Blog, culture and engagement | Ambition In Motion

by Garrett Mintz

Sat 10 September 2022

The AIM Insights People Leader Certification is the only management certification that both teaches and evaluates a leader's ability to impact their team over time. The AIM Insights People Leader Certification program is for managers who strive to become elite and grow to more senior roles in their careers.

Some of the core benefits of becoming AIM Insights People Leader Certified:

· Highlight to your senior leadership why you should be promoted

· Show prospective employers why you are a great leader of people

· Compare your leadership score to other leaders

· Evaluate how your leadership is impacting the quantitative output of your team paired with the qualitative sentiment of working for you as a leader

· Distinguish yourself as an incredible people leader from others vying for similar opportunities as you

How does it work?

1. Create an account and add your direct reports to your team

2. AIM Insights prompts your direct reports to complete monthly assessments to better understand their sentiment about the work they are doing and the quantitative tasks they are focused on

3. Managers receive executive coaching every month based on the results shared in the assessment

4. After applying the advice given by the executive coach, managers can observe their team’s improvement in both sentiment and productivity over time

Are there different levels to the AIM Insights People Leader Certification?

Yes. And unlock traditional certifications which certify people based on time and exam completion (typically based on rote memorization), the AIM Insights People Leader Certification levels are determined based on your team’s scores over time.

What does it mean to become Level I Certified?

Timeline: First 6 cycles (typically 6 months) in AIM Insights - can be retried over the next 6 months if unsuccessful

Quantitative

You measured your team's productivity metrics (at least a 75% response rate) consistently over the first 6 months of the certification period - Example: With 4 Direct Reports over 6 months, you should expect 24 responses. You need to have 18 (or more) responses during that first six months to qualify.
Productivity is measured by the percentage of SMART (Specific, Measurable, Attainable, Relevant, and Time-bound) goals set, the percentage of goals relevant to the outcomes you hope to achieve with your team (how your leader determines your team's success), the percentage of high and medium impact goals set compared to low impact goals, and the SMART-Impact Score (the number of SMART goals accomplished weighted by their impact)

Qualitative

You measured your team's sentiment scores consistently over the first 6 months of the certification process
Sentiment scores evaluate your direct reports' perception of their task performance, team cohesion, team productivity, organizational citizenship, engagement, and manager performance

What does it mean to become Level II Certified?

Timeline: First 12 cycles (typically 12 months) in AIM Insights

Quantitative

Your team's productivity metrics are greater than the average manager's scores (specific terms below)
Productivity is measured by the percentage of SMART goals set, the percentage of goals relevant to the outcomes you hope to achieve with your team (how your leader determines your team's success), the percentage of high and medium impact goals set compared to low impact goals, and the SMART-Impact Score (the number of SMART goals accomplished weighted by their impact)

Qualitative

Your team's sentiment scores have increased over the 12-month certification process and are greater than the average manager's scores (specific terms below)
Sentiment scores evaluate your direct reports' perception of their task performance, team cohesion, team productivity, organizational citizenship, engagement, and manager performance

Terms

· 60% of Goals were rated as SMART

· 60% of Goals were rated as relevant to team goals

· 60% of Goals were rated as medium or high impact

· A minimum SMART Impact Score above 25 for each direct report

· An average sentiment score of 75% or higher in all categories or at least 80% in 3 categories

What does it mean to become Level III Certified?

Quantitative

Your team's productivity metrics are far greater than the average manager's scores (specific terms below)
Productivity is measured by the percentage of SMART goals set, the percentage of goals relevant to the outcomes you hope to achieve with your team (how your leader determines your team's success), the percentage of high and medium impact goals set compared to low impact goals, and the SMART-Impact Score (the number of SMART goals accomplished weighted by their impact)

Qualitative

Your team's sentiment scores have increased over the 12-month certification and are on average far greater than the average manager (specific terms below)
Sentiment scores evaluate your direct reports' perception of their task performance, team cohesion, team productivity, organizational citizenship, engagement, and manager performance

Terms

· 75% of Goals were rated as SMART

· 75% of Goals were rated as relevant to team goals

· 75% of Goals were rated as medium or high impact

· A minimum SMART Impact Score above 30 for each direct report

· An average sentiment score of 85% or higher in all categories or at least 90% in 3 categories

How the AIM Insights People Leader Certification Helps You

Ø Understand how your performance as a leader compares to other leaders

Ø Leverage this data (and certification) as a basis for negotiating a bonus, raise, or promotion

Ø Gain insight into why certain team members are performing better than others

Ø Receive executive coaching guidance to help you gain certification

Ø Showcase your certification to prospective employers and on LinkedIn

Ø Distinguish yourself as an incredible people leader from others vying for similar opportunities as you

What are the elements of the AIM Insights People Leader Certification?

Executive Coaching

Receive monthly executive coaching based on your team’s scores so you can adjust your leadership style to best drive your team’s results.

Gap Analysis

Closing the perception gap between what you think of your direct reports and what they think of themselves is critical to helping you understand where you need to create clarity for your direct reports.

Goals Report

Giving you insight into what your direct reports think they need to be focused on can help you alter and adjust your direct reports' paths so your team doesn't waste time via miscommunication.

The goals report also helps you overcome subjectivity and recency bias when reviewing your direct reports because you will have a full understanding of everything your team has been working on over the time period being reviewed.

Org Chart View

Providing you access to skip-level teams down through your organizational unit can help you pinpoint where challenges might be existing and on which specific teams.

Communication Templates

Guiding you with your 1:1s with your direct reports is a core component of AIM Insights and one of the biggest benefits the certification process provides is guiding you on how to have an effective 1:1 and what questions to ask each direct report based on each direct report's circumstances.

Work Orientation

Learn what drives you at work as well as your direct reports so you can better understand your unconscious bias as a leader and craft a leadership strategy based on what drives each of your direct reports.

Frequently Asked Questions

What is the first step to getting started with the AIM Insights People Leader Certification?

Schedule an interview with our team to see if you qualify to become certified.

If you are accepted, you will be prompted to get started using the AIM Insights Tool with your team and begin the certification process.

How do you implement it?

AIM Insights will remind your direct reports every month to complete a survey on your behalf. As their scores come in every month, it will inform us if you are or are not on track to receive your certification - your assigned executive coach will walk you through how to improve your scores every month.

Are there limits to the number of direct reports I can have using the tool?

There are no limits to the number of direct reports using the tool.

Do you offer support?

