Jim Tunney Topics

T*E*A*M BUILDING


Involving Everyone in the Process
Build teams by building people


Loyalty rolls on a two-way street. This truth is evident in every human relationship that grows. From childhood through job changes, to the selection of a spouse and all the choices we make that involve forming a team, trust arises as the most important issue when we hope the relationship will endure. Without trust, there is no incentive to invest our emotions and we become vulnerable to the goodwill and constancy of another.

The relationship between management and its athletes is no different than other relationships that have a superior-subordinate component-parent-child, teacher-student, employer-employee. In order for the inevitable issue of position power not to become divisive, both sides must bring to the association a feeling of trust. They must sense an atmosphere of fairness and respect. There can be no feeling of "bad," but that only "good" will come of a discussion of how to achieve our goals. The spirit of "win-win" must prevail.

This requires self-confidence and flexibility. If either side enters the relationship with a feeling of arrogance - a sense of "I am more powerful than you" or "You need me more than I need you" - not only will the needed flexibility become arthritic, but arrogance may cause the other person to take a defensive posture. Zap, there goes the chance for loyalty and trust to strengthen.

Trust is one of the strongest emotions in humans if both sides respect its value and strive to provide the emotional atmosphere that allows it to grow. Trust is also brittle. It is tough, but can be broken fast with a strong shock at the right angle. When trust breaks, it is difficult to mend. The repairs almost always show. All collaborative effort, whether in team sports, marriage, parenting, schools, or making a movie, is premised on trust.


Category: Teamwork

Six Essential Qualities of a Leader


It’s more about responsibility than ability 

Leadership begins with setting a strong example. It was Jim Tunney's job, as the NFL's most-respected referee, to be “on” for every game - alert, prepared, precise. If he expected his crew to be ready, he had to be. Organizational behavior is reflective.

Just as essential; in leadership are the skills of team building. The ref can't do his job alone, nor can you. Optimum professional growth, and fiscal gain, are premised on everyone involved executing at their position, excellently, every time.

Jim Tunney will present an entertaining and motivating education on how to lead others, improve their real-time performance, and transmit enthusiasm and willingness to others.


Category: Leadership

Exceeding Customer Expectations Every Time


Customers don’t care how much you know until they know how much you care

Customer service isn't enough anymore. The times have changed. The customers have changed. The minimum goal now is customer care.

The drive for quality started it. As customers' dollars shrank during the recession, customers started asking a lot more questions. They would stand there reading the fine print on warranties. They would come back at you with blunt questions about financing plans. They might buy, but they couldn't be sold, at least not as readily.

Selling in this environment requires more than just knowing your product, and believing in it and your services enough to project yourself with confidence. Selling has become customer-centered, not product-centered. The minimum goal is, clearly, Exceed the Customer's Expectation Every Time.

Twenty-seven percent of American companies already use some measure of customer satisfaction in their sales-incentive programs. Another twenty-three percent are weighing which measure to add. At some companies, as much as forty percent of the salespeople's commissions are determined by assessment of customer satisfaction. Some companies are becoming as blunt as the customers became: They ask their major customers to grade their account reps from "A" to "F" Reps expecting an "A" had better reach out with the goal of customer care.

Clearly, no longer is the question simply: Did you make the sale? The more telling question is: Will we have this customer next time?

... Here's the key thing: Customers don't care how much you know about your product until they know how much you care about them.


Category: CUSTOMER CARE

Living Every Day for Peak Performance


To sustain top performance, we must develop and maintain balance in our lives - between work and play, between the fiscal and the physical, between duty to others and duty to ourselves.

In today's fragmented and pressured pace, achieving wellness - the combined condition of your physical and mental health - is often an early casualty of too many options. It takes a smart, even artful, integration of lifestyle and workstyle to create a balanced life, one that is smoothly conducted with vigor, intelligence, and individuality.

If you don't take care of your mind and body, where else are you going to live?


Category: WELLNESS

Improving Employee Enthusiasm and Resourcefulness


When thinking about how to correct self-defeating patterns, it helps to ask yourself: "What would I think of the choices I have been making if a teenager I loved were making the same ones?"

We don't allow our children to adopt habits that are damaging to themselves or others. All too often, though, we are more lenient with ourselves than we would be with our children. Perhaps this is because we have the mistaken idea that self-defeat is a victimless crime.

One lesson we learn from football is that the more self-discipline you apply to yourself, the better you will be and the better off those around you (crewmates, teammates, etc.) will be. That interaction works in life as well.

It is especially paradoxical that self-destructive behavior hits even in sports where fitness and mental control count for so much. One would think that the discipline and patience necessary to make it into the NFL would provide insurance against the easy-out decision. Yet, the NFL doesn't exist in a vacuum. Drugs are a problem in sports because they are a problem in society. There's no way to keep them out of NFL locker rooms any more than you can keep them out of the schools.

It is a modern tragedy that a wide receiver, say, who uses his God-given talents to out distance a defensive back and catch a touchdown pass with the screams of 77,000 fans in the air, might then go out after the game and resort to drugs to "take the pressure off." That says, if nothing else, that adulation and money aren't enough. Sometimes, only self-respect and self-esteem will do.

There's no rational explanation for a person seeking cocaine instead of self-esteem, for downing liquor instead of learning to love, or for gorging instead of running an extra mile. Self-abuse develops in many different personalities and for a variety of reasons. Self-abuse isn't the only way man is irrational, but it is in vogue. Still, self-abuse is no excuse.

I suggest we go back to the basics and remember the athlete's maxim: "The harder you are on yourself (that is, the more self-discipline you apply to yourself), the easier the game (or life) will be on you."


Category: Motivation

Here's to the Winners


The Basics of Increasing Productivity 

Tom Peters tells a story about Lee Iacocca that demonstrates Iacocca knows purpose and when now begins. One day Iacocca went to his chief engineer and said, “I want to add a convertible to our line.”

The engineer responded, “Yes sir. We can have a design ready for you in about nine months.”

Iacocca fired back, “No! You don’t understand. I’ve made a decision. I want action. Take a car and saw the damn top off.”

Whether true or not, this story emphasizes the dispatch that should follow immediately upon naming a goal.


Category: Productivity

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