PREVIEW VERSION - TrainingABC

F A C I L I T A T O R ’ S G U I D E F O R

FIVE STAR TEAMWORK

PREVIEW VERSION

A one-hour and four-hour training programcomplete with exercises and a Power Pointpresentation, reproducible participant hand-outs on a convenient CD accompany thepurchase of the video. The program is builtaround exercises and activities that allowyour team to rank themselves on each of thefive principles in the program:

Commitment to Each OtherCommitment to the MissionCommitment to the CustomerCommitment to Resolving ConflictCommitment to the Details

Facilitator’s Guide Copyright © 2005 by Workplace Publishing, LLC All rights reserved.Video Copyright © 2005 50 Unlimited/Advanced Knowledge

Workplace Publishing2890 Pio Pico Drive, Ste 102Carlsbad, Ca. 92008800-344-0451www.workplacepublishing.com

Printed in the United States of America

WP-FG 1.0-0105

Authors

Stephanie R. GliddenSteven Katten

Contributor:

Michelle Correia-Templin

FIVE STAR TEAMWORK

3

FacilitatorGuide

PREVIEW

This facilitation guide has been developed to help you teach Five Star Teamwork.

This guidebook is divided into timetable pages, instruction and content pages.The guide will indicate when you should distribute the relevant handouts toparticipants.

As you read the instructions, personalize the content with stories and examplesfrom your experience. You are a valuable resource for participants. The instruc-tion has focused on the content presented in the 17-minute movie but we encour-age you to add your own programs to enhance the effectiveness of the learning.

The Learning Points are based around the real-life stories of the team at the FourSeasons Restaurant in New York City. Long regarded as a premier destinationand widely thought of as one of the best restaurants in the world, the Four Sea-sons has an approach that is universal to any team, in any environment.

There are five principles that the team lives by at the Four Seasons:

• Commitment to Each Other

• Commitment to the Mission

• Commitment to the Customer

• Commitment to Resolving Conflict

• Commitment to the Details

Join us for an instructive, interesting tour of how the Four Seasons and learn howit has remained one of the best for over 40 years and how you can apply it toyour organization. Even if you don’t have customers and don’t deal with thepublic on a daily basis, all workteams have constituents that they must please.The principles you are about to experience are germane to all situations.

Welcome to Five Star Teamwork

4

FIVE STAR TEAMWORK

PREVIEW

Workshop Design .................................................................................................... 8

Participant Handout Table of Contents ...................................................................... 10

Workshop Planner ................................................................................................. 11

One-hour Video Observation and Discussion

Welcome and Introduction ...................................................................................... 15

Video Viewing and Group Discussion ........................................................................ 17

Five Star Ranking ............................................................................................. 18-19

Conclusion/Key Take-Aways .................................................................................... 21

Four-hour Video Observation and Discussion 23

Welcome and Introduction ...................................................................................... 25

Video Viewing ....................................................................................................... 25

Discussion about Video .......................................................................................... 25

Commitment to Each Other Ranking Exercise............................................................ 27

Commitment to Each Other Trust Building Exercise.....................................................31

Commitment to the Mission .................................................................................... 33

Mission Awareness Exercrise............................................................................ ........37

Commitment to the Customer................................................................................. 39

What If? Exercise ................................................................................................. 43

Commitment to Resolving Conflict ........................................................................... 45

Commitment to Resolving Conflict Exercise .............................................................. 49

Commitment to the Details .................................................................................... 51

Commitment to the Details Exercise ........................................................................ 55

Closing Discussion and Action Plans ......................................................................... 55

Table of Contents

FIVE STAR TEAMWORK

5

FacilitatorGuide

PREVIEW

Alex - Owner “Somehow it works out that when I’m low inenergy or not 100% there is someone else that is 110% or120% in energy that can pinch hit for me that day and I’mwilling to do that for them the next day.”

Julian - Owner “I’m a believer that the customer is alwaysright and in America today, believe it or not, the customer isbeginning to be questioned.”

Karen - Dining Room Manager “Inevitably when you serve thismany people there’s going to be a customer or two that’s unhappyabout something. We’re human.”

Trideep - Dining Room Manager “I’ve been here 13 years andthe most fun part of my job is the customer.”

Christian - Executive Chef “Many times the waiter or thecaptain will come in with a request of something crazy that wedon’t have and you get a little bit, come on get lost, but we tryto solve the problem, I mean the paying customer is always rightanyway.”

The Five Star Team

6

FIVE STAR TEAMWORK

PREVIEW

Sous Chef “Without the teamwork, nothing gets done,everybody has to have the same concept in mind, thesame unison or it doesn’t happen.”

Purchasing Manager “Starting with my depart-ment that brings in the food, I try to get it perfect,the chef tries to cook it perfect, make a perfect mealand the management that takes it to the customerand makes them feel special and so far I thinkwe’re doing good.”

Pastry Chef “Basically we’re trying to be the best allthe time. And we’re doing it on a daily basis, we’reserving people daily, we have to be here daily, we’rebaking stuff daily, we cannot say we’re going to takecare of it tomorrow, we cannot say we’re going totake care of it next week.”

“Elvis” Kitchen Staff - “The management isexcellente, they treat you like kings.” AND: “Ohwhat a beautiful morning, oh what a beautiful day,I’ve got a wonderful feeling everything’s going myway.”

Bartender: “You have the brass you have the windyou have the salsa salsa, and we all seem to playvery well together in fact we have, surviving thesepast 43 years.”

7

FIVE STAR TEAMWORK

PREVIEW

Video Narration Transcription

Opening narration:Learning from the best is a time-honored tradition. And the Four Seasons Restaurant in NewYork City has been the best for over 40 years.

The success of the Four Seasons restaurant is the result of a careful team strategy that relieson a unique set of principles.

Learning how the 4 Seasons does what it does on a daily basis, and how you can adapt it toyour team is what this video is all about. Welcome to the world of Five Star Teamwork.

Commitment to Each OtherUnique to the Four Seasons team is commitment to each other — to back each other up, topinch hit when someone needs help. Then, secure in the knowledge that they are supportedby each other, they can move forward to provide unequaled service to their customers.

Commitment to the MissionWhat sets the 4 Seasons apart from other organizations is that all team members arecommitted to the mission. They believe it — and are determined to live it, day in and day out.

Commitment to the CustomerEvery Four Seasons team member believes and breathes the concept that the customer isalways right and takes actions to support that belief. They know that without the customerthere is no organization. Every department, every decision is measured against the impact onthe customer.