AIM Insights provides unlimited email executive coaching guidance and monthly coaching videos customized for you from executive coaches

Do I need to re-certify myself after receiving certification?

Yes, every 6 months after certification you will have your team re-assessed and every 3 years you will have to complete a new recertification to stay up to date - or you can keep using the tool on a monthly or quarterly basis.

Can I take the certification again in subsequent years if I want to increase my level?

Yes, you can re-certify as much as you would like to try and boost your scores.

by Malhar Lakshman

Thu 8 September 2022

Handling personnel conflict is an essential part of a manager’s position. Regardless of how strong the company culture is, human challenges are inevitable. Since many team members have different work styles and personalities, there’s always the possibility they will clash. However, proper management of these problems can not only rectify conflict but also set up the workplace to be better equipped for future mitigation.

What is Workplace Conflict?

Workplace Conflict is often defined by CPP Global, or the creators of the Myers-Briggs Test, as “any workplace disagreement that disrupts the flow of work.” CPP also noted that “85% of both individual contributors and leaders agreed they experienced some amount of inevitable conflict at work.” Conflict can manifest itself within the office in quite a few different ways, including some of the following:

· Disagreements or Arguments

· Verbal Abuse

· Personality Clashes

· Bullying

· Difficult Relationships

· Discriminatory Behavior

· Physical Abuse or Harassment

Conflict is damaging in the workplace and can be a cause of a significant drop in productivity. According to Pollack Peacebuilding, each year an average of 485,000 individuals resign from their job as a result of conflicts with other coworkers. Replacing a direct report can be extremely expensive, since the hiring process often includes creating and distributing job postings, holding interviews, and going through training and onboarding processes. The easiest way to prevent this is to recognize the sources of conflict in the workplace as a manager.

What Causes Workplace Conflict?

According to Gallup, one of the most frequent causes of all workplace conflict is inadequate communication. These communication breakdowns often pertain to the following causes:

· Procedural Disagreements- These are typically when individuals cannot get on the same page regarding what work is required for completing a project. This can also include delegation of tasks.

· Timeline/Deadline Disagreements- These occur when individuals have discrepancies on when a project or its pertaining components are to be completed.

· Unrealistic Workloads- This will occur when certain direct reports have too much on their plate and either release their frustration on other coworkers, or gradually pull away to the point of what is known as “ghosting”, or disappear from the project either partially or completely.

· Criticism- Many executive leaders often recommend following a constructive criticism structure to prevent unintentional verbal barrages onto recipients. However, some direct reports may not be able to take criticism well, and may consequently shut down, become overly defensive, and as a result, get into conflicts with other team members.

How do Managers Prevent Conflict?

Managers can have many tools at their disposal to help mitigate or prevent conflict entirely. Many experts regard conflict with the same opinion as a fire- stopping it at the source will help prevent it from spreading. Looking for signs of conflict can be an important step for a manager in this venture.

Signs of Conflict are indicators that something may be amiss in the workplace. Many of these are often discovered in a 1:1 meeting, which should emphasize the importance of these meetings. Managers should not be afraid to ask about how a direct report is feeling about their coworkers and teammates during these meetings.

Some signs of conflict within a team include the following:

· Work is consistently late, or not of high quality

· Requests to change groups, assignments, or transfers

· Communication within teams is strictly for business, as opposed to being a mix of casual and professional

· Issues directly brought up in manager/direct report 1:1 meetings

· Tardiness

· Frequent requests for Time off

Managers can also use Ambition in Motion’s AIM Insights to assist in tracking productivity and employee sentiment. AIM Insights allows managers to view how effectively and efficiently their direct reports completed the work that was assigned to them. It also has surveys explicitly for direct reports in regard to their feelings about their tasks. This metadata can help track a problem on its way to becoming a conflict.

For example, let's say that Jake is a manager supervising Alicia, Bruno, and Hayley. Jake has been using AIM Insights for two months and is noticing that Alicia’s work has- by her own definition- not been up to par. He can also see that Alicia has been increasingly tardy with her work, often delivering her tasks well after deadlines, causing Bruno and Hayley to have to work overtime to ensure complete projects by company deadlines. Jake also can see how Bruno and Hayley feel about their work, and upon noticing that they are frequently having to do extra tasks without any overtime, can see the problem brewing.

After using this data, Jake has the ability to approach Alicia and have a 1:1 with her and heading off any potential conflict between the teammates.

Managers should also always be providing conflict recognition training to their direct reports. Creating a culture in the workplace that minimizes conflict, but can also recognize it will be invaluable to the company.

This isn’t to say that all conflict is bad conflict. There is such a thing as healthy conflict. But for this article, we are focusing on eradicating negative conflict.

Perhaps in this situation, Alicia could be going through something personal that is impacting her work output. As opposed to ignoring it and letting the frustration brew, or disciplining her without cause, it is critical that the manager better understand where she is coming from before determining the next step.

How to Manage Conflict that is already present

While heading off conflict before it erupts is ideal, it is unreasonable and naïve to believe that a manager will be able to always stop all conflict from even occurring. Therefore, professionalism will be of the utmost importance as they work with their direct reports. Here are some tips for managing conflict.

1. Be objective- There is often no “good guy” vs “bad guy” situation set up. Conflict often goes both ways.

2. Acknowledge the conflict, and don’t be afraid to ask questions about it- Addressing an elephant in the room can often mitigate tensions, and then help to solve it.

3. Facilitate a healthy discussion with the conflicting parties- Poor communication tends to cause many problems within a workplace. Sometimes addressing grievances can solve problems.

4. Use data- Stick to pure facts, and avoid bringing up sentiment. Telling a direct report that their coworker hates them will never help. However, explaining to them that they had a deadline that wasn’t met at the expense of their coworker’s time will have a much better impact.

5. Think about solving the problem, not the person- Having differing opinions helps the workplace so much more since workers can approach problems from different angles, often allowing managers to pick the most efficient solution for a problem. Fixing a problem between people is much more likely to be sustainable than changing the individual worker styles.

6. Create a plan for the future- It isn’t unlikely that the reason for this conflict could happen again in the future. Try to anticipate how it might manifest itself and create an action plan to avoid repeating history.

Oftentimes, managers are quick to terminate before seeking to problem-solve with a direct report that is struggling or clashing with another team member(s). In most cases, this person isn’t intentionally trying to sabotage the team or create frustration for others. More often than not, they have pure intentions that aren’t being received in the way they were intended. The best managers seek to understand before diagnosing and rectifying a situation. Oftentimes, those solutions can be created by creating a lens as to how others are experiencing their actions and proposing new ways of doing things.

