Copyright © 2018 Pascha Moore Kelley, Performance Publishing Group - McKinney, TX
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ISBN: 978-1-946629-26-5 (print)
ISBN: 978-1-946629-32-6 (ebook)
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DEDICATION
To my husband, Mike Kelley, who has supported me on my journey from the corporate world to living my God-given purpose as a speaker and writer.
Thank you for believing in me!
IN LOVING MEMORY OF DR. JEAN A. KELLEY
1930 - 2018
I’M PROUD TO CALL THIS inspirational woman my mother-in-law. Jean was the granddaughter of immigrants from Eastern Europe, whose family primarily worked in the toxic coal mines and factories in the Northeast. She suffered her first tragedy at two years old when her father was burned to death in a house fire. Her mother remarried two more times to good men, but both father figures died of health problems. Probably the most heartbreaking tragedy for Jean was the death of her nine-year old sister of leukemia.
Jean used the tragedy of her youth to propel her into a career in healthcare where she made significant contributions. After serving as a nurse in the Korean War, she obtained several degrees including her doctorate. Jean joined the faculty at the University of Alabama at Birmingham School of Nursing (UABSON) where she committed her entire career to the growth and development of nursing leaders. Jean spent the last 19 years at UABSON as Associate Dean for Graduate Programs. Even in her 80’s, she was still contributing to her beloved University as a consultant.
Jean is known as a pioneer in the advancement of graduate nursing education. She helped found UABSONs first doctoral nursing program, which was also the first in the Southeast and one of twelve nationwide. She was inducted in the Alabama Healthcare Hall of Fame and has received numerous other awards for her work. Personally, I think one of her greatest rewards was the tremendous love and friendship that she shared with her former students and colleagues. Jean has left a rich legacy in both healthcare and in the lives of the people who knew her. She truly embodied the qualities of a Magnetic Leader.
ACKNOWLEDGEMENT
I MUST FIRST AND FOREMOST give the credit for this book to God. As someone who could barely write a thank-you note years ago, I would have never thought that I could be an author. I’m an analytical-numbers person after all. However, when God calls us to do something, He provides everything we need to do it. That is certainly the case for me in writing this book.
I want to thank my parents, Lex and Janet Moore, for giving me a strong work ethic, Christian values, and a moral base. Also, for paying for my college education. Now that I have kids in college, I have a whole new appreciation for what you gave me. College was a lot more fun when you were paying the bills! I appreciate your love and support through all of the stages of my life. I’m sure that you frequently wondered, “What is she up to now?” And you loved me anyway.
I want to recognize my children Madeline and Jacob, who were such a part of my corporate journey, and who did not have a “normal” mom growing up. While I desperately wanted to be a stay-at-home mom, I was simply horrible at it. Now, I can see that God had a purpose in how He made me. A lack of domestic skills was not simply an oversight on His part. You both are uniquely made, and I pray that you will find the joy of fulfilling God’s purpose for your lives. Maddie and Jacob, you haven’t always had it easy, and I’m so proud of the young adults that you are becoming!
Thank you to Martha Donze, who was my manager for almost 17 years. You taught me most of what I know about HR, and a lot about life. You also taught—no, demanded—that I learn how to write. Through much red ink and your persistence over many years, I actually got pretty good at writing. I couldn’t have written this book without you!
FOREWORD
AS A BOY, I WAS fascinated with magnets. I had several toys that used magnets and metal shapes to build interesting designs. I learned that you could get several small magnets together and their power would really add up. A few times, I played with larger magnets that were used for commercial purposes - and you really had to be careful with them!
In the business world, I learned that individuals and companies can be magnetic as well. Of course, a magnetic company is only that way because of its people. Here is the reality. Magnetic companies happen by design. A magnetic leader gets a vision and then designs a plan that will create a world-class organization - which always revolves around its people and the culture.
Pascha Kelley is a magnetic leader who has the gift of inspiring and equipping magnetic leaders to develop themselves and their organizations to their full potential. As you read The Magnetic Advantage, you will understand why we are so proud at Ziglar to have Pascha as one of our Ziglar Legacy Certified speakers and trainers. Get your pen and action planner out as you read, because creating the magnetic company you want is only a few pages away!
—Tom Ziglar
Proud Son of Zig Ziglar and CEO of Ziglar, Inc.
