| This past fall, I received a call from Mike Kirsche, | | | | Ho principles. Peers nominate team members and |
| who told me a fascinating story about how the | | | | a review committee makes the final decisions. |
| CEO and President of his company, Michael | | | | The awards are given at the annual January |
| R.Hecomovich, along with a group of 10 | | | | meeting and are presented by the nominating |
| executives, created and built a high performance | | | | Team member. |
| global sales and marketing organization that has | | | | The Spirit of the Squirrel Award goes to |
| close to 0% turnover every year, and where | | | | individuals who behave in ways that show they |
| salespeople (called team members) consistently | | | | understand how their important and worthwhile |
| meet or surpass targets. | | | | work benefits other team members, clients and |
| Hecomovich founded Global Marketing Services | | | | channel partners. |
| (GMS) in 1998, in response to a request from | | | | The Way of the Beaver Award recognizes |
| IBM, who was searching for an outsourcing | | | | individuals who have an incredible sense of |
| partner to handle U.S. and European sales and | | | | independence and personal responsibility, and use |
| marketing for its printer supplies products. GMS | | | | these characteristics effectively within a team |
| now has 28 employees throughout North America | | | | setting. Beavers don't achieve engineering marvels |
| and Europe who operate virtually, only meeting | | | | because some other beaver orders them; they |
| face-to-face as a global team once a year. | | | | are empowered to use their own best judgment. |
| From the beginning, Hecomovich envisioned the | | | | The Gift of the Goose Award is presented to an |
| company would operate on the principles of | | | | individual who exhibits exceptional compassion, |
| teamwork, co-operation, collaboration, and servant | | | | humility and commitment to support the team. |
| leadership. About a year into the business, he | | | | Members go out of their way to acknowledge, |
| attended a meeting where management guru Ken | | | | encourage and cheer others on. |
| Blanchard spoke about his book Gung Ho! The | | | | One final award, The Order Of Gung Ho, is |
| concepts in the book gave language and structure | | | | bestowed upon team members who have |
| to what he and his executives were doing, and so | | | | received all three awards, and who have |
| was born the | | | | sustained their performance for the two years |
| simple-to-understand-but-hard-to-sustain GMS' | | | | following their most recent award. |
| formal emphasis of their Gung Ho culture. | | | | Have a Yearly Theme with Weekly Activities |
| 'Gung Ho' is a Chinese word for working together. | | | | GMS's 2007 theme is "Gung Ho, Friends!" GMS' |
| It describes boundless energy, enthusiasm, and | | | | executives establish 12 monthly focus topics |
| dedication to a task to achieve results. Blanchard's | | | | based on principles and concepts developed in |
| book is packed with invaluable information as well | | | | Blanchard's book and each week one member of |
| as a fascinating and compelling story. | | | | the team circulates an email with his or her |
| The three Gung Ho management principles are | | | | thoughts on the monthly topic. It might be a |
| presented as an allegory: a retelling of an | | | | relevant text or quote, a book or movie |
| organizational turnaround based on three Native | | | | recommendation, or a personal observation or |
| American lessons. In The Spirit of the Squirrel, the | | | | experience. Some examples of monthly focus |
| lesson is the power of shared values and seeing | | | | topics for 2007 are: |
| work as important and worthwhile. In The Way | | | | Values guide all decisions, plans and actions |
| of the Beaver, the lesson is accomplishment | | | | Able but challenged |
| through an extraordinary level of self-motivation, | | | | Freedom to do the work |
| empowerment, and self-discipline. In The Gift of | | | | Valuing individuals as persons |
| the Goose, the lesson is the recognition and | | | | Empowering others |
| cheering on of others. | | | | Character, integrity and selflessness |
| Implementing these principles in your distribution | | | | Communicate Constantly |
| company or manufacturer's rep firm is not a | | | | At GMS, team members talk daily. There are two |
| one-time event. For continued success, a | | | | to three regional meetings a year, and one annual |
| company has to constantly focus on and | | | | meeting that includes everyone in the company. |
| continually renew their commitment to them. | | | | Teams also use conference calls to talk with each |
| Kirsche, Executive Vice-President of Business | | | | other, their clients and their channel partners |
| Development and Leadership at GMS, is | | | | frequently each month, and may also travel |
| responsible for seeing that all GMS team | | | | together to call on clients. |
| members retain their passion for their | | | | The results |
| extraordinary "Gung Ho" culture. | | | | Turnover at GMS is virtually 0% (and has been |
| Here are some of the secrets GMS uses to pay | | | | since the company opened its doors in 1998). All |
| attention to and reward success: | | | | team members are high performers who |
| Implement a High-Profile Recognition Program that | | | | consistently meet or exceed expectations, and |
| Focuses on Attitudes and Behaviours | | | | GMS executives pay close attention to how they |
| GMS created three awards to honour individuals | | | | and each team member lives the corporate |
| who exemplify one, two, or all three of the Gung | | | | values. Oh yes, they have a lot of fun, too! |