Conflict can be intimidating for any manager- especially newer ones. With the right skills, a manager need not worry about conflict and instead focus on being the most efficient they can be with their direct reports.

by Grace Tripathy

Thu 8 September 2022

It can be lonely at the top. Managers must make decisions, and there aren’t too many people they can turn to for advice. Some managers want to be the “cool boss” that is comfortable with anything (think Michael Scott hosting a meeting in the conference room). Other managers believe that there can’t be any cordiality between them and their direct reports.

This article will explain how managers can determine what is appropriate and what is not regarding relationships with direct reports. It explains why boundaries are necessary, and how to maintain social distance from your direct reports while creating a positive work environment with open communication and feedback, which many teams struggle with.

How can you find the perfect balance in the friend-manager relationship? Should you even try?

The Need for Friendships at Work

Research shows that friendships at work lead to enhanced emotional well-being. It’s important to have relationships with people who you can trust.

Sharing life events decreases anxiety, improves productivity, and satisfies our need for human connection.

Of course, this is the case for peer-to-peer friendships, not employee-manager relationships. The latter requires a much more delicate balancing act by both parties.

The Need for Boundaries

A peer-to-peer relationship is an equal one; at least it should be. In an ideal world, there are no power plays to be had, and the two parties can be relatively open with one another at a personal level.

A manager, however, must maintain boundaries with direct reports because they have significant influence over the direct report's professional and financial status. And that's a game-changer.

It is really difficult to be in the same fantasy football league with a direct report that then has to be disciplined or potentially fired…talk about awkward if you are matched up against each other in the playoffs!

The manager’s role in the relationship is to promote teamwork and guide individuals in their careers. A manager-direct relationship that is too friendly can compromise this role and make effective management impossible. There would be an imbalance in the way that one employee is treated over another.

Kim Scott, the author of Radical Candor and leadership expert, delves into the “problem” of joining a workplace and being told to be “professional,” as if every other aspect of you and your character stays at home, and you’re supposed to be strictly professional at work.

But that feels more robotic than realistic to the way people interact with each other. Professionalism training has been pounded into everyone’s heads since their first job.

How can managers deal with the situation of being friendly with their employees, and also maintaining structured policies and professionalism in the workplace?

Scott relays the idea of “radical candor” as a guide to moving specific conversations between employees and managers to a better place.

What is Radical Candor?

Radical Candor is a philosophy of management based on the concept of “caring personally” while “challenging directly.”

● Practices to get, give and encourage guidance and feedback at work (praise and criticism)

● Strategies for building a cohesive team

● Tools to help you and your team get stuff done with less drama

● It’s not a license to act like a jerk

● It’s not an invitation to get creepily personal

● It’s not just for managers, we all want to succeed

Radical Candor is practiced at companies all around the world, including Amazon, The New York Times, Forbes, Qualtrics, The Wall Street Journal, and many more.

Use the Radical Candor Framework to Guide Your Conversations

Understanding what is not Radical Candor can help you better understand what is. These are the behaviors that everyone falls into at one time or another:

● Obnoxious Aggression: Obnoxious Aggression, also called brutal honesty or front stabbing, is what happens when you challenge someone directly, but don’t show you care about them personally. It’s praise that doesn’t feel sincere or criticism and feedback that isn’t delivered kindly.

● Ruinous Empathy: Ruinous Empathy is what happens when you want to spare someone’s short-term feelings, so you don’t tell them something they need to know. You Care Personally, but fail to Challenge Directly. It’s praise that isn’t specific enough to help the person understand what was good or criticism that is sugar-coated and unclear. Or simply silence. Ruinous Empathy may feel nice or safe, but is ultimately unhelpful and even damaging. This is a feedback fail.

● Manipulative Insincerity: Manipulative Insincerity (backstabbing, political or passive-aggressive behavior) is what happens when you neither Care Personally nor Challenge Directly. It’s praise that is insincere, flattery to a person’s face, and harsh criticism behind their back. Often it’s a self-protective reaction to Obnoxious Aggression. This is the worst kind of feedback failure.

These are the behaviors that people can accidentally fall into in the workplace. These categories make up “radical candor.” The goal of this is to share your humble opinions directly, rather than talking badly about people behind their backs.

In a nutshell, radical candor is the ability to challenge others directly and show that you care about them personally at the same time. If done correctly, it will help you and all the people you surround yourself with do the best work of your/their lives and build trusted relationships throughout your career.

However, as a manager, it can be difficult to manage these workplace relationships; constantly tweaking your approach to find the sweet spot between friendship and professionalism with your team.

As you’re working through this, remember that it’s important to have an outlet for yourself.

Managers Need Their Own Support Network

It can be lonely at the top where there must be boundaries set for working relationships. So, it's wise for managers to find their own support networks within the company culture and outside.

A mentor can be someone within or outside your organization who has the experience and can provide you with advice. A professional career coach can also give you impartial advice and an objective opinion.

One highly-rated professional mentorship program is the Ambition In Motion Executive Mastermind Group. The key part of this program is that your mentor acts as a source of guidance and coaching, customized to your individual needs.

What is executive coaching?

Executive coaches work with business leaders to enable their rapid development in the workplace. They also assist with specific problems that a board member, or senior manager, wants to work through outside of the normal business framework.

This coaching focuses very specifically on the issues that an executive wants to work through. Thus it becomes a speedy way to improve skills and achieve personal and professional objectives.

The executive coach gives the executive feedback and a new perspective that enables them to set goals and work towards them. The coaching sessions use objective feedback to drive the executive's thought processes forward through their issues.

As a manager or executive, having a support system such as an executive mentor is crucial. Following the radical candor framework will guide your conversations within the workplace. But be aware of your own need for support and friendship in the work environment and make a conscious effort to seek them out in the appropriate places.

by Mindy Honcoop

Fri 2 September 2022

Ask - Don’t Assume

As a new manager, it is easy to forget about budget planning. However, don’t assume you don’t have a budget for investing in your team’s growth. Ask your department leader or finance partner if you have employee training, engagement, morale, or a miscellaneous budget line item. The department budget is not often earmarked for this type of spending and HR's companywide program spending.

Don’t Let Uncertainty Stop You

If your department does not outline employee engagement or growth as budget line items, discover what price point your department lead or finance partner would be willing to invest in solutions to support key business objectives. Typically you will get a rough idea of a range that they would be willing to consider for future proposals. Again, understanding your budget helps you strategically be proactive in how you support your team member's growth equitably.