Commitment to Resolving ConflictExcellence is not easily achieved. It is even more difficult to maintain over the long haul.Successful teams must know how to confront and resolve conflict in a way that allows them tocontinue to work together as a team. This is especially true in the pressure cooker atmosphereof The Four Seasons.

And the final ingredient….Commitment to the detailsMuch of the work at the Four Seasons, as elsewhere, is comprised of repetitive tasks that needto be accomplished day in and day out. The team at the Four Seasons understands theimportance of completing these tasks with professional pride and a commitment to excellence.

8

FIVE STAR TEAMWORK

PREVIEW

What Materials Will I Need?

• Facilitator guide

• One participant handout package per person. This packet contains one set of handouts. You

may reproduce the handouts. It’s our recommendation that you distribute the handouts during

the appropriate exercise to prevent participants from filling out the survey out of sequence.

• One package of Post-it® Notes per participant

• Box of Sharpies

• Flipchart Markers

What Equipment Do I Need?

• Flipcharts, as many as you feel necessary

• Television monitor and DVD player or VCR

• Power Point Projector

How Can I Prepare?

• Make sure you have enough materials for all the participants.

• Set up the room (or rooms if you have a break-out room).

• Check the equipment.

• Review the facilitator guide.

• Review the Power Point slide show if you are using it, cue up to Slide 1 as participants enter

• Familiarize yourself with any content you find difficult to cover.

• Watch the Five Star Teamwork video again. Note the behaviors that you will be

modeling for the group.

• Cue up the video and adjust the sound so that you can hear it at the back of the room.

What Can I Do if the Group Deviates from Schedule?

• Is the group is going too fast? Are people disclosing too little about themselves? Are

people nervous and, as a consequence, superficial? If this is the case, try to help

stimulate conversation and involve reticent members.

• If the group is behind, are some members straying from the topic at hand? What can

you do to encourage people to stay on track? Use the parking lot technique with

members who stray often but have good insights. Create a flipchart that says “Park-

ing Lot” at the top. Write relevant ideas on this page and cover them at a later time.

• Are you talking too much? Are you watching the clock and encouraging members to

wrap-up discussions?

• If you stray too much from the schedule, eliminate an exercise or two. Consider

shortening lunch. Ask the group members what they would like to do. Some partici-

pants may want to work late.

Workshop Design

Notes

9

FIVE STAR TEAMWORK

PREVIEW

10

FIVE STAR TEAMWORK

PREVIEW

Participant Handout: Table of Contents

Each section of this guide refers to participant handouts by name. We recommend waiting todistribute the handouts until they are needed. This will keep the group from looking forwardto the questions and discussing it among themselves at break. You are authorized to make asmany copies of the handouts as needed. You are also encouraged to provide any other rel-evant information to the participants such as company specific information or other supportivedocuments to the principles demonstrated in the video.

HANDOUTS:

1. Commitment to Each Other Ranking and Score sheet

2. Commitment to the Mission Ranking and Score sheet

3. Commitment to the Customer Ranking and Score sheet

4. Commitment to Resolving Ranking and Score sheet

5. Commitment to the Details Ranking and Score sheet

6. Personal Action Plan

7. Lyrics to the song “Oh, What a Beautiful Mornin’”

FIVE STAR TEAMWORK

11

FacilitatorGuide

PREVIEW

Workshop Planner

Contact Name and Title ___________________________________________________________Date and Time of Workshop_______________________ Telephone_______________________Address________________________________________ Email or Fax________________________Room Number____________________ Directions_____________________________________

List of participants

Have you:

Reserved the roomReviewed the agendaSent a workshop packetVerified the number of participantsConsidered the seating protocolRequested the right number of chairsRequested the right number of tablesProduced name tentsConsidered lightingImplemented distraction safeguardsLocated the nearest telephoneConsidered ventilationPlanned refreshments

Packed extra supplies:Markers, colored pensFlipchartsPost-it® pads

Not

ified

Acc

epte

dA

ccep

ted

Acc

epte

dA

ccep

ted

Acc

epte

d

Not

ified

Acc

epte

dA

ccep

ted

Acc

epte

dA

ccep

ted

Acc

epte

d

Equipment:

Handouts andother items:

Notes

12

FIVE STAR TEAMWORK

PREVIEW

FIVE STAR TEAMWORK

13

FacilitatorGuide

PREVIEW

OOOOONENENENENE-----HOURHOURHOURHOURHOUR V V V V VIDEOIDEOIDEOIDEOIDEO O O O O OBSERVBSERVBSERVBSERVBSERVAAAAATIONTIONTIONTIONTION ANDANDANDANDAND D D D D DISCUSSIONISCUSSIONISCUSSIONISCUSSIONISCUSSION

FIVE STAR TEAMWORK

Agenda

Minutes Description ............................ P a g e

5 Introduction ........ 1318 Video Viewing ...... 1520 Five Star Ranking . 1515 Discussion............ 175 Conclusion ........... 19

Notes

14

FIVE STAR TEAMWORK

PREVIEW

15

T I M E TA B L EFIVE STAR TEAMWORK

PREVIEW

Welcome and Introduction

Objective:

· To introduce the Five Star Teamwork video.

Procedure:

· Welcome participants as they enter.

· Introduce yourself (if necessary).

· Review schedule and ground rules with participants

· Make sure you have the appropriate number of handouts for the Five Star RankingExercise available for all participants but DO NOT pass them out before the video isshown.

· Cue up Power Point Presentation to slide 1. You will advance the power point slidesthroughout the course.

· Suggested Statement: “Today we’re going to be watching a delightful video aboutthe team at the Four Seasons Restaurant in NYC. This team has remained one of thebest restaurants in the world for over 40-years. We’re going to look at how they dothis by listening to the people that actually do the work. There are no experts, noactors and nothing is contrived. So let’s turn to the show and get to know our cast ofreal-life characters who live by a set of principles that enables them to be the best,day after day, year after year.

When the video is finished we will each rank our team on the five principles shown inthe video as to how many stars we think we have in each catetgory. Five being thebest.”

1-hourTrackObservationand Discussion

5 MinutesIntroduction

Notes

16

FIVE STAR TEAMWORK

PREVIEW

17


PREVIEW

Objective:· To view the video and rank our team on how many stars we feel we have

for each principle demonstrated.

Procedure:

· Turn the video on and ask the participants if everyone can hear the video.

· Encourage participants to take notes on key learning points during thevideo.

· When the video is over, distribute the Five Star Ranking handouts for allfive principles and ask them to rank the team on a Five Star scale. Informthem that their responses are confidential and the score will be anaggregate score and not individually analyzed, encouraging them tobe as honest as they can.

