Sonoma County WinegrowersSuccession Series Workshop #4

March 23, 2017

Management Techniques for Key Manager and Employee Retention

Mike Saqui and Raul Calvo

Raul Calvo• 20+ years of experience in employee labor relations (specializing in safety, HR

consulting and development)

• 2009 started Employer Services - providing employee/labor relations and

human resources consulting and training

• Deep understanding of current labor, safety, wage & hour laws and regulations

Mike Saqui• Over two decades of experience working in employer-employee relations

• Managed over 100 union avoidance campaigns in dozens of states

• Represents clients before the National Labor Relations Board and other federal

and state agencies and courts

• One of the most sought after public speakers in California on labor and

employment matters

CORE PRINCIPLES AND BEST PRACTICES IN

SUCCESSION PLANNING

Presented by Michael C. Saqui and

Raul Calvo

This PowerPoint Presentation was created by The Saqui Law Group and is ©2017 by The Saqui Law Group. All rights reserved.

Management Techniques for

Key Managers and Employee Retention

▪ Trust & Getting to know your labor force;

▪ Identifying talent & How do we promote;

▪ How to Develop a well-oiled operations team;

▪ Communication of your vision;

▪ Gaining the necessary “buy in“ & Changing the culture; and

▪ Agreeing and Developing a plan

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1. Trust is earned.

2. Must see commitment to business and how you built it ….

This must be blind at first with no input and no opinions

…. Complete submission.

3. Must see effort to understand the “why.”

4. Must see effort to understand the customer their

business, their vision, their problems and their team

dynamics.

5. Must see effort to be team player not team leader.

6. What's their philosophy on money … watch and learn!

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Trust& Getting to know your labor force

▪ What value do you put on education?

▪ What is “education” – college, MBA, Ag Sciences?

Any value for “in the trenches”?

Any value for business mechanics?

▪ Do you support continuing education?

▪ Do you have a formal mentoring program?

▪ Get outside help in assessing:

Leadership ability

Learning ability

Advancement potential

Advancement desire

Core Competencies

Skill sets

Derailing factors

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Identifying Talent & How do we promote

1. Don’t tell me we all get along.

2. Know your strengths and weaknesses on

the team. Lois (technical, function

expertize, problem solving, interpersonal

skills, etc.)

3. Areas of specialization makes sense.

4. Test under fire (family should have

outside world experience.)

5. Who are your leaders really?

6. Who’s gonna quit?

7. Who goes to excuse bag early and often?

8. Must have mental effort, commitment

and respect.

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How to develop a Well-Oiled Operations Team

▪ How’d you build this?▪ What’s your brand?

SLGWow! I’m glad he’s on our side. No one else could've won that fight.Employer ServicesHow’d they do that?

… PASS IT ON!

▪ What has been your approach? Know our client’s business Value of case v. YTD billings Client defines victory … we don’t prescribe

▪ What are your strengths and weaknesses?▪ (eg. Builders don’t run and manage companies)

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Communication of Your Vision

▪ Do you have a grasp on the future in terms of business and

technology; marketing, etc.?

▪ What does succession look like?

▪ What is the time line?

▪ What is your role and for how long?

▪ What benchmarks have to be hit for this to be on track?

Examples:

1. I want to do only what I’m uniquely qualified to do and

love doing (this is probably what got you here in the

first place.)

2. I want to move from “necessary” to “needed.”

3. I want our clients not to miss me.

4. I want to be half time by __ / __/ __/

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Communication of Your Vision (con’t)

▪ Tested over time so get going early and keep “tweaking”

your plan.

▪ Transparency

▪ Serious conversations about career paths, responsibility

▪ (Lois) Describe the preparation and selection process you

this we go through in choosing next CEO and

Management Team