Identify the Problem

Assess the underlying root cause to inform the best investment solution. After identifying the problem, you may be able to leverage a current solution your company already has in place. Not sure where to start? One easy tool I like is asking yourself WHY five times. This tool helps you become curious and review all the data to identify the problem. As a result, you can now quantify the gap you seek to solve to ensure your team's future success. You may need to contact your HR partner or department leaders for additional data.

Write a Business Case that Gets to Yes!

Now you are ready to write a clear business case that outlines your:

Desired future state
Current state
Gaps holding you back
Supporting data
Request to invest in the proposed solution to implement
Expected assumptions for the return on investment

For example,

Desired Future State: I would like to better understand the well-being of my team members, get on the same page as them, and have more impactful 1:1’s so then they are more productive and engaged at work.
Current State: I have 1:1’s with my team but they are unstructured and I still feel that there are opportunities to build team trust.
Gaps holding you back: Lack of data and coaching to inform next steps as to how each of my direct reports feel at work.
Supporting Data: Exit interviews, engagement surveys, and anecdotal feedback
Request to invest: $187 per month for the AIM Insights People Leader Certification (see details below).
Expected Assumptions: More engaged team, increased team productivity, increased team trust, improved morale, and less quiet quitting.

Don’t have enough data?

If you don’t have enough data to support your expected assumptions, think about how you might implement a trial or beta test of the solution to see the outcomes. Many products have a freemium or trial period that you can utilize as a beta test. If a software download is needed, ensure it aligns with your company’s data policy guidelines. Ensure you have identified your baseline KPI metrics before starting the beta test to compare with the results. If there is a significant positive change, your business case is now stronger!

The AIM Insights People Leader Certification is a great way to boost your performance as a leader and distinguish yourself from other leaders as you seek promotion. The AIM Insights People Leader Certification gathers feedback from your direct reports and provides executive coaching to guide you as you improve your team’s performance. The Certification showcases that you are not only a leader that drives results, but that you care personally about your direct reports’ well-being and ability to thrive.

by Malhar Lakshman

Thu 1 September 2022

Construction managers often face several challenges in the workplace, as well as outside of it. Whether it’s pulling permits or workplace injuries, there is almost always some form of challenge that they face. However, the following tools are what every construction manager should have to ensure that their day gets easier.

1) AIM Insights

Human Resources Information Systems are often one of the most useful tools by a manager for a few reasons, including tracking employee data, retaining demographics, and automation of tasks for HR staff. AIM Insights integrates seamlessly into this, allowing managers to set goals, determine completion, as well as monitor the status of training. AIM Insights is particularly beneficial in the construction space as it leverages a bottom-up approach to helping front-line employees set goals that are safety-focused. Early studies have shown that when employees set their own goals focused on safety, they are much more likely to partake in safety activities.

For example, on a mining site, employees frequently wouldn’t wear goggles because they would fog up, blurring their vision, which is dangerous when drilling. So many employees wouldn’t wear their goggles or only temporarily wear them to appease their boss or senior leadership. Once they started implementing AIM Insights, different employees started proposing safety goals and solutions, and eventually, they were able to find a pair of goggles that were similar to pool goggles where they were close to their eyeballs and they didn’t fog up while still providing safety for their eyes. When the employees participated in the solution versus being told what to do, they were much more likely to follow the safety protocols.

In an industry marked by injury and litigation, tracking the status of training can help prevent both of these. Along with this, managers can earn a people leader certification to help improve their skills. This certification would include executive coaching as well.

2) Estimation Software

Contractors will always be asked for one number upfront by a client- how much a project will cost them. This number is often devised by calculating the cost of all required materials, the cost of pulling permits, and the cost of labor. The company’s own profit margin may be taken into account as well. Sometimes, creating a quote requires contacting multiple vendors to determine costs. However, this software can automatically request multiple quotes from different vendors at once. Using software can save an estimator hours of time that could then be better served elsewhere. Estimation software also has a lower margin of error than an individual. In addition to this, this type of software can also find where to cut costs as well. Software such as this can evaluate subcontractor bids and compare them to each other, and then to the schedule of the clients. It can then automatically find the most efficient and inexpensive option. Estimation software can also determine procurement timeframes as well, which is much harder to do by hand.

3) Cloud Storage

There are a lot of moving parts in creating a project. The two most important individuals in a project are often the Owner and the Manager. These two often have several important decisions to make regarding purchasing materials, assigning staff, and other logistical details. Having this information easily accessible to multiple people at once for both asynchronous and synchronous work can make a massive difference for users. In addition to that, when determining budgets and expenditures, having multiple people working on a document at the same time can dramatically improve efficiency. Imagine using an online version of a database as opposed to Microsoft Access. Access databases are a great choice, but are limited to only one user being able to access them at a time. An online, cloud-stored database has no such weakness.

4) Construction Accounting Software (And an accountant)

The most common practice for accounting is to operate around a period of time. For example, most companies tend to release quarterly or yearly, or maybe even monthly statements. The problem with this for contractors though, is that most jobs have some form of unique input or requirement. They are also perpetually opening and closing projects during the year.

Consequently, contractors have their own methods of accounting, known as Construction Accounting. This is centered around each project, as opposed to a period of time. Construction Accounting software is better designed to assist with contractors’ specific timelines and schedules, and as such, is a much better fit for them. This will allow the average project manager to be able to track budgets, assets, and liabilities, while still receiving information pertinent to their industry. It is important to note that this is not a substitute for finding a CPA. However, it may assist a manager in checking their finances.

5) Insurance

All state laws, and some federal laws, require contractors to have a certain amount of insurance. The following are just examples of what most areas require.

· General Liability Insurance- This covers bodily injury claims, medical payments, covers any property damage, as well as copyright infringement.

· Professional Liability Insurance- This covers any financial damages from the services you provide. For example, if a web developer makes a mistake on an e-commerce site, he could be sued for missed sales opportunities. With professional liability, this would be covered.

· Vehicle and Auto Insurance- This is insurance needed in order to drive or operate vehicles as a form of transportation. This would protect a contractor in the event of a car accident while driving to a site.

· Inland Marine Insurance – Funnily enough, this does not in fact have anything to do with the sea or ocean. Inland Marine Insurance refers to covering any product, materials, or equipment when transported over land, or warehoused by a third party. This is especially important for project managers who are transporting heavy equipment or materials. Auto Insurance does not cover damage caused to these. However, Inland Marine Insurance will in fact do so.

