that the substance is a real key to advancing your career for more recognition.

Our next "P" is praise. I hope things are changing from the 70's because I didn't get a lot of praise. I played for a coach who believes in the motivation of fear. I often wondered if that tactic had been reverse, what kind of enhance perfonnanced I would have made. I react well to praise. I didn't react too well to fe Why are we pikers with praise? It doesn't cost a penny. I make it a point to praise 10 people a day. How many people did you praise yesterday? Do you want more recognition? Make it a point to praise 10 peopl day. Today, I've already praised a waitress, a bus boy and a hotel clerk. I've got seven more to go.

Think about all of the things we can do to praise somebody. I'm not talking about brown nosing. I'm talking about where you see a situation when you have an opportunity to offer praise, be amazed at how ml people will respond to that. When I walk into a room, a lot of people will say come over and talk to me.

They may not like me all that well, but they do know one thing. I'm probably going to say something nice about them, if at all possible. That enhances your recognition. That enhances your capabilities to perform the job.

Our next "P" is package. In our nonnal workshop, I spend about 10 to 15 minutes on this. We talk the total package. Mary Ann has some points on this that are important to hear.

Mary Ann Heath:

I'd like you to think about someone you know who is successful. Somebody you would like to be like. You've been through four years of college. You have your sheepskin and you're ready to go tackle the world. You have all of the skills necessary. Let's think about that person you're thinking about and start thinking about some of the characteristics about that person that makes them successful. Perhaps, they're organized, prompt, confident and dedicated. What makes a person successful? What are those skills or attributes that set them apart? Empathetic, enthusiasm and charismatic are all traits for success. Others are knowledgeable and loyal.

You've been through school and you have all of the skills and book learoing that you need. Right? We've made a list of all of those traits that we think make someone successful. I'd like you to tell me whether these characteristics are attitudes or are they skills. Is being organized an attitude or a skill? This is a skill. Is being prompt an attitude or a skill? I hear attitude. Is confident an attitude or a skill? Dedicated is an attitude or a skill? Ethical, charismatic, hard working, empathetic are skills or attitudes? Is enthusiasm an attitude or a skill? Let's step back and look at this list. On the whole, this list contains attitudes, not skills. Nothing is ever going to take the place of your college education. But, understand that what gets you ahead, what puts the package together is your attitude.

Don Casselman:

Thank you, Mary Ann. That puts additional credence to our initial look at TEAM. How we intertwine the T, the E, the A, the M. The training, the education, the attitude and the motivation. Our next "P" is passion. I can talk about Bobby Knight again. The man has a passion for his job. Most successful coaches and ADs do. Most successful staff people do. I'm not talking about the desire to get a job done. I'm talking about the burning desire to get ajob done. How do you run an a eight-hour day? If you're running ice cold or just heating it up the majority of the day, I question whether the passion is there to get the kind of additional recognition you want. We've got to be able to dig down deep inside and say we really want to do this. I'm prepared. I'm ready to create some momentum, some action, some enhanced performance. I'm ready. Turn on that inner will to make it happen. Has anyone ever seen a Billy Joel concert? That man has a passion for music. There's a lot of things we can do by watching people that are inspiring because they have such a passion. You're going to have a passion to go out everyday and make things happen. You have to create situations instead of letting them happen.

Our next "P" is perceive. I had a client who asked me not to confuse him with the facts. What's the perception out there? A lot of times we need to have our perceptions very consistent. If you ask 10 people, you'll get 10 different perceptions. The more we can get a consistent response to that, the more the perception of our ability will be in line with what we want reality to be. Don't ever undersell or cut short the fact that people probably think about you a little differently than what you would want them to and we need to change that.

Our final "P" is persuade. Persuade is a five-part process. I've watched people try to persuade without pivoting, without partnering and it can't be done. How you can persuade somebody is to mix and match these "P's" and keep in mind the five points you see in your workbook. Know your subject matter well. Know your audience well. Articulate your perspective in meaningful ways and then add value and add benefits. Too many people stop after the third point. They don't communicate the value and benefits of their arguments. If I see a sign that says, "K-Mart Grand Opening", I'm not persuaded to go. But, if I see "K-Mart Grand Opening. Reeboks $10, I'm there! A lot of us have to keep in mind what the value is in recruiting. You probably all got persuaded to go to a particular school because there was a benefit or a value. Are people buying what you have to say? If they are, you feel good about it.

You talk about positioning yourself. The real market value is determined by one thing. Marketing is taking someone else's money and putting it in your pocket. Value is making them feel good about it. That's what we've got to do in the work place. We're being paid to make money for our company, to earn money for ourselves. The real bottom line is, is there a value or a benefit there? Do the people really feel good about it? That will bring you more recognition and that will bring you more rewards.

We're moving our career forward and we're into that reward. We've got to have that big "P" of ,persistence. When you really want something, when do you quit? Your first try, second try or third try? When you really want to make something in your career, when do you give up? Be persistent and combine that with our next "P", pursue.

