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MGE OWNERS CONFERENCE

KEYNOTE PRESENTATION

What is your largest PROBLEM right now?

STAFF Issues:

• Lack of motivation

• Lack of origination

• Lack of responsibility

• Slow

• Inefficient

•No interest in training / improvement

What is the underlying problem?

What is the underlying problem?

YOU

YOUR POST AND YOUR LIFE

“IF ONE KNOWS THE TECH OF HOW TO DO SOMETHING AND CAN DO IT,

AND USES IT, HE CANNOTBE THE ADVERSE EFFECT OF IT.”

– LRH

RESPONSIBILITY

You don’t WAIT for great staff…

You MAKE great staff.

RECENT FIND

It has been found where our clients have had staff issues, they were directly posting new hires onto post without:

1. Basic orientation & hatting2. Posting as “expeditor” while

apprenticing and training3. Establishing an acceptable production

record while studying staff basics4. Posting and then MGE training

STAFF – HIRING BASICS

First, let’s start with some hiring basics:

1. Screen applicants with our Group Interview Handout

2. Determine tone-level (using comm-lag)

3. If a WISE member, use the PPA

ESTABLISHING TONE LEVEL through “COMM LAG”

“Communication lag is the length of time intervening between the asking of the question by the person and the reply to that specific question by the person.”

ESTABLISHING TONE LEVEL through “COMM LAG”

“It does not matter what intervenes in the time between the asking of the question and the receipt of the answer. The person may outflow, jabber, discuss, pause, hedge, disperse, dither, or be silent.”

ESTABLISHING TONE LEVEL through “COMM LAG”

“No matter what he does or how he does it, between the asking of the question and the giving of the answer, the time is the communication lag.”

ESTABLISHING TONE LEVEL through “COMM LAG”

“The near answer, a guessing answer, an undecided answer, are alike imprecise answers and are not adequate responses to the question.”

ESTABLISHING TONE LEVEL through “COMM LAG”

“Now here comes a specialized knowledge on communication lag. A person may have a very short lag on social questions. He may be able to answer immediately and expertly what his name is, how old he is and many other things.”

ESTABLISHING TONE LEVEL through “COMM LAG”

“These questions are actually being answered by ‘social machinery’ or habitual practice. He has actually no lag, apparently; but remember, the interviewer in this case is not asking the person: he is asking a social response machine for the socially acceptable answer.”

ESTABLISHING TONE LEVEL through “COMM LAG”

“Thus, in establishing communication lag, it is necessary for the interviewer to ask nonsocial questions.”

ESTABLISHING TONE LEVEL through “COMM LAG”

“The question ‘What is your name?’ may be replied to very readily.

ESTABLISHING TONE LEVEL through “COMM LAG”

“However, this is a social question, and thus one would have to ask the question such as ‘How many doors in this room?’ or ‘How many feet do women ordinarily have?’ in order to post a question which requires intelligent differentiation on the part of the person.”

ESTABLISHING TONE LEVEL through “COMM LAG”

“The length of time it takes for him to resolve this question as a problem and reply to it is the lag time.”

ESTABLISHING TONE LEVEL through “COMM LAG”

“Actually it is the process lag which situates the person on the Tone Scale for the interviewer.”

– LRH

ESTABLISHING TONE LEVEL through “COMM LAG”

DRILL: 1. Ask 3 social questions that

would get an automatic “social machinery” response.

2. Work out 3 questions that are not social that would make a person really look and think.

ONCE HIRED, THEN WHAT?

BASIC HATTING ACTIONS

•Office Orientation Checklist

•Key Word List of office terms

• Expediting in an area while studying general staff manuals, key word list and the hat manual for the post they are named for showing they can work

•Daily reports by their assigned area I/C

•Review and placement within 4 weeks

RESPONSIBILITY

If you want to HAVE great staff, you have to DO what has to be done to create them, and have to BEcompetent at how to bring this about.