· Contractor License Bonds- These are purchased from state licensing boards and are often necessary in order to comply with building codes and are a condition for permits or licensure.

· Workers Compensation Insurance- This insurance is similar to General Liability Insurance but can cover gross damages on the worksite. It is far more specialized than general insurance, and typically has higher amounts of coverage.

6) A Network

This is more often the case within construction, rather than general contracting, but most project managers have a network of subcontractors that they will use for each project. This network includes civil engineers, carpenters, masons, plumbers, electricians, and often quite a few other trades.

A powerful network enables managers to have a quality talent pool for any of their upcoming projects and eliminates the need to have to hire and file checks on every contractor they have, saving time down the line. Managers can often get preferred vendor rates from subcontractors in exchange for having them on retainer as well, cutting costs dramatically.

With all of this in hand, a good manager should be able to make the most out of their projects, and will easily be able to succeed at their job.

by Grace Tripathy

Wed 31 August 2022

Effective leaders set clear expectations for their teams and align them with company objectives. This article is for new managers focused on becoming excellent leaders.

Stepping into a leadership position for the first time can be daunting, even if you feel prepared to handle your new responsibilities. Going from focusing primarily on your own work quality to overseeing an entire team’s output can feel overwhelming.

However, effectively leading your team and experiencing success can be extremely rewarding.

At a recent conference, a speaker mentioned that the average professional became a manager by age 25, but doesn’t receive their first leadership training until age 35. That creates 10 years of potentially bad habits to form before receiving guidance on what new managers can do to be effective in their roles.

Managers plan and coordinate tasks in a work team so that everyone does their job properly. Leaders focus on providing direction. They inspire their team to reach further and strive to maintain that level of motivation.

Each function is crucial for a company’s overall productivity although some view them as separate jobs, one can’t work without the other. The best managers are generally the best leaders.

Few people can master both jobs, but when they do, they are able to generate great results out of engaged work teams. As a result of this train of thought, great companies see both functions as one job.

Join an executive mastermind group

Have you ever been faced with a new project and searched Google or YouTube to learn how to do it? Don’t you wish you had a direct resource for solving business problems?

Many organizations recognize this need and have implemented mentorship programs to support new or rising employees.

A mentorship program can help identify and groom high-potentials for management positions.

Ambition in Motion is an Executive Mastermind group for servant leaders or leaders that believe the best way to lead is in service of the employees that report to them.

This allows the use of both group and individual mentoring and group coaching and guidance as being in a leadership role can be a lonely place so having other leaders that can relate to and guide you as you work through your challenges is critical. You can be assigned to an executive mentor, personalized to your needs, interests, and field of work to guide you through any situation that may arise at your workplace.

The executive mastermind groups also provide managers with a sounding board for problem-solving in the workplace and have been shown to increase job performance.

2. Participate in management training

As workforce demands keep getting more complex, management-level personnel need to adapt to the talent available. In the modern workplace, managers need to be active leaders in order to bring the best out of their teams.

The relationship between a manager and their team can be complex to navigate. There’s more to it than telling everyone what to do; in fact, that management approach is highly discouraged.

One great tool for management training is AIM Insights where a team of highly trained professionals will guide you through personalized training and professional development for your field of management.

Guiding managers with 1:1's with their direct reports is a core component of AIM Insights and one of the biggest benefits the tool provides are guides to managers on how to have an effective 1:1 and what questions to ask each direct report based on each direct report's circumstances.

It is crucial that managers and their direct reports are on the same page, and AIM Insights closes the perception gap between what a manager thinks of their direct reports and what they think of themselves.

3. Conflict resolution skills

Conflict is a natural part of any relationship, working or personal. Resolving conflict is a learned skill and one that can be taught, developed, and refined.

A study by Purdue University found that students who have hands-on learning experiences gain a deeper understanding of the concepts that are being taught. Attending a conflict resolution workshop can provide you with experience in a controlled environment so that you can better handle difficult and uncomfortable situations, and work towards a positive resolution.

4. Team building activities

According to cmoe.com, Seventy-five percent of employees rate teamwork and collaboration as very important.

Yet, 86 percent of employees and executives blamed a lack of collaboration or ineffective communication as the reason for workplace failings.

A good leader recognizes that they are only as good as the people that surround them. Instituting team-building activities allows teams time to bond together as well as provides an opportunity for them to decompress from their jobs for a few minutes.

5. Value feedback culture

In order to grow as a leader and the organization as a whole, you need to address the value of good and honest feedback. You give timely feedback to your team members and you should ask for that same feedback about your performance.

That continuous exchange of feedback helps your entire team grow as a unit as well.

You can improve through others’ insights into your work. Honest feedback is fundamental for employee engagement and that should be one of your main priorities as a leader.

AIM Insights focuses on providing leaders with the right tools and methods to gather feedback and build more engaged teams.

Bad leadership habits every manager should avoid

Oftentimes, people believe that greatness happens when you are waiting for inspiration to hit you so that you can proceed to take action.

In reality, a sturdy toolset consists of many processes involving brainstorming, collaboration, and trial and error. Much like conflict resolution, you can refine your methods and learn from yourself, your team, and other professionals.

Constantly growing your leadership skills is essential, but paying close attention to your leadership failures is crucial to your growth as a leader.

These are important habits to avoid:

Providing only negative feedback: Managers can fall into the trap of providing feedback only during performance reviews or when problems arise. Feedback is essential to an employee’s professional development. However, the feedback includes praise for specific tasks, not just criticism. When employees experience a carousel of negative – and only negative – feedback, they can become discouraged and thus disengage from their work.
Micromanaging staff: While you must oversee your team’s workflow and help staff handle roadblocks, you shouldn’t try to control them completely. It’s essential to trust your team to complete tasks as a whole and respect each individual’s work style. Forcing your workers to perform tasks counter to their typical methods can cause a significant drop in productivity as they adjust. As long as the end result is the same, give your staff room for creativity.
Not requesting feedback: Poor managers rarely solicit or address questions, feedback, and concerns. Good managers offer the floor to team members so they can freely express their questions and concerns. This will often clear up misunderstandings and create a more collaborative space. Keep in mind if one team member has a question, others may need the same guidance.
Shutting themselves off from new ideas: Closed-minded managers won’t accept criticism or new ideas. They become a roadblock keeping the team from performing at its best. Each team member has their own perspective on the creative process and is uniquely suited to recognize inefficiencies within their workflow. Listen to your team’s input, and use their perspectives to enact positive change.
Avoiding tricky conversations: Good managers must tackle challenging situations that affect the team’s productivity head-on. Avoiding these situations lets the problem fester and can cause employee engagement to drop significantly.

by Malhar Lakshman

Tue 30 August 2022

In a time when more and more workplace injuries are occurring, it is important for managers and leaders to improve safety in the workplace, particularly in areas where there is a higher risk of injury. According to the Bureau of Labor Statistics, the Construction and Manufacturing industries make up 10 of the top 15 fields where injuries occur in the workplace.