TABLE OF CONTENTS
Introduction
Magnetic Leadership
Chapter 1: The Cornerstone
Chapter 2: The Power of Employee Engagement
Chapter 3: Cost of Employee Turnover
Chapter 4: Characteristics of a Magnetic Leader
Chapter 5: How to Become a Magnetic Leader
Magnetic Culture
Chapter 6: Culture Defined
Chapter 7: How to Create a Magnetic Culture
Chapter 8: Integration into Fabric of the Company
Chapter 9: Hiring Process
Chapter 10: Performance Management
Chapter 11: Compensation and Recognition Programs
Chapter 12: Cultural Symbols
Chapter 13: Social Events
Magnetic Employee Programs
Chapter 14: Maximize Your Return on Investment (ROI)
Chapter 15: Total Rewards Strategy
Chapter 16: How to Build a Total Rewards Strategy
Chapter 17: Compensation
Chapter 18: Benefits
Chapter 19: Work-Life Programs
Chapter 20: Recognition Programs
Chapter 21: Performance Management
Chapter 22: Talent Development
Chapter 23: Total Rewards Communication
Conclusion
Biography
BIBLIOGRAPHY
INTRODUCTION
I HAVE A PASSION FOR helping businesses succeed, because when businesses succeed, people succeed. I love seeing a business owner’s hard work, risk, and dedication pay off in a big way. I grew up in an entrepreneurial family and worked in a start-up company. My husband owns a commercial real estate appraisal company, and we have self-storage businesses as well. Now, I’m a Ziglar Legacy Certified Trainer, and Ziglar is all about helping people succeed in their professional and personal lives.
I am also passionate about making the workplace better, so that employees can find fulfillm
ent in their work, develop friendships, and have fun! Most people spend more waking hours working than doing anything else. Shouldn’t they enjoy it? Honestly, I simply love to work—and I don’t have domestic skills (gasp!), so I’d rather be in my office than in the kitchen. My office is full of family pictures, and my dog and cat are my constant companions. This is bliss for me! While I work from home now, I’m not alone because I’m part of the Ziglar community.
The purpose of this book is to share with you strategies and tactics that I’ve seen work in business. These strategies are low on financial costs and high on financial gain. However, there is cost in time to plan and implement these strategies. Most of all, it takes commitment, integrity, and the ability to truly understand that people are a business’s greatest asset.
So, here is my story.
SMALL-TOWN GIRL
I grew up in an entrepreneurial family in Hamilton, Alabama, a town of approximately 5,000 people. My family owned a clothing manufacturing company, Toll-Gate Garment Company, that my grandfather, Lemuel Moore, built in the 1950s. I grew up hearing the stories of struggle and sacrifice that it took to build that company. In a way similar to Zig Ziglar, my grandfather grew up during the Great Depression in Mississippi, so he started from nothing and built a thriving business.
My dad, Lex Moore, started working at five years old, cleaning offices and restrooms in the company at night, and he grew up doing all kinds of jobs in the company. My grandfather eventually turned the company over to my dad and uncle, Bob Moore.
Growing up, I saw that company’s successes and setbacks, and the emotions that went with it. For the most part, while I was growing up Toll-Gate thrived. After NAFTA was passed, the company simply could not compete with foreign labor. Like many other manufacturing companies in the U.S., our company had to close its doors.
I was in my twenties and had my own career by the time Toll-Gate closed. But, the closing of the family business hit me hard, and I think it is one reason why I feel so passionate about helping business owners succeed. I know that behind businesses, there are people and families who rely upon those companies to survive.
The closing of the family business also taught me that no business or job is guaranteed. Things can change in an instant with one stroke of a government pen. So, I learned to have multiple streams of income. Fortunately, I inherited my grandfather’s entrepreneurial spirit and love for investing.
It was my dad who taught me how to be a good leader and manager of people. I’ve seen him manage Toll-Gate during the day and another family business at night because a manager suddenly left. I’ve also witnessed him talking to clients in New York one minute and working under a broken machine the next. This taught me that being a business owner doesn’t mean sitting in a plush office reaping the rewards. It means that you’ve got to roll up your sleeves and make sure the work gets done.
My dad also demonstrated a genuine care for his employees and their families. His employees seemed to adore him, and the company had a high retention rate. My dad is the person who introduced me to employee recognition—in words and gifts. I think that it just came naturally to him.
My family was also very involved in church and the community, so I learned from this the importance of working hard in more than just business. It is important to give back to the community and to serve in church. In fact, both of my brothers, Tracy and Slate Moore, are preachers. My family gave me a good spiritual base and values that serve as a strong foundation for my life.
For the most part, I grew up as a small-town princess enjoying the benefits of my family’s hard work. (My husband thinks that I’ve still got a bit too much of the “princess” left in me.) I went to the University of Alabama and majored in finance. When I graduated, I moved to Birmingham, Alabama, to pursue my career.
THE START-UP COMPANY
After a few years of finding out what I was not good at, I landed at Scandipharm, Inc.,1 a start-up pharmaceutical company. While I had reaped the benefits of my family’s businesses, it was now time for me to roll up my sleeves and go to work. The founder of Scandipharm, Charlie Wingett, was an amazing visionary who believed in the Jim Collins method of building a company. He used Jim Collins’ book Built to Last to build the company’s rich culture.