· Ask a participant to average the scores and record the group’s responses onthe flipchart.

· Conduct a discussion and create an action plan for addressing areas thatneed improvement

Facilitation tip: If you are having trouble getting responses from thegroup, try using the following methods:· Ask for their opinion.· Ask open questions and wait patiently for a response. Silence is

golden. Open questions are those that cannot be answered yesor no. i.e., “tell me how supported you feel by the other membersof your team,” versus “ do you feel supported by the other members ofyour team?”

· Have shy participants record group information on the flipchart.· Have the group break into pairs and develop a written list.· Compliment those who do contribute.

Video Viewing and Group Discussion

1-hourTrackObservation andDiscussion

15 minutesVideo Viewing

20 minutesDiscussion

18

FIVE STAR TEAMWORK

PREVIEW

Commitment to Each Other1. I feel supported by my team.2. I feel supported by my department.3. I feel supported by my organization.4. My team members are completely committed to the goals of our

team.5. The communication among team members is open and unguarded.6. Team members quickly and genuinely apologize to one another

when they say or do something that is damaging to the team.7. Team members are free to openly admit their mistakes.8. I am comfortable that my team will “pinch hit” for me when I’m not

100%.9. The interactions among my team members are free of turf battles,

rivalries, favoritism and personality clashes.10. My team has sufficient resources such as people, tools, budgets,

etc., to achieve our goals.

Commitment to the Mission

1. I understand the mission of my organization.2. I feel management communicates the overall mission to my team.3. The goals of my team are clearly understood by all team members.4. My daily tasks and activities support the goals of the team.5. The goals of my team are achievable.6. The measures used to track our goals are visible and accessible to

everyone.7. Our team’s systems and processes are aligned to the goals of our

unit.8. I understand the reasons for the goals of my organization.9. I clearly understand the reasons for the goals of my team.10. I feel that my organization recognizes individual contribution to the

mission.

Five Star Ranking Exercise

Instruct participants to rank the following questions on a “five star” scale.Five being the best or highest. These are true or false statements. Pro-vide an example of the scoring on a five point scale if necessary.

• You will get one ranking for each of the five principles, not 10 different rankings for each of the five principles. The scoring is averaged.See the participant handout

• Allow ten minutes for the ranking.• Ask a volunteer participant to score the responses and record them

on a flipchart. Allow ten minutes. If you have a large group, divideinto teams of five and ask for a combined total from each group andthen have a participant record this on the flipchart.

• Ask for comments from the group regarding each ranking. Allow asmuch time as you have available.

FIVE STAR TEAMWORK

19

FacilitatorGuide

PREVIEW

Five Star Ranking (continued)

Commitment to the Customer

1. My organization is completely focused on satisfying the customer2. My organization frequently gathers feedback from the customer.3. The feedback gathered by my organization from the customer is

frequently shared with my team.4. My organization’s policies and procedures are customer-centric rather than

organization-centric5. My team clearly understands how our activities contribute to providing the highest

level of customer service.6. The “customer is always right” is a basic belief of my organization.7. Providing the highest-level of customer service is included in my organization’s mission

statement.8. Complaints by our customers are handled by management swiftly and fairly.9. I am empowered to provide the highest level of service to the customer without

seeking management approval.10. Our customers have a high level of satisfaction with our organization’s service and

support.

Commitment to Resolving Conflict

1. I feel confident to actively challenge any team member.2. We genuinely listen to each other.3. My team is respectful toward each other.4. My team has an energetic and creative approach to issues that result in new and better

ideas.5. I feel safe in expressing my opinions openly without fear of retribution.6. The people on my team take responsibility for the results of their work.7. My team understands there will be tension during high-stress periods and they don’t

take it personally.8. My team’s intentions are aligned to a common goal.9. We honor and respect each person’s individual contribution to the whole.10. We offer and accept apologies without hesitation.

Commitment to the Details

1. I feel that I am heard and that my opinions are valued.2. I have all the tools and resources necessary to do my best on a daily basis.3. Management creates an environment where people want to do their best.4. I feel comfortable and valued here.5. I feel I am part of a team and I contribute to the company mission.6. My team understands the importance of completing repetitive tasks with professional

pride.7. My team has a commitment to excellence on a daily basis.8. I have no hesitation in asking for what I need from management to do a better job.9. Our office space is organized, professional and oriented toward excellence.10. My company’s policies and procedures enable me to achieve excellence on a daily

basis.

Notes

20

FIVE STAR TEAMWORK

PREVIEW

21


PREVIEW

Objective:· To provide closure to the program and investigate ways in which concepts

presented in the video can be used in the workplace.

Procedure:Facilitator Tip: Depending on the familiarity of your group with each, youmay chose to have people answer these questions as a group. The otheralternative is to have them record these thoughts privately and ask for avolunteer, but don’t force one.

· Write the following three questions on the flipchart:

1. What was the concept that had the most impact on you and why?

2. What are the five principles?

3. How can you apply what you’ve learned from this video and exercise toyour team?

· When the participants have finished writing, thank them for coming.

Conclusion/Key Take-Aways

1-hourTrackObservationObservationObservationObservationObservationand Discussionand Discussionand Discussionand Discussionand Discussion

MinutesMinutesMinutesMinutesMinutes55555 minutesminutesminutesminutesminutesConclusionConclusionConclusionConclusionConclusionKey TKey TKey TKey TKey Take-ake-ake-ake-ake-awaysawaysawaysawaysaways

Notes

22

FIVE STAR TEAMWORK

PREVIEW

FIVE STAR TEAMWORK

23

FacilitatorGuide

PREVIEW

FFFFFOUROUROUROUROUR-----HOURHOURHOURHOURHOUR V V V V VIDEOIDEOIDEOIDEOIDEO O O O O OBSERVBSERVBSERVBSERVBSERVAAAAATIONTIONTIONTIONTION ANDANDANDANDAND

DDDDDISCUSSIONISCUSSIONISCUSSIONISCUSSIONISCUSSION

FIVE STAR TEAMWORK

AgendaMinutes Description...............................................Page

5 Welcome and Intro..............................................2520 Video Viewing and10 Discussion about Video............................2515 Commitment to Each Other....................2720 Trust Building Exercise...........................3115 Commitment to the Mission....................3320 Mission Awareness Exercise....................3715 Commitment to the Customer................3920 What if? Exercise....................................4315 Commitment to Resolving Conflict........4520 Conflict Exercise......................................4915 Commitment to the Details.....................5120 Detail Exercise..........................................5510 Closing/Key Take-Aways.........................55220 Total minutes or 3 hrs, 45 minutes

Allow a 15 minute break at your discretion

Notes

24

FIVE STAR TEAMWORK

PREVIEW

25


PREVIEW

4-hourTrack

Minutes5 minutesIntroduction20 minutesVideoViewing10 Instructions

Objective:· To introduce the Five Star Teamwork video.