Pursue is a lot like persistence accept there's one big word that throws havoc into the situation and that's the word, change. Something that's here today may be over there the next day. We've got to anticipate change. We've got to manage change and we've got to handle change. We've got to be pro active with it. We've got to make it work for us. We've got to project where somebody is going to be and if you want to impress them, be there when they land. You thought about it, you positioned yourself and you projected into the situation and you did all of these things in pursuing that objective.

Our next "P" is patience. I am confessing to you right now that I have absolutely no capability to talk this point. Mary Ann, and hurry up.

Mary Ann Heath:

I've know Don since we were in grade school. He is one of my very best friends. When we got to th "P", there wasn't any discussion about who /would talk about patience. Back to you being student-athletes, you remember the second semester of your sophomore year and you said to yourself, "This is never going end." You never thought you would ever graduate. It seemed like forever. Now, you're going into the business world and you're talking about a career that might span 40 or 45 years and it doesn't ever end. , are we talking about when we take this dream that we have and tum it into this reality that we want to livc What you find in the middle is patience. It's patience to keep you eyes on your goal. Goals to me, start a dreams. That's one thing we don't do very much today. Everybody talks about goal setting, but my goal began as dreams. It works. I had a dream of traveling around the country and I'm doing it. I had a dre8J being on the national speaking circuit and I am. The only time I ran into obstacles was when I took my e; off my goal and I sawall of those things that came in between. We need patience because we have to cha our perspective and change does not come easily to us. Do me a favor and cross your arms. Look down ~ see which arm is over the other arm. Now, switch arms. How comfortable do you feel? It was uncomfortable because it's not what you're used to and sometimes it takes patience to get used to the chan At Indiana University, there was a poster in every room in every dorm on the entire campus and it was so indicative of the way we felt at the time. The poster read, "If you love something, set it free. If it comes back to you, it's yours forever. If not, it was never meant to be." Today, this poster reads, "If you love something, set it free. If it comes back to you, it yours forever. If not, hunt it down and kill it. " The changes that we find require patience on our part.

When I think about patience, I think about this story .A little boy walked up to God and asked, "How much is a thousand years to you?" God said, "I don't know. About a minute." The boy said, "Well God, how much is a million dollars worth to you?" God said, "I don't know. About a penny." So, the little bo asked, "God, can I have a penny?" God answered, "In a minute."

Don Casselman:

When you go out on any given day, there are two types of people. Usually, I'll have a cherry pie and say do you want this pie or do you want to run with it. If you're honest, you'll eat the pie. During the d, we're not paid to eat cherry pie. We're paid to be a pavement pounder. It's not real comfortable to be a pavement pounder, but once again, we're not paid to seek comfort. You're paid to solve problems. YOU'] paid to be uncomfortable. At the end of the day, if you've done your job, you 'II feel like the runners do. Now, it's comfortable because you did what you had to do to solve that problem or to strengthen yourself. I'll offer you that little perspective on the daily routine.

On a daily basis, what do you do to practice your skill? What about your own internal profit and not only the company's profit? The biggest problem in American business today, still hung over from the SO's, is the paranoia that you don't want to lose this job. I can't lose this job. If you need your job more than your job needs you, you've got a problem. We don't need to be leveraged out, we need to save a little bit for . ourselves. Take a little bit of that paycheck when you start earning it and put a little bit away. You come to work knowing that you positioned yourself, your projected yourself to become the best you can possibly be. Always remember, even if the industry is bad, cream will rise to the top. You will always be in demand. It may take you a little longer to find that place of demand, but if you're really good at what you do, you'll always be in demand.

Our next "P" is performance. Indeed, we charge people to come watch our athletes perform. People come to watch us play. In the work place, it's the same. Someone is paying you to play. How are you going to gear up and practice for that. Look at the things that work for one scenario at work and apply it to others. It may work as successfully.

Our next "p" is play. We play football. We don't work football. We play tennis. We don't work tennis. We play at what we do. Do you play at work? How much fun are you at work? How often do you smile? The greatest compliment I ever had when I left the agency business was when the creative people took me out to dinner. That's unheard of in the agency business. But, I did all of the things that made them say I was okay. We worked hard and we played hard. Have a little fun with your co-workers and play at it as well as work at it.

The last thing I believe in is prayer. I'm not hear to preach to you. For 42 years, I tried to do it my way. I tried to turn on that independent will and it didn't work to the extent I wanted it to. I think whatever your faith is, whatever you believe, you've got to understand that your spiritual growth is very paramount to your career success.

Marv Ann Heath:

It takes 15 minutes every day, all by yourself, away from everything and everyone, to have those moments of silence. There is power in silence. In that 15 minutes, you can meditate. I choose to pray. But, those 15 minutes will be the most critical you spend everyday.

Don Casselman:

My prayer for all of you is to go out into the work place and find the type of lasting motivation to make it happen for you. That yoq never look back at what could have been, but always look forward to what can be. God bless you. Thanks for having us here.

Lynn Snyder:

I think we all agree that was a great presentation. I have one request and that is, our oldest daughter just graduated from Indiana University and could you stop in Peoria, Illinois on your way home? I told Don earlier that the one good thing is that she has finally decided that she thinks she's going to get ajob. Thank you.