Safety incidents don’t even solely affect the workers involved. They also have a strong trickle-up effect, as a result of fines, litigation, and replacement training. In 2022, Dollar General was struck with a 1.3 million dollar fine by the Department of Labor for staggeringly dangerous work environments, including but not limited to obstructed exit routes, missing sprinklers, and inaccessible electrical panels.

With all of this in mind, managers should not only care about their profit line but about the safety of their direct reports. But how can these leaders improve safety in the workplace while still maintaining their profits?

Safety Costs Associated with Incidents

The first cost that a manager should recognize is one of the steepest scaling costs in the manufacturing industry- the EMR, or experience modifier rate. This is a number that insurance agencies will use to determine premiums and compensation rates. EMRs are determined based on a specific company’s historical cost of injuries and future risk chances. This number is then compared with the average losses other companies accrue in a specific state.

The average EMR tends to gravitate around 1.0. The lower an EMR is, the lower the compensation amounts are, which also applies vice versa as well. In addition, the higher an EMR is, the higher the insurance premiums are. EMRs are considered to be very accurate due to a concept known as Experience Rating, which states that history tends to repeat itself. Losses in the future will probably be similar to those of the past.

EMRs are extremely important in the Manufacturing and Construction Industry for one sole reason. Every business in these industries is required by State and Federal Law to have the following insurance coverages:

· General Liability Insurance

· Professional Liability Insurance

· Vehicle and Auto Insurance

· Inland Marine Insurance (Refers to any equipment that is towed)

· Contractor License Bonds

· Workers Compensation Insurance

Some states may even require further insurance. All of these insurances have periodic costs known as premiums, which can be increased depending on how often the insurance was used. Imagine how quickly this can add up. Insurance can be extremely expensive. It is important to note that insurance does not always cover negligent activity.

Businesses should also account for costs associated with OSHA requirements. OSHA is the Occupational Safety and Health Administration, and is the federal board charged with “ensuring safe and healthy working conditions by setting and enforcing standards and by providing training, outreach, education, and assistance”. They can also audit workplaces, and determine if they are in violation of safety protocol.

OSHA also mandates that workers receive a certain amount of company-funded training. This is required to be kept up to date and does get checked frequently as well, so it can’t be completed in-house and under the radar. For example, when I worked as a lifeguard, I was required to receive training in managing bloodborne exposure, basic and advanced first aid, bodily waste management, and hazardous chemical management.

How does a manager improve safety in the workplace?

The first step in adding safety to the workplace is to conduct very thorough examinations of your personnel, equipment, and workspace.

Personnel examination refers to checking any of their personal certifications and doing a thorough background check. Managers should also contact prior employers. User error is a common bane in the construction industry, and 86% of contractors admit to having made an error in the field. The severity of an error can make a very big difference, however. In addition to that, a common sanction placed on dangerous employees is for certifications to be voided. Checking into the history of a certification can make a big difference. While some managers believe that people may improve, it is important to remember that in the construction industry, safety should always be the number one priority. Background checks are important to read over due to potential liability. If a worker has been sued in the past for negligent behavior, bringing them onto staff could prove to be dangerous, and if a mistake is repeated, litigious.

Equipment examination should be something that a manager not only trains workers on but should be proficient with themselves. Heavy machinery such as forklifts, cranes, and bulldozers, along with their associated equipment such as ratchets, braces, and supports should always be examined before any use. In addition to this, managers should frequently bring in experts and mechanics to determine the safety and longevity of their specialized equipment. While yes, these machines are expensive and built to last, nothing can be left up to chance with them, due to the inherent danger that they pose.

Workplace examination is something that an outside entity or inspector should assess. The ideal goal of this is to ensure OSHA Compliance, as well as to ensure that the workplace is a safe area to be within. OSHA will also conduct this examination, for a fee.

The next step in adding safety to the workplace is to create a proper education program. Managers should facilitate a space in which it is not only okay but welcomed for workers to ask questions about safety compliance and regulations. The environment should be designed in a way to offer as many educational opportunities as possible for this. In my experience as a paramedic, I was also required to attend monthly in-services, where we would have our squad leader going over every safety feature and regulation in not only the house but also on our ambulances. This not only gave us refreshers on the safety tools already present but ones that were brand new as well. This actually ended up saving one of my coworkers’ lives. In our in-service, we were taught about the C02 Fire Suppression System within the AIRTIGHT server room connecting us to 9-1-1 Dispatchers and our radio systems. One very important thing that was noted was the fire axe planted next to the door. C02 Fire Suppression Systems are designed to be waterless and can extinguish a fire without creating a mess or damaging electronics. However, the C02 removes the oxygen from the room, strangling the fire. Naturally, this is incredibly dangerous for individuals in the room. This system ended up triggering while a technician was working in the room. If he didn’t know where the axe was to break the window and allow oxygen to come into the room, he would’ve most likely suffocated to death. Thanks to his safety training, he was able to escape with his life.

Another thing managers in the manufacturing industry can do to increase safety is to implement AIM Insights. AIM Insights and the subsequent AIM Insights People Leader Certification can help companies improve their safety by deploying a bottom-up approach to helping employees identify innovative solutions to improving safety and communication guidance from executive coaches on how to handle difficult situations when a manager has an employee not abiding by safety rules.

Safety is a product of tolerance. The more we tolerate bad behavior, the more likely accidents will occur. AIM Insights helps managers bridge a gap between the inconvenience of following safety procedures with the discomfort of confronting somebody in a manner that drives mutual understanding and compliance.

This should assist managers with starting to improve safety within their workplaces. It is important to note that incidents will always happen within the work sites. However, with proper management, this number should go down and enable a safer area.

by Grace Tripathy

Thu 25 August 2022

Bridge the gap between hiring and onboarding

Welcoming new hires into your organization is an exciting process. An employee's onboarding can have a huge influence on their enthusiasm, motivation and performance.
As your new hires learn the fundamentals of their new jobs, you have the unique opportunity to make a meaningful first impression.

Benefits of a good onboarding process

An employee's first impression of a new workplace can set the tone for their entire experience with a company.