Procedure:

· Introduce yourself (if necessary).

· Prepare the room as outlined on page 7 of this guide.

· Welcome participants as they enter.Review schedule and ground rules. The program is 4 hours,inclusive of a 15-minute break at your discretion as to when to break.

· Cue up Power Point Presentation to slide 1, you will be advancing the power point presentationthroughout the program.

· Suggested Statement: “Today we’re going to be watching a delightful video about the team at theFour Seasons Restaurant in NYC. This team has remained one of the best restaurants in the world forover 40 years. We’re going to look at how they do this by listening to the people that actually do thework. There are no experts, no actors and nothing is contrived. So let’s turn to the show and get toknow our cast of real-life characters who live by a set of principles that enables them to be the best,day after day, year after year. “

“When the video is finished we will each rank our team on each of the Five Principles shown in thevideo as to how many Stars we think we have in each catetgory. 5 being the best. Additionally, we willbe doing one or more exercises of varying kinds per principle.”

Welcome and Introduction

26

FIVE STAR TEAMWORK

PREVIEW

Opening narration:Learning from the best is a time-honored tradition. And the Four Seasons Restaurant in New YorkCity has been the best for over 40 years.

The success of the Four Seasons restaurant is the result of a careful team strategy that relies on aunique set of principles.

Learning how the 4 Seasons does what it does on a daily basis, and how you can adapt it to yourteam is what this video is all about. Welcome to the world of Five Star Teamwork.

TriDeep: Twice a day it’s showtime at the Four Seasons. Once at lunch and once at dinner.Waiter: We can be doing three parties in our three rooms. Another 250 covers in the pool roomand another 100 covers in the grill. And we’re serving 700 people on a Saturday evening andeveryone is taken care of. It’s pretty amazing.

Commitment to Each OtherUnique to the Four Seasons team is commitment to each other — to back each other up, to pinch hitwhen someone needs help. Then, secure in the knowledge that they are supported by each other,they can move forward to provide unequaled service to their customers.

Alex: We spend so much waking time together that we are part of one large family.

Karen: This place, from upper management down, goes above and beyond the call of duty to helppeople out. To have that sort of response from the people that you work for, how can you not feelloyal to them. They helped you, they were there for you. if you have staff that are working for youfor so many years, you need to know them and not just know them as workers but know them aspeople. And you can make a difference.Pastry Chef: We get along. We’re a team. We’re a family basically. I think that’s very veryimportant.

Bartender: You have the brass. You have the wind. You have the salsa salsa. And we all seem toplay very well together. In fact we have, surviving these past 43 years.

Purchasing agent: We have all kinds here. We have all kinds.

Sous Chef: It’s a lot of hard work a lot of hours, we spend more time with these guys that we dowith our own families sometimes. Weeks on end we’re here like about 60 hours a week.

Alex: Somehow it works out that when one of us is low in energy or not 100% there is someone elsethat is 110% or 120% in energy that can pinch hit for me that particular day as long as I’m willing todo that the next day or the day after for them.

Christian: It’s a group that makes it. Everybody brings something to the table so it works.

Alex: We are committed to ourselves what’s unique about our mission statement is the essence,and the essence is that we need to take care of each other here so that we can be there for thecustomer out there.

VIDEO TRANSCRIPT

27


PREVIEW

Commitment to Each Other

“We need to take care of each other here so that

we can be there for the customer out there.” Alex

Objective:

· The purpose of this exercise is to rank your team by determin-ing how many stars you would assign them in this category

Procedure:

· Distribute the handout for the Commitment to Each other and instructparticipants to complete the ranking. Provide an example of ranking on afive point scale if necessary.

· Ask a participant to score the results on a flipchart

· Lead a discussion after the results are revealed

Encourage participants to take notes on key learning points during the video.

· When the video is over, distribute the participants to Commitment to EachOther Five Star Ranking Handout and ask them to rank the team on aFive Star scale. Inform them that their responses are confidentialand the score will be an aggregate score and not individually ana-lyzed, encouraging them to be as honest as they can.

· Ask a participant to average all the scores and record the group’s responseson the flipchart.

·

4-hourTrack

Minutes15 minutesCommitment toEach Other

28

FIVE STAR TEAMWORK

PREVIEW

Instruct participants to rank the following questions on a “five star” scale. Five being thebest or highest. These are true or false statements. Provide an example of the scoring ona five point scale if necessary.

• You will get one ranking for each of the five principles, not 10 differentrankings for each of the five principles. The scoring is averaged. See theparticipant handout for details.

• Allow ten minutes for the ranking.• Ask a volunteer participant to score the responses and record them on a

flipchart. Allow ten minutes. If you have a large group, divide into teams offive and ask for a combined total from each group and then have a participant record this on the flipchart.

• Ask for comments from the group regarding each ranking. Allow as muchtime as you have available.

Commitment to Each Other

1. I feel supported by my team.2. I feel supported by my department.3. I feel supported by my organization.4. My team members are completely committed to the goals of our team.5. The communication among team is open and unguarded.6. Team members quickly and genuinely apologize to one another when they say or

do something that is damaging to the team.7. Team members are free to openly admit their mistakes.8. I am comfortable that my team will “pinch hit” for me when I’m not 100%.9. The interactions among my team are free of turf battles, rivalries,

favoritism and personality clashes.10. My team has sufficient resources such as people, tools, budgets, etc., to achieve

our goals.

Notes

29

FIVE STAR TEAMWORK

PREVIEW

Notes

30

FIVE STAR TEAMWORK

PREVIEW

31


PREVIEW

Objective: To build trust among team members, an essential compo-nent of a high-functioning cohesive team.

Procedure:

Break the group into teams of three or four. The groups do not necessarilyhave to be seated together. Suggestion: just start at one side and count offgroups of three or four. Use your judgment regarding size and configuration ofgroups.

Suggested statement: “We are now going to turn to a fun exercise that willexplore our level of trust and respect for one another. Trust lies at the heart ofa high-functioning team. Without trust, achieving team goals is all but impos-sible.”

“Pull out a blank piece of paper for each person in your group.”