While Scandipharm wasn’t my personal company, I had the heart of an entrepreneur and wanted to see this company succeed. What I found was that as the company grew, so did I – in knowledge and wisdom.
The corporate culture was truly the secret sauce that made this company successful. I worked in Human Resources and saw people come to work there for less money than they could make with a big pharma company. Why? Because of the culture. People stayed and were motivated by the rich culture that existed at Scandipharm. Even as the company grew, was sold, merged, upsized, and downsized, remnants of the original culture remained.
While Scandipharm’s culture was the glue, there were many other tools used to fight our way out of the pit in the pharmaceutical world. We were up against companies with much deeper pockets and greater resources. To play with the big guys, we had to be creative, resourceful, and determined. Because we were small, one advantage we had was being wiry and able to change directions quickly, so this was a fast-moving and constantly changing company. It was the perfect place for me to thrive! I loved the change, the pace, and the challenge.
After a total of twenty years with the company, the Birmingham office was closed due to an acquisition, and I lost my job. However, I knew at that time that God was preparing me for something much greater. After three years of working with my husband in our family businesses, I had the opportunity to become a Ziglar Legacy Certified Trainer. This was my dream, and I knew this job was what God had been preparing me for.
MY DREAM JOB
I’m not sure when I started learning from Zig Ziglar. It seems like I’ve always known of him and his messages. I’ve listened to the Ziglar podcast, one of the top-rated business podcasts, for years. Zig’s messages really resonate with me. Zig died in 2012, but his family and company are determined to share his messages of hope and encouragement with even more people. Let’s face it, the world needs these messages now more than ever.
I’m so excited that I get to be part of Zig Ziglar’s legacy and continue to learn from the Ziglar community. This gives me even more business training and communication skills. Also, through the Ziglar company, I’m exposed to amazing thought leaders and learning materials on a continuous basis.
Combining Ziglar principles with my corporate experience and research, I created a powerful formula for attracting, retaining and engaging people: The Magnetic Advantage. At the heart of this formula is the Ziglar principle, “You don’t build a business – you build people – and people build the business.”
The Magnetic Advantage formula consists of three primary components: Leadership, Culture and Employee Programs. This book is divided into the following three sections to explain each part of the formula:
Magnetic Leadership - Develop the qualities of a Magnetic Leader. This section explains why employee engagement is so important to a company’s long-term success. I’ve provided studies that reveal the positive impact of having a highly-engaged workforce, and the costs of low engagement. Then, I’ll explain the leadership skills required to create and maintain engagement in your company.
Magnetic Culture - Build the foundation of a great culture and bring it to life. In this section, you’ll learn how to create a culture that will attract, engage, and retain the right people for your company. I’ll explain how to build the foundation for that culture and how to integrate your guiding principles (Vision, Mission, and Core Values) throughout your company.
Magnetic Employee Programs - Create and implement a powerful rewards strategy. This section will teach you how to improve your return on investment in employee programs through a strategy called Total Rewards. You will learn how to build a
Total Rewards strategy as well as a robust employee communication program.
The principles that I lay out in this book are designed to save you money and enhance your workforce. As Jack Welch says, “The team with the best players wins.” Let’s get started creating your winning team!
* * *
1. When I refer to “Scandipharm,” it encompasses later name changes to “Axcan Scandipharm, Inc.”, “Axcan Pharma, Inc.,” and “Aptalis, Inc.” These companies maintained the original core values and other elements of the original company. However, when the company was purchased in 2014 by Forest Laboratories, Inc., who was then purchased by Actavis Pharmaceuticals a few weeks later, the company became part of a much larger organization, and Scandipharm was absorbed into that company’s culture.
MAGNETIC LEADERSHIP
Develop the Qualities
of a Magnetic Leader
CHAPTER 1
The Cornerstone
GREAT LEADERSHIP IS THE CORNERSTONE of The Magnetic Advantage formula. As John Maxwell says, “Everything rises and falls on leadership.” (Maxwell, 2007) A company can’t have a great culture without authentic leadership. This is what determines the strength of the magnetic pull for new employees, and a company’s ability to keep good people.
Magnetic Leaders truly embrace Zig Ziglar’s principle: You don’t build a business – you build people – and people build the business. Truett Cathy, founder of Chick-Fil-A, is an excellent example of a Magnetic Leader. In fact, he said,
“We are not in the chicken business. We are in the people business.”
– TRUETT CATHY (TURNER, 2015)
Truett Cathy recognized the value of putting people first. His policy of closing Chick-Fil-A stores on Sundays is an example of this. Truett believed that everyone needs a day off to rest, to pursue their interests, and spend time with their families. By closing the stores on Sundays, he ensured that all of his employees would have a consistent day off each week. For people working different shifts and ever-changing schedules, having that consistency is priceless! What a gift to his restaurant employees.
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