An engaging and exciting onboarding process can improve job performance in the long term by setting employees up for success from the moment they begin their training. In response, these employees see higher satisfaction in their jobs, increasing employee retention over time.

When a company makes the effort to create a captivating onboarding process, new employees are encouraged to engage immediately with their new surroundings, generating excitement about their role.

An excited employee is likely to speak highly of the company they work for, improving a company's brand by word of mouth and contributing to the reputation that the organization is a great place to work.

Week one

During the new manager’s first week, they could be asked to think about and create a document outlining their 30-60-90 day plan. Here, they’d write down their main goals and their goals for their team, plus how they plan to achieve said objectives.

Employees would include timelines for each set of goals and a description of what success would look like for them.

As an employer, there are many benefits to asking your new hires to develop a 30-60-90-day plan, according to Indeed.com.

Benefits of a 30-60-90-day plan

- Helps clarify their role. You can use the document to make sure new employees understand what they need to deliver.

- Provides valuable insights. Discussions about the plan give you insight into your new employee, and you can also ask them to give you insight into your business.

- Helps build relationships. Regular discussions with new hires can help you build a stronger team.

- Aids in development plans. This document lets you see your new employee’s strengths and weaknesses so you can create their employee development plan.

- Helps with time management. Starting a new role can be overwhelming, but a 30-60-90 plan gives a new employee focus and shows them where they should be spending their time.

With this, it’s important to keep in mind that it can be difficult for a new member of the leadership team to establish a set of goals when they aren’t 100 percent familiar with the company’s objectives or overall targets.

It’s up to the HR team and the leader’s managers to provide any appropriate documentation and data that will help inform their goal-setting initiatives.

This could include organizational charts, strategy and project documentation, and general company culture presentations.

30 days

After 30 days, the new manager may be ready to start diving deeper into their role. They may have set goals surrounding budgeting issues or cost-savings for their department or started seeking out ways to conserve other resources.

This is when they’re able to receive information and data that’s a bit more detailed, such as financial reports and forecasting analysis documents.

As providing them with countless pages of context-less reports or stacks of old results can do more harm than good, it’s important to let them know what documents are most valuable to them and their role so they can prioritize their time most effectively.

60 days

Once they’ve been on the job for two months, the organization’s new manager will be expanding their company and product knowledge through multiple information streams.

While their first month might have been more focused on high-level and general information and documentation, the second month gives them a chance to dig deeper into the areas of the business that are relevant to their own goals.

For example, if the new manager is a Director of Sales, they may want to meet with the Public Relations Team to discuss PR events that have positively (and negatively) impacted revenue.

With this in mind, it’s important that HR teams encourage members of different departments to create documents or info packets that can help new employees understand their team’s position and contributions to the business.

While it could be overwhelming for a new leader to try and get detailed information about each department across the organization right away, by having these dedicated resources created for onboarding, the new leaders are able to learn about other teams as they relate to their own goals and objectives.

90 days

After three months, a new leader is usually ready to focus more heavily on their team’s development. While the new manager might have felt that they didn’t have the time or attention to properly foster their team’s growth during their first week or month, they’re usually more than ready by the third month.

They’ve completed the basic learnings required for their integration and are finally ready to turn their attention outward. This is when they can focus on their management-specific goals, such as aiming to lead a high-performing team.

Around the 90-day mark, the organization’s HR team could provide any documentation that relates to managing and supporting a team of employees. This might be formal leadership training documents, a company handbook on building and managing effective teams, or any other resource that concentrates on fostering talent within the organization.

Use the Right Tools

Adopting new technology and tools can streamline the onboarding process for all new leaders. These tools can help accelerate learning, maintain momentum, and make leader onboarding more effective than ever.

As mentioned above, it’s important to start the onboarding process before the new leader’s first day on the job. While setting them up with any necessary hardware and legal documents before day one is essential, understanding their team’s priorities before they’ve officially started gives them a massive head start. A tool like AIM Insights is made for exactly this purpose.

With AIM Insights, a team can participate in executive training prior to their new leader’s onboarding. This allows the newly hired leader to interact with the team in both group and 1:1 settings to understand each individual team member’s thoughts, pain points, and priorities.

With AIM Insights training and executive coaching, the new leader is immediately privy to the issues most important to the team as a whole. These time-saving insights are incredibly valuable, allowing the new leader to get up to speed as quickly and smoothly as possible.

Once the leader has started, regular and ongoing AIM Insights coaching exchanges over their first few months help keep them on track and alert to any changes that might have occurred.

They can gather honest, collective feedback and pulse-checks from their team, while benefiting from anti-bias software, which allows them to understand challenges and opportunities swiftly, plus build trust and connections.

Effective onboarding for leaders has long been a pain point for many organizations. With so much at stake, many businesses miss the mark when it comes to setting new managers up for success.

With the tips and guidance above, organizations can help new leaders become valuable and impactful members of the business as quickly and effectively as possible.

And if you are a new manager interested in connecting with other people leaders to gain objectivity and improve your performance, you can check out the executive mastermind group.

by Garrett Mintz

Sun 21 August 2022

Gallup has extensively researched the relationship between employee engagement and company profitability, and they showed that engaged employees are 22% more profitable than disengaged employees.

The tides of the economy seem to be shifting, making this a time when it is even more critical to focus on culture and employee engagement. Many companies, especially private equity-backed firms, have responded by laying off employees rather than investing in them. I was curious to know, “Why are private equity-backed firms more prone to layoffs in a down economy compared to private or public companies?”

I reached out to my network to learn more. I interviewed multiple employees, leaders, and professionals working for private equity, and their consistent answer was that “They are seeking an exit – at any and all costs and that part of achieving an exit is showing numbers that your costs are down and revenues are up.”

Ryan, a former VP of Operations, was recently laid off from a private equity-backed firm. He proposed some ways for the company to consolidate its overlapping expenses. They loved the idea so much that after consolidating those expenses they consolidated him…and replaced him with a junior middle manager to take his role at a fraction of his salary.

Don’t get me wrong, I am all for eradicating inefficiencies and driving profitability.

But can the short-term focus of achieving an exit coexist with a thriving company’s long-term goals, especially when these goals require an engaged employee base with a great culture?

I would imagine that most private equity professionals land somewhere on this scale from unapologetic to compassionate. The unapologetic professionals don’t care about the people because revenue growth reigns supreme. On the opposite side, compassionate professionals care about building a sustainable business and invest accordingly. In between these two sides, many professionals will say all the right things but their actions will reveal whether their true focus is sales and reducing costs to show short-term metrics.