“You will now spend 15-minutes writing five positive statements about thingsyou admire or appreciate about each member in your group, on a differentsheet for each person. Sign your name. When finished give the list to eachperson. “

Facilitator: After each person has had a chance to review the lists, ask ifanyone wishes to share the comments that their fellow team members madeabout them.

20 minutesTrust BuildingExercise

4-hourTrack

Trust Building Exercise

32

FIVE STAR TEAMWORK

PREVIEW

Commitment to the MissionWhat sets the Four Seasons apart from other organizations is that all team members are committedto the mission. They believe it — and are determined to live it, day in and day out.

Christian: It’s all about being the best to produce the best.

Alex: Our mission is to be the best restaurant in the world through our commitment to ourcustomers and ourselves.

Christian: give the customer the best, the best food the best service the best attention and it hasto be day in day out.

Julian: We’re the best because we really believe that the product we are delivering is the bestproduct out there.

TriDeep: We want to be the best restaurant in NY or in the country for that matter.

Video Transcript

33


PREVIEW


Objective:

· The purpose of this exercise is to rank your team by determining howmany stars you would assign them in this category

Procedure:

· Distribute Commitment to the Mission Ranking handout and instruct participantsto rank their team on a five star scale. Provide an example of scoring on a fivepoint scale if necessary.

· Ask a participant to score the results on a flipchart.

· Encourage participants to take notes on key learning points during the video.

· Lead a discussion after the results are revealed.

4-hourTrackModule Two

Minutes

15: Knowledge ofteam or organizationalmission Ranking

“We’re the best because we really believe that the product we are deliver-ing is the best product out there.” Julian

When the video is over,distribute to the participants the Commitment to theMission Five Star Ranking handout and ask them to rank the team on aFive Star scale. Inform them that their responses are confidential andthe score will be an aggregate score and not individually analyzed,encouraging them to be as honest as they can.


34

FIVE STAR TEAMWORK

PREVIEW


Instruct participants rank the following questions on a “five star” scale. Fivebeing the best or highest. These are true or false statements. Demonstrate afive point scale ranking if necessary.

• You will get one ranking for each of the five principles, not 10 differentrankings for each of the five principles. The scoring is averaged.See the participant handout for details.

• Allow ten minutes for the ranking.• Ask a volunteer participant to score the responses and record them on a

flipchart. Allow ten minutes. If you have a large group, divide intoteams of five and ask for a combined total from each group and then havea participant record this on theflipchart.

• Ask for comments from the group regarding each ranking. Allow as muchtime as you have available.


1. I understand the mission of my organization.2. I feel management communicates the overall mission to my team.3. The goals of my team are clearly understood by all team members.4. My daily tasks and activities support the goals of the team.5. The goals of my team are achievable.6. The measures used to track our goals are visible and accessible to

everyone.7. Our team’s systems and processes are aligned to the goals of our

unit.8. I understand the reasons for the goals of my organization.9. I clearly understand the reasons for the goals of my team.10. I feel that my organization recognizes individual contribution to the

mission.

Notes

35

FIVE STAR TEAMWORK

PREVIEW

Notes

36

FIVE STAR TEAMWORK

PREVIEW

37


PREVIEW

Objective: to determine team awareness of theorganization’s mission and how team goalssupport that mission.

Procedure:

• Ask participants to get a packet of post-it notes (large)• Instruct them to write the organization’s mission on a post-it, using as

many as there are mission statements.• On other post-it notes they will write their team goals, as many as they

have.• They may not confer with each other.• Give them five minutes for the exercise.

When the group is finished, write the actual mission of your organization on a flipchart. Ask for each person to state what they wrote as the mission of the organi-zation by passing a post-it forward. A likely outcome is that the team will not beaware of the organization’s mission. Conduct an open discussion as to why thisis the case.

On the top of another flip chart write “team goals” and ask for post-it notes onthe team goals.

Conduct an open discussion by addressing each team goal and asking the groupif they feel it is in support of the company mission statement. Allow 15-minutesor as much time as you have available.

In the case of a complete miss on goal awareness, conduct a discussion andaddress this in an action plan at the end of the session.

Facilitator tip: This exercise assumes that the organization has a stated mis-sion statement. If it does not, adjust this exercise to get input regarding whatthe team feels the mission is. Feed that information to upper management assuggestions for a mission statement. As you are aware, mission statementdevelopment is a lengthy and sometimes difficult process. There is not timealloted in this exercise to accomplish this goal in a substantive way.

4-hourTrackModule TwoMission/Goal Awareness Exercise

20 minutesMission Aware-ness

38

FIVE STAR TEAMWORK

PREVIEW

Commitment to the CustomerEvery Four Seasons team member believes and breathes the concept that the customer is always right and takesactions to support that belief. They know that without the customer there is no organization. Every department, everydecision is measured against the impact on the customer.

Julian: If anyone wants to learn about any business at all talk to your customer first. Once you know what’s insidetheir heart and they are talking a true honest opinion you will find out exactly what you need to be successful or not.Purchasing Agent: Satisfy the customer that’s our main goal. And I’m sure that why the Four Seasons has been heresome 43 years.TriDeep: I have been here 13 years and the most fun part of my job is the customer.Karen: You develop a relationship with your clientele, especially the clientele that come here on a regular basis. Ihave a customer who likes to keep his reading glasses here, it’s not his home but in a way it is.Christian: Many times the waiter or the captain will come in with a request of something crazy that we don’t have andyou get a little bit ‘come on get lost’ but we then we try to solve the problem. I mean the paying customer is alwaysright anyway.Karen: we all have to do one step more and I think that’s what makes the difference and why people come back hereall the time.TriDeep: 11:45 we do a meeting. I will tell everyone who’s coming in, where they’re sitting. And most of them knowby now their habits. And then when they come in and the gentleman orders his lunch, without him elaborating, I justknow exactly how he likes his fish and that’s how he’ll get it.Julian: I’m a believer that the customer is always right. And In America today, believe it or not, the customer isbeginning to be questioned. Maybe he’s not right. Maybe the staff is right more than the customer. I don’t go for thatline. You know why I don’t go for that line? It’s because of the fact that when you and I go out to a restaurant, wewant to be right. I think we have the absolute right to be right, because it’s our money. It’s not their money. And I’msick and tired of these people trying to get excuses after excuses. Just trying to prove to themselves that it is alwayssomething else to be blamed for. It’s enough of that.