RESPONSIBILITY

“PRODUCT: Someone or something that has been brought into existence; the end result of a creation; something or someone who has been brought into existence.” – LRH

RESPONSIBILITY

One therefore has to do whatever necessary to bring about a great staff member. It won’t just happen and can’t be left to “luck”.

RESPONSIBILITY

The responsibility lies first with you. We will show you the knowledge aspect but one has to remove the idea that “staff are tough to find” or “staff make my life hard”. Wrong view.

RESPONSIBILITY

What condition would the person be in if they were great at all these things?

• Lack of motivation

• Lack of origination

• Lack of responsibility

• Slow

• Inefficient

• No interest in training / improvement

RESPONSIBILITY

What condition would the person be in if they were great at all these things?

POWER

RESPONSIBILITY

•Highly Motivated = Power

•Originates = Power

• Lots of responsibility = Power

• Fast = Power

• Efficient on post = Power

• Training for improvement = Power

POWER

What is power?

“A person who is hatted can control his post. If he can control his post he can hold his position in space—in short, his location.” – LRH

WHY HATTING?

“LAW: THE POWER OF A PERSON STEMS FROM HIS ABILITY TO HOLD A POSITION IN SPACE.”

WHY HATTING?

“This is quite true.

“If a person can hold a position or location in space he can generate POWER.”

WHY HATTING?

“If he cannot, he cannot generate power and will be weak.”

WHY HATTING?

“OBSERVATION: MODERN SOCIETY TENDS TO CONFUSE AND UNSTABILIZE PERSONS WITH ITS HECTIC PACE.”

WHY HATTING?

“OBSERVATION: INDIVIDUALS WHO ARE AFRAID OF STRONG PEOPLE TRY TO WEAKEN THEM.”

WHY HATTING?

“OBSERVATION: PERSONS WHO ARE PUSHED AROUND FEEL THEY CANNOT HOLD A POSITION IN SPACE.”

WHY HATTING?

“OBSERVATION: PEOPLE HATE TO LOSE THEIR POSTS AND JOBS. THEY FIND IT DEGRADING.”

WHY HATTING?

“LAW: BY GIVING A PERSON A POST OR POSITION HE IS SOMEWHAT STRENGTHENED AND MADE MORE CONFIDENT IN LIFE.”

WHY HATTING?

“LAW: BY LETTING A PERSON RETAIN HIS POST HE IS MADE MORE SECURE.”

WHY HATTING?

“LAW: BY HATTING A PERSON, HE IS GREATLY STRENGTHENED AS HE IS HELPED TO HOLD HIS POST.”

– LRH

SO WHERE CAN IT GO WRONG?

•Misunderstood Words, Abbreviations & Symbols•Lack of Orientation and Hatting•Lack of opportunity to show you they can work•No Groove-In•Missing Dev-T Merchants•Failing to train once on post

MISTAKES?

Staff are GOING to make mistakes. That is inevitable. However, if they fail to learn from them then you have a problem.

MISTAKES?

“It isn’t making mistakes that is actionable; it is failing to learn from them and repeating them.”

– LRH

DEV-T MERCHANT?

One can find out very quickly if one has hired a dev-t merchant. They show themselves within the first week. Mr. Hubbard defines a dev-t merchant as follows:

DEV-T MERCHANT?

“If a new person hasn’t gripped it (new post) in a week, is still begging for help from all, he’s a dev-t merchant. Unload, he won’t be any better in ten weeks and the organization will be a lot worse.”

– LRH

WHEN IS “NEW” NOT NEW

Ever wonder when a new staff member is no longer “new”? How long should you give someone before they are held responsible for their new post once posted? Mr. Hubbard covered this with exactly what you say to the newly posted…

WHEN IS “NEW” NOT NEW

“You begin in Non-Existence. I trust you will work your way out of it at least into Danger before the week is out. As you are just on post, the penalties do not apply for Non-Existence. But they will after 30 days.” – LRH

MISUNDERSTOOD TERMS, WORDS, SYMBOLS AND ABBREVIATIONS

Failing to have a key word list of dental terms, abbreviations, less common words, abbreviations and symbols is a sure way to sink your staff.