Another focus of my interviews was on the reputational cost. I was curious to know if there was any reputational risk for offloading a company that looks great on paper but is a dumpster fire internally. I'm envisioning a prospective investor checking something like a Carfax to find out if they are working with somebody that has a history of leaving others to hold the bag.

Unfortunately, I haven’t received any great responses so far.

And until we have a way for companies to assess the reputational risk of how private equity firms treat their acquired companies' employees, there is nothing to stop these private equity firms from propagating bad cultures to dump onto somebody else’s plate.

The issue with all these scenarios is harm done to the people at these companies. Hundreds of thousands of professionals work for private equity-backed firms, not realizing how little security they have in their role or the value they have in the minds of the owners.

Or worse, many professionals end up working for a company and feeling trapped because of economic worries or personal constraints. These workers end up miserable, and the whiplash effects from ownership changes only exacerbate these effects. Imagine starting with an executive team that cares about you (e.g. the founders), and suddenly you find out that the new private equity owners want 120% more revenue but for 30% less pay. These paradigm changes wipe away years of work building company culture and leave a hollowed-out company in their wake.

Research has shown how powerful investing in culture and engagement can be for profitability. But until we have a way to hold private equity firms accountable based on their reputation for either building great companies, inside and on paper, or mirage companies, great on paper but awful inside, it will be difficult for private equity and company culture goals to align.

by Malhar Lakshman

Sat 20 August 2022

Executive Coaches are qualified professionals who work with individuals- primarily executives but also high-performing employees- to help them improve in many ways. They often work with these leaders on goal setting, goal achievement, communication, and act as a sounding board for ideas.

Normally, this can cost quite a pretty penny- up to $3,000 an hour. However, Ambition In Motion has created a new program facilitating executive coaches and mentorship which only costs $150 a month. But how does this happen? What makes AIM Insights so different?

Why is it so important to have Executive Coaches?

Executive coaches often have extremely high business acumen. Whatever some of your goals may be, they can help you accomplish them. An impartial third party can often help judge your ideas as well. Because they will keep your information confidential as well, they can really create a relationship built upon helping you and improving your business and ease your fears about corporate espionage or similar topics.

Another benefit of having an executive coach is that they often have extensive experience to draw upon. Every coach has led a team, founded a business, sold a business, or done something in their respective industry to warrant being hired solely for an advisory position.

Executive coaches can also point out weaknesses far easier than someone connected to your company. It is always easier to find an error if you are objective towards what you are auditing, which does hold true for executive coaches.

Think of an executive coach similar to how you would think of an athletic coach. No one would argue that Lionel Messi is one of the greatest players to have ever played soccer, or that Tom Brady is one of the greatest football players ever. However, despite both their respective skills, both of them have made use of coaches and improved their already formidable skills. The same concept holds true for you as a manager. Regardless of performance, everyone should have a mentor and educator in their back pocket.

How can AIM Insights be provided at a far more cost-effective rate compared to traditional executive coaching?

The key question here is how a cost is determined for Executive Coaches. After all, with a steep cost, you’d be curious. Typically, these coaches spend hours upon hours in what is known as the discovery process. This involves reading over 1:1s, checking exit interviews, reading performance reviews, looking at goals and successes, and so much more. Naturally, with hourly pay, this will add up, hence the high costs.

However, with AIM Insights, the platform automates this entire discovery process for the executive coaches, condensing it into easy-to-read graphics and briefs. This saves them quite a few hours and allows them to not only be able to work with their clients faster, but also to reduce their costs.

In addition to this, executive coaches tend to be great at their craft, executive coaching, but if assessing the total amount of time they are working, for example, the time it takes to develop business (online or in-person), there is a lot of total time spent in the process of serving a client. Ambition In Motion can once again automate this process. By creating a marketplace where coaches and managers can come together, coaches can spend their time coaching and developing business by showcasing their abilities as a coach.

How else does AIM Insights differ from other executive coaching programs?

One of the most important things that can be written about AIM Insights is that it can be completely tailored to your specific scenario. Picture the following: Your water heater burst overnight, and you and your family wake up to six inches of water in your living room. Who would you call to fix this?

In this case, you are probably most likely to call a plumber. And why might you call a plumber as opposed to a general contractor or a handyman? The answer is obvious- the plumber specializes in this type of scenario.

Executive coaching works in the exact same way. One executive coach cannot be good at all aspects of leadership. With AIM Insights’ pool of executive coaches, the tool can provide leaders with a coach who will be more experienced with their specific field and problems.

For example, AIM Insights has coaches that specialize in coaching sales leaders, others that specialize in coaching tech leaders, others that specialize in certain personality assessments like DISC, Strengthsfinder, Predictive Index, and Culture Index, and many other areas. The point is that multiple coaches can be assigned to a company based on their needs and drivers. Essentially, it is a marketplace where managers and executive coaches can come together.

AIM Insights executive coaching can also be paired with a full people leader certification program, in contrast to others. Certifications are often much cheaper than postgraduate education, and can also provide unique benefits that are more tailored to your actual career.

Executive Coaching can be nerve-wracking and can be expensive. But you don’t have to let it be either of the two.

BLOG

What is the AIM Insights People Leader Certification?

Here is an overview of what it takes to become AIM Insights People Leader Certified

How to handle Intra Office Conflict as an Objective Manager

Handling conflict as a manager is critical to becoming a great leader

Striking the balance between manager and friend: Why you shouldn’t invite your direct reports to be in your fantasy football league

Finding the right balance between manager and friend is critical to identifying appropriate work relationships

The 5 Steps to Getting Your Company to Invest in Your Leadership Development (Even if They Have Never in the Past!)

These tips will help you garner budget for any project you would like your company to invest in

The 6 Tools Construction Managers Need to Be Safe and Successful

Here are the key things all construction leaders should be using with their teams

5 best tools every new manager needs to effectively become a great leader

New managers should take advantage of every resource they have at their disposal to become successful

What Manufacturing Supervisors Can Do to Create Safer Working Environments

Creating safe working environments in the manufacturing space is critical to company's achieving success

What companies can do to best equip their new managerial hires for effective onboarding

Putting your new managers in a position to thrive is critical to them being effective leaders

Can Private Equity Goals and Company Culture Goals Align?

Leadership and culture shouldn't be sacrificed for short-term profits

How the AIM Insights Executive Coaching Program Differs from Others

How AIM Insights can deliver executive coaching results at software prices

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