Christian: The customer is always right. Even sometimes when they are wrong; we make sure they are right. Andthey feel comfortable and come back again.Julian: To be of service to others, it’s a big job and it’s a big job because you constantly have to say yes.Karen: People who come here expect a lot. It’s the history behind the restaurant, the image behind the restaurant,and also the pricing. They expect a lot so it’s our duty to do everything in our power to make that work. Inevitably,when you serve this many people there’s going to be a customer or two that’s unhappy about something. We’rehuman. This place is famous for saying you know what we ruined that dinner and we made a mistake, but please youcome back here as our guest and let us show you what we can really do. We just don’t’ call them back and say I’msorry. It may cost the house a little more money but what you’ve done for the customer is made a memorableexperience. From that action alone this place has gained loyal loyal customers.Julian: Whenever you have a moment, you have the chance the improve people’s lives. Just make the effort, justtake the extra mile, the extra minute.Alex: It really helps to make the deepest possible connection with the customer because that motivates me to bethere for him or her. We do their family functions, weddings, barmitzahs, their anniversaries, but the closer we workwith them the more motivated I am because they become an extended family.Christian: I have a lot of customers that I know personally and I go and say hello to them.Sous Chef: We have regular customers which only want certain things and they want it every day the same way andwe’re just in tune to it, so we have it already prepped.Christian: And the fun part is when you see a dining room full of people and all are happy and you see them laugh andsmile and they say thank you chef that great, it makes you feel great.Julian: We want to make people happy. We want you to come back to the Four Seasons. The bottom line is, that’sour customer. Those are the people that are paying our bills.

Video Transcript

39


PREVIEW


Objective:

· The purpose of this exercise is to rank your team by determining howmany stars you would give them in this category.

Procedure:

· Distribute the Commitment to the Customer Ranking handout and in-struct participants to score their team on a five point scale.



4-hourTrack

Minutes15 Commitmentto the Customer

“The customer is always right. Even sometimes when they are wrong; we make surethey are right. And they feel comfortable and come back again.” Christian

Encourage participants to take notes on key learning points during the video.

· When the video is over, distribute the Commitment to the Customer FiveStar Ranking Handout to the participants and ask them to rank the teamon a Five Star scale. Inform them that their responses are confidentialand the score will be an aggregate score and not individually ana-lyzed, encouraging them to be as honest as they can.


40

FIVE STAR TEAMWORK

PREVIEW


Instruct participants rank the following questions on a “five star” scale. Fivebeing the best or highest. These are true or false statements. Demonstratea five point scale ranking if necessary.

• You will get one ranking for each of the five principles, not 10 differentrankings for each of the five principles. The scoring is averaged.See the participant handout for details.

• Allow ten minutes for the ranking.• Ask a volunteer participant to score the responses and record them on

a flipchart. Allow ten minutes. If you have a large group, divide intoteams of five and ask for a combined total from each group and thenhave a participant record this on the flipchart.

• Ask for comments from the group regarding each ranking. Allow asmuch time as you have available.


1. My organization is completely focused on satisfying the customer.2. My organization frequently gathers feedback from the customer.3. The feedback gathered by my organization from the customer is

frequently shared with my team.4. My organization’s policies and procedures are customer-centric rather

than organization-centric.5. My team clearly understands how our activities contribute to providing

the highest level of customer service.6. The “customer is always right” is a basic belief of my organization.7. Providing the highest-level of customer service is included in my

organization’s mission statement.8. Complaints by our customers are handled by management swiftly and

fairly.9. I am empowered to provide the highest level of service to the

customer without seeking management approval.10. Our customers have a high level of satisfaction with our organization’s

service and support.

Notes

41

FIVE STAR TEAMWORK

PREVIEW

Notes

42

FIVE STAR TEAMWORK

PREVIEW

43


PREVIEW


Commitment to the Customer Exercise

“What if?” ExerciseObjectives:· To brainstorm creative approaches to improving customer service or prod-

uct offerings.

This is a lively and engaging exercise that gets the group on their feet andthinking creatively about solutions or improvements to the service they pro-vide to their organizations. You may explain to the group that the idea behindthe exercise is that sometimes you have to start with unrealistic or exagger-ated ideas in order to stimulate the creative thought process. Subsequently,you often come to ideas for improvement or change that were formerly over-looked.

Procedure:· Give each participant one 3 x 5 inch Post-it pad and dark marking pen.

· On the flipchart, write “What if....”

· Suggested Statement: “Today we’re going to pretend that there are norules, no obstacles, money is no object, and no idea is too crazy. First, I‘dlike you to use your imaginations to finish this sentence on a Post-it® pad,‘What if.”

The only rules are that the finished sentence pertain to your organizationand that you say it aloud as soon as you’ve written it. Please be as realisticor fanciful as you wish. What if Dell sold ice cream bars, for example.What if we gave all our customers a new car? Write the first random ideathat pops into your head on the Post-it® pad. Then say it aloud to thegroup as you walk up and place it on the flipchart.”

· Give the group five minutes to do as many as they like.

· Choose a participant to group the What Ifs. Say: “group these in whateverway looks sensible. Look for similarities. We needn’t be too exacting, butwe should all agree on the groupings.”

· Spend no more than about two minutes grouping them.

· From each group select the What If that is most plausible.

· Say: “Now I’d like you all to help me flesh out this idea. What are some ofthe things that would have to happen in order to realize this What If?”

· Have a participant write the group’s ideas on the flipchart.

· Take one idea from each group of What Ifs. Do more as time permits.

20 minutes“What if?

44

FIVE STAR TEAMWORK

PREVIEW

Commitment to Resolving ConflictExcellence is not easily achieved. It is even more difficult to maintain over the long haul.Successful teams must know how to confront and resolve conflict in a way that allows them tocontinue to work together as a team. This is especially true in the pressure cooker atmosphere ofThe Four Seasons.Karen: When it’s been a very busy stressful night, and everyone is trying to get their job done it’slike madness at certain points and we get all this work out of this madness.Christian: From the reservation, to the waiters, to the men’s room attendant. Everyone isinvolved here to do a good job.Sous chef: Without the teamwork nothing gets done. Everybody has to have the same concept inmind, the same unison or it doesn’t happen so we have items coming out of this side and timingwith items coming out of that side. If they’re not ready and we’re not ready. It doesn’t go out.

Karen: From my point of view what would make any company work as far as teamwork isconcerned is that everyone has to be able to adapt and do a little bit of everyone else’s job. Ican’t go behind the line and cook but I have spent enough time in the kitchen that I understandwhat they need to do when they get 150 people ordering at once and there is a lot of pressure inthe kitchen so I do what I can do to ease their burden.Christian: The chef alone can’t do it. If you have 200 people coming in and eat in one hour, ithas to be the organization that works.Karen: It’s not always smooth, when we’re busy, it’s high stress management, it’s high stress inthe kitchen and it’s high stress on the floor. When you’re trying to please thousands of people aweek you can’t. And if that’s what you’re going for you can’t have a 100% success record, that’sa stressful thing.

