For just over a year the team turned to Chad Pennington as their quarterback and as the team leader. Now with an injury ending Pennington’s season and possibly his career, Chad Henne stepped in to the role of Dolphins’ new quarterback. The key to the team’s success over the Bills has two distinct parts: 1) the comfort that Henne showed behind center and 2) the performance of the rest of the team.
Before being asked to lead the team, he was provided a year to learn, to practice, to fail and to succeed. Even though Henne was forced to start his season ahead of schedule, his role of understudy behind Pennington showed his patience on the field and smart decisions at the line. As the new leader emerged his team stepped up their game and had his back. What we learned here is that developing talent is a process not an event.
Showing posts with label support group. Show all posts
Showing posts with label support group. Show all posts
Sunday, October 4, 2009
Wednesday, February 27, 2008
Avoiding Relapse
Not during this lifetime did I expect to think addiction and rehabilitation had anything to do with Induction.
As Induction in Broward County is not a “one-shot orientation”, but systems of processes embedded in all that we do to grow as educators; recovery is just not a “one-shot stint of rehab”, but a system that draws upon beliefs, values, and collaboration that focuses on new learning.
When attempting to make a change in your life, Dr. Drew from VH1’s “Celebrity Rehab” points out that “Creation of Change” and “Sustainability of Change” are two completely different and equal components of growth. He not only introduces new choices in life, new approaches in decision-making and problem solving, but also prepares the patient to identify support systems that will reinforce the new paradigm after the doctor has left.
It appears that without a plan to sustain the new behavior, the creation of change might just be an exercise of futility.
As Induction in Broward County is not a “one-shot orientation”, but systems of processes embedded in all that we do to grow as educators; recovery is just not a “one-shot stint of rehab”, but a system that draws upon beliefs, values, and collaboration that focuses on new learning.
When attempting to make a change in your life, Dr. Drew from VH1’s “Celebrity Rehab” points out that “Creation of Change” and “Sustainability of Change” are two completely different and equal components of growth. He not only introduces new choices in life, new approaches in decision-making and problem solving, but also prepares the patient to identify support systems that will reinforce the new paradigm after the doctor has left.
It appears that without a plan to sustain the new behavior, the creation of change might just be an exercise of futility.
Wednesday, October 11, 2006
Cheesecake Factory Cooks Up a Rigorous Employee Training Program
How do we compare to Cheesecake? Something to think about while waiting in line for your table.
Each candidate must go through a rigorous two-week certification process before becoming a full-fledged server. Candidates are assigned a mentor for on-the-job training. They observe how experienced servers interact with customers and navigate diverse situations in the restaurant.
At the end of the two weeks, candidates are given examinations and are required to attain a letter grade of A. They are given two attempts to qualify, and if they can’t get that A, they’re not hired.
Thirty days after becoming servers, employees receive follow-up classes. To maintain strict quality control, servers go through a recertification process once a year.
Because many of the company’s workers do not hold predictable 9-to-5 schedules, creating deep, long-lasting company ties can be a tricky undertaking. With this in mind, the Cheesecake Factory gathers employees every day for a formal meeting—a ritual long practiced by Ritz-Carlton. The sessions serve as a platform for talking about a variety of issues—from the best ways to keep the stores clean to safety tips to celebrating special events.
One way the company measures its return on investment is by examining turnover rates, which are about 15 percent below the industry average of 106 percent.
How rigorous is your Orientation compare to Cheesecake?
Click here for the complete article : )
Each candidate must go through a rigorous two-week certification process before becoming a full-fledged server. Candidates are assigned a mentor for on-the-job training. They observe how experienced servers interact with customers and navigate diverse situations in the restaurant.
At the end of the two weeks, candidates are given examinations and are required to attain a letter grade of A. They are given two attempts to qualify, and if they can’t get that A, they’re not hired.
Thirty days after becoming servers, employees receive follow-up classes. To maintain strict quality control, servers go through a recertification process once a year.
Because many of the company’s workers do not hold predictable 9-to-5 schedules, creating deep, long-lasting company ties can be a tricky undertaking. With this in mind, the Cheesecake Factory gathers employees every day for a formal meeting—a ritual long practiced by Ritz-Carlton. The sessions serve as a platform for talking about a variety of issues—from the best ways to keep the stores clean to safety tips to celebrating special events.
One way the company measures its return on investment is by examining turnover rates, which are about 15 percent below the industry average of 106 percent.
How rigorous is your Orientation compare to Cheesecake?
Click here for the complete article : )
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