STAFF NOT COMPLETING CYCLES OF ACTION?

When people have misunderstoodson an area, they won’t complete cycles of action. Here is what Mr. Hubbard says about that…

STAFF NOT COMPLETING CYCLES OF ACTION?

“A misunderstood word can prevent a person from understanding the remainder of what is heard or written.”

STAFF NOT COMPLETING CYCLES OF ACTION?

“I have now discovered that: A MISUNDERSTOOD on any given subject CAN PREVENT THE COMPLETION OF A CYCLE OF ACTION related to that subject.”

STAFF NOT COMPLETING CYCLES OF ACTION?

“Therefore, those people who don’t complete cycles of action on certain subjects have a misunderstood word on them.”

– LRH

POOR PERCEPTIONS?

Staff can miss outpoints and things that are blatantly wrong because of misunderstoods. Here is what Mr. Hubbard says about this…

POOR PERCEPTIONS?

“Misunderstoods can also act as perception shut-offs. They can actually interrupt a person’s perception.”

POOR PERCEPTIONS?

“This opens the door to the fact that people apparently do not see, hear, notice or handle outnesses when they have Misunderstoods on them.”

– LRH

COMPLEXITIES?

Staff can get overly complex with things you find relatively simple to understand, leading to confusions. Here is what Mr. Hubbard says about this…

COMPLEXITIES? (esto series 35)

“Misunderstoods lead to complexity. People who have misunderstoods in an area are inclined to develop vast complexities.”

COMPLEXITIES?

“They can generate confusions and complexities beyond belief.”

COMPLEXITIES?

“People do this because, having misunderstoods, they do not confront and duplicate in the area and so get into a lot of think-think and unnecessary significance.”

COMPLEXITIES?

“Their ability to get things done in that area dwindles as a result. And at the bottom of all this is simply misunderstood words.”

– LRH

CRITICAL / NATTERY / BLOWS?

Do you have critical staff? Staff who are fault-finding? Staff who want to leave? Here is what Mr. Hubbard says lies behind these things...

CRITICAL / NATTERY / BLOWS?

“When a word is not grasped, the student then goes into a noncomprehension (blankness) of things immediately after.”

CRITICAL / NATTERY / BLOWS?

“This is followed by the student’s solution for the blank condition, which is to individuate from it—separate self from it.”

CRITICAL / NATTERY / BLOWS?

“Now being something else than the blank area, the student commits harmful acts against the more general area.”

CRITICAL / NATTERY / BLOWS?

“This is followed by restraining himself from committing harmful acts.”

CRITICAL / NATTERY / BLOWS?

“This is followed by various mental and physical conditions and by various complaints, faultfinding and look-what-you-did-to-me.”

CRITICAL / NATTERY / BLOWS?

“This justifies a departure, a blow.”

– LRH

SO WHAT TO DO?

1. Get your hat straight as an Executive on the subject of hiring and training staff.

2. Get hiring basics in.

3. Get staff on-to-post basics in.

WHAT IS AN EXECUTIVE?

“Let us suppose we have an ‘executive’ who can himself work hard and who has the datum ‘get the work done.’ This is what he does.”

WHAT IS AN EXECUTIVE?

“He pulls off some odds and ends of organizational duties into his lap, sits at his desk and in a state of exasperation tries to do everything that comes his way.”

WHAT IS AN EXECUTIVE?

“Under such an executive income will decline, morale will turn sour, and there will be a large staff turnover. This ‘executive’ simply regards himself as a workhorse who is too overburdened to pay attention to details.”

WHAT IS AN EXECUTIVE?

“Even more importantly, the personnel around him go out the bottom, a thing he commonly fails to observe.”

WHAT IS AN EXECUTIVE?

“An executive who tries to perform many actions himself and does not ‘get people to get the work done’ creates a leaderless organization. He is overworked, he cannot cope, he eventually goes out the bottom.”

WHAT IS AN EXECUTIVE?

“You can toss all this aside and work yourself to death and compliment yourself on believing you are getting the job done, but don’t wonder why the staff doesn’t give you a pat on the back or why I don’t give you a pat on the back,…

WHAT IS AN EXECUTIVE? (OEC 7, Page 752)

“…because I’m not interested in how many hours you put in. I am only interested in the executives who get people to get the word done.”

- LRH

A MODEL HAT FOR AN EXECUTIVE

How do we know if a staff member is willing?

A MODEL HAT FOR AN EXECUTIVE

“We have then three classes of possible personnel:

1.The willing,

2.The defiant negative,

3.The wholly shiftless.”Def. SHIFTLESS: (of a person or action) characterized by laziness, indolence, and a lack of ambition.

The Willing

“The Willing include the overbearing, the meek, the swift, the slow, the efficient, the worried.”

The Willing

“Threats and punishing regulations do not help them – only hurt the innocent with the guilty. Tight scheduling, insistence, reason, crispness, and ARC help them.”

A MODEL HAT FOR AN EXECUTIVE

“A quarter of a century of leadership in this life has taught me that the only underprivileged posts there are, are posts of leadership.”

A MODEL HAT FOR AN EXECUTIVE

“As one rises on the scale of authority his flaws magnify and so does his power to hurt and destroy. It would take an archangel to be a perfect executive.”

A MODEL HAT FOR AN EXECUTIVE

“Despite the trying nature of an executive post, it yet must be filled – and filled with understanding, intelligence, helpfulness, courage and compassion.”

A MODEL HAT FOR AN EXECUTIVE

“When a lack of these enter upon an organization’s comm lines, the organization sickens and is gone –just as our world at large is doing.”

– LRH

SO WHAT ARE THE KEY ACTIONS?

For Hiring:

1. Use MGE’s Group Interview Handout to screen a volume of prospects

2. With candidates that pass through, establish tone level through finding their Comm Lag.

3. If a WISE member, use the PPA.

SO WHAT ARE THE KEY ACTIONS?

Once Hired:

1. Have each new hire do an Office Orientation Checklist

2. Get them through your Key Word List

3. Post the new person as an expeditor. Have them expedite in an area whilestudying general staff manuals, key word list and the hat manual for the post they are named for showing they can work

SO WHAT ARE THE KEY ACTIONS?

4. Assign them a supervisor who will complete a Daily Report form and note salient points (“did great today”, “happy and willing today”, “upset 3 patients today”, “broke the photocopier today”, etc.) Get these to HR daily.

5. HR and OM to monitor the daily reports.

SO WHAT ARE THE KEY ACTIONS?

6. While expediting, work out time for them each day to train – getting through the key words list, general staff orientation, their hat basics, etc.

7. If not correcting after mistakes, dismiss.

8. If a dev-t merchant, dismiss.

SO WHAT ARE THE KEY ACTIONS?

9. If not getting through training even though being given expected time to do say each day, dismiss.

10. If not able to get products despite routine and available help as an expeditor, dismiss.

11. If made it as an expeditor, immediately put onto a post and give an unalterable space.

SO WHAT ARE THE KEY ACTIONS?

12. Once on post, continue to train them and use MGE Online Training Platform and monitor their learning and application.

13. Send to MGE for training once proven that they can apply the management principles and can get products.

MGE OWNERS CONFERENCE

KEYNOTE PRESENTATION

© 2017 MGE: Management Experts. All Rights Reserved.

Grateful acknowledgement is made to L. Ron Hubbard Library for permission to reproduce from the copyrighted works of L. Ron Hubbard. Hubbard and LRH are trademarks used pursuant to a license agreement. Printed in USA. IA # 111017