Alex: This business requires an enormous amount of energy and it requires a lot of passion so itattracts people that are incredibly passionate and energetic. And they work very long hours and italso requires us to be incredibly nice to customers all day long so that anger portion or the longworking hours they sort of get stuffed and they have to explode and erupt somewhere and whatbetter place than to go to the owner or manager and just unload. And that’s part of my functionis to just be the lightning rod and just absorb some of that energy. And then use it constructively.Christian: Of course there is tension.Karen: It’s not about him or her or me, It’s about we all want to get this done and I have a veryspecific view of how to get this done and he has a very specific view of how to get this done butthe intention is the same.Pastry Chef: Having tension between us wouldn’t be a good thing. It’s very important to have agood bond and definitely to communicate as much as we can.

Alex: To have differences over how to get to a goal is okay. To not reach that goal is not okay.What I encourage the different team members to do is work it out themselves. Because theyhave to show up for each other every day.Karen: I think what makes it work is that when we clash, we challenge each other, and when wechallenge each other we listen to each other. When I have a heated discussion with the chef, hestops and listens to me and I stop and listen to him and maybe we’re upset for a couple ofminutes but by the end of the night, we’ve gotten the job done, we’ve gone beyond what weneeded to do and it’s almost like a deeper connection because we’re not just civil and superficialwith each other.Alex: The chef cares about the quality of the food. How he can serve all the customers at thehighest possible quality level. So he sees it in one way and the person in the dining room seeshow the customer requires it and tries to accommodate how the customer wants it the best wayfrom his or her perspective. So you have two people that care about the customer but they don’tnecessarily see each other’s viewpoint right at that point. Everyone in our team sees it a littledifferently and that’s what causes the friction. If we all take all this passion and we channel ittogether, going in the same direction, that’s the alchemy and that’s using it in a good way.

Video Transcript

45


PREVIEW


“It’s not about him or her or me. It’s about we all want to get this doneand I have a very specific view of how to get this done and he has avery specific view of how to get this done but the intention is thesame.” Karen

Objective:

· The purpose of this exercise is to rank your team by determining how manystars you would give them in this category.

Procedure:

· Distribute the handout for Commitment to Resolving Conflict Ranking andinstruct participants to score their team on a five star scale.




· When the video is over, direct the participants to the Commitment to Re-solving Conflict Five Star Ranking handout and ask them to rank theteam on a Five Star scale. Inform them that their responses are confi-dential and the score will be an aggregate score and not individuallyanalyzed, encouraging them to be as honest as they can.


4-hourTrack

Minutes

15 minutesCommitment toResolvingConflict

46

FIVE STAR TEAMWORK

PREVIEW


Instruct participants rank the following questions on a “five star” scale. Five being the best or high-est. These are true or false statements. Demonstrate a five point scale ranking if necessary.

• You will get one ranking for each of the five principles, not 10 different rankings for each of thefive principles. The scoring is averaged. See the participant handout for details.

• Allow ten minutes for the ranking.• Ask a volunteer participant to score the responses and record them on a flipchart. Allow ten

minutes. If you have a large group, divide into teams of five and ask for a combined total fromeach group and then have a participant record this on the flipchart.

• Ask for comments from the group regarding each ranking. Allow as much time as you have available.


1. I feel confident to actively challenge any team member.2. We genuinely listen to each other.3. My team is respectful toward each other.4. My team has an energetic and creative approach to issues that result in new and better ideas.5. I feel safe in expressing my opinions openly without fear of retribution.6. The people on my team take responsibility for the results of their work.7. My team understands there will be tension during high-stress periods and they don’t take it

personally.8. My team’s intentions are aligned to a common goal.9. We honor and respect each person’s individual contribution to the whole.10. We offer and accept apologies without hesitation.

Notes

47

FIVE STAR TEAMWORK

PREVIEW

Notes

48

FIVE STAR TEAMWORK

PREVIEW

49


PREVIEW


Commitment to Resolving Conflict Exercise

Objective: to create awareness of some conflict resolu-tion techniques, acknowledging that conflict is a part oflife.

Procedure:Suggested statement: “Unless you’re living on a desert island, you willcome in contact with people. Some will make you happy and others maycause you grief. There is no such thing as eliminating conflict, we can onlylearn to handle it better and understand that how conflict makes us feel, isentirely our choice. It’s not really possible to deal completely with thesubject of handling conflict better in the time we have here today. See meafter the session if you would like more information on conflict resolutionskills.”

Write on a flip chart from the ideas below, one at a time, and ask someonein the group to tell you what they think it means:

Opponent or Partners?you are trying to elicit that the people with whom you work all have a com-mon goal, keep that in mind as you debate an issue.

Problems or Challenges?you are trying to elicit that one should consciously chose to see what can bedone, rather than staying in how terrible it all is.

Actively Listen:You are trying to elicit the group’s understanding of listening skills. Suspendyour agenda, feedback what you understand the person is saying, and Seekfirst to understand not to be understood.

The “I”s have it.You are trying to elicit the response that in order to avoid escalating aconflict do not use the term “you did this” or “you’re the one.” Always use“I” statements. “I feel that we should” “I see it this way.” “I respect youropinion may we consider this idea for a minute?”

ReframeYou are trying to elicit the understanding of this powerful conflict resolutiontechnique. Get the group to provide you further exaxmples after you dem-onstrate the following: For example: the response to:“We can’t do that” “What would happen if we did”“It’s too expensive” “Compared to what”“We tried that already” “What was the result?”“it will never work” “What would it take to make it work”

End with this thought:

20 minutesConflict Exercise

Just as we are unique and special, so are other people. We all have distinctiveviewpoints that may be equally valid from where we stand. Each person’s viewpointmakes a contribution to the whole and requires consideration and respect in order toform a complete solution. This wider view can open our eyes to many more possibilities.

50

FIVE STAR TEAMWORK

PREVIEW

And the final ingredient….Commitment to the details

Much of the work at the Four Seasons, as elsewhere, is comprised of repetitive tasks that need to beaccomplished day in and day out. The team at the Four Seasons understands the importance ofcompleting these tasks with professional pride and a commitment to excellence.

Pastry Chef: Basically we’re trying to be the best all time. And we’re doing it on a daily basis,we’re serving people daily, we have to be here daily, we’re baking stuff daily. We cannot say we’regoing to take care of it tomorrow, we cannot say we’re going to take care of it next week. And that’sprobably the biggest difference I believe. It’s on a daily basis, you have to be here every day.Karen: In this restaurant you have people who have worked here for many many years.Pastry Chef: We’ve been working together for over ten years.Shellfish Man: They take care of us here, that’s why I’m here 20 years.Christian: I’m here now since 1974. The hardest part is to repeat the job, day after day, year afteryear, and always be the best. You can never let down for a minute, because if one customer isunhappy that’s enough.Karen: Each person has to feel that they want to excel personally. They need to be the best thatthey are and somehow shine in some way.Purchasing Manager: I take a cab I take a subway, I do what I have to do, if it’s here in thecountry, you’ll get it, one way or the other I’ll get it for you. Starting with my department thatbrings in the food, I try to get it perfect, the chef tries to cook it perfect, make a perfect meal andthe management will take it to the customer and make them feel special. And so far I think we’redoing good.Karen: If you have that intention that you want to do the best that you want to do then everyonecan work well together.Alex: It is my job to create an environment where people want to do their best and are able to dotheir best. The fact that they want to do their best, it is essential that they feel comfortable here,that they feel valued, that they feel heard that they’re part of team and that they contribute to thecompany mission.Kitchen Staff Worker: The management here is excellente, they treat you like kings.Julian: It’s very difficult to be in business all this time, very difficult to be in business this long.But because we have consistency we have tremendous people that care about the customer, that’sbasically the essence and success of the Four Seasons Restaurant. That’s all.

Video Script Transcript

51


PREVIEW

“We cannot say we’re going to take care of it tomorrow, we cannot saywe’re going to take care of it next week. And that’s probably the big-gest difference, I believe. It’s on a daily basis, you have to be hereevery day.” Pastry Chef

Objective:

· The purpose of this exercise is to rank your team by determining how manystars you would give them in this category

Procedure:

· Distribute the Commitment to the Details Ranking handout and instruct par-ticipants to complete the ranking, scoring their team on a five point scale.




· When the video is over, distribute to the participants the Commitment to theDetails Five Star Ranking Handout and ask them to rank the team on a FiveStar scale. Inform them that their responses are confidential and thescore will be an aggregate score and not individually analyzed, en-couraging them to be as honest as they can.

· Ask a participant to average the scores and record the group’s responses onthe flipchart.

4-hourTrack

15 minutesCommitment tothe Details


52

FIVE STAR TEAMWORK

PREVIEW


Instruct participants rank the following questions on a “five star” scale. Five being the best or high-est. These are true or false statements. Demonstrate a five point scale ranking if necessary.

• You will get one ranking for each of the five principles, not 10 different rankings for each of thefive principles. The scoring is averaged. See the participant handout for details.

• Allow ten minutes for the ranking.• Ask a volunteer participant to score the responses and record them on a flipchart. Allow ten

minutes. If you have a large group, divide into teams of five and ask for a combined total fromeach group and then have a participant record this on the flipchart.

• Ask for comments from the group regarding each ranking. Allow as much time as you have available.


1. I feel that I am heard and that my opinions are valued.2. I have all the tools and resources necessary to do my best on a daily basis.3. Management creates an environment where people want to do their best.4. I feel comfortable and valued here.5. I feel I am part of a team and I contribute to the company mission.6. My team understands the importance of completing repetitive tasks with professional pride.7. My team has a commitment to excellence on a daily basis.8. I have no hesitation in asking for what I need from management to do a better job.9. Our office space is organized, professional and oriented toward excellence.10. My companies’ policies and procedures enable me to achieve excellence on a daily basis.

Notes

53

FIVE STAR TEAMWORK

PREVIEW

Notes

54

FIVE STAR TEAMWORK

PREVIEW

55


PREVIEW


Commitment to the Details & Closing Exercises

Fast Networking

Objectives:

• To quantify all the daily details necessary to create• excellence on a macro level.• To identify the details that need improvement• To reflect on what they have learned during the session

and what you will apply on the job.

PROCEDURE

• Divide the group in half. Have the groups move to separate areas inthe room.

• On the top of one flipchart write, “The Daily Details.”

• Instruct one group to randomly walk up to anyone in the other groupand ask “name a detail that needs to be attended to daily/weekly thatis important to the overall performance of our team.” Record thisanswer on a post-it or a legal pad.

• Instruct the other group to answer the question but to never give thesame answer twice.

• Reverse the teams and repeat.

• Recall the groups and ask them to process the data on the flipcharts atthe front of the room.

• Identify the top five details that need attention and improvement.

20 minutesFast Net-workingDetails

When the group has completed the identification of five details, distribute theAction Plan handouts. They will now spend five minutes reflecting on the learn-ing and making a personal action plan for improvement.

Thank the group for coming.

Notes

56

FIVE STAR TEAMWORK

PREVIEW

Oh, What a Beautiful Mornin’

Music by Richard Rodgers, lyric by Oscar Hammerstein IICopyright © 1943 by Williamson MusicCopyright Renewed.International Copyright SecuredALL RIGHTS RESERVED.

There’s a bright golden haze on the meadow,There’s a bright golden haze on the meadow,The corn is as high as an elephant’s eye,An’ it looks like its climbin’ clear up to the sky.

Chorus:Oh what a beautiful morning,Oh what a beautiful day,I’ve got a wonderful feeling,Everything’s going my way.

Repeat chorus

All the cattle are standing like statues,All the cattle are standing like statues,They don’t turn their heads as they see me ride by.But a little brown mav’rick is winking her eye.

Repeat chorus

All the sounds of the earth are like music,All the sounds of the earth are like music,The breeze’ s so busy it don’t miss a tree,And an ol’ Weepin’ Willer is laughin’ at me.

Repeat chorus

Workplace Publishing offers a range of video trainingpackages, books, simulations, and other resources. Thevideo training packages include a comprehensive half-day program designed to be delivered by the experiencedand inexperienced training professional manager. Weoffer a complimentary review of our video training pro-grams.

MISSION STATEMENT

We believe that the productivity and growth of a humanbeing in the workplace is an art, not a science. It is ourcompany’s mission to produce and distribute productsthat enable the progressive organization to create a cul-ture where all may thrive and achieve their personal andprofessional potential.

Workplace Publishing, LLC2890 Pio Pico Dr., Suite 102

Carlsbad, CA. 92008800-344-0451

www.workplacepublishing.com

PREVIEW VERSION - TrainingABC

Documents

Transcript of PREVIEW VERSION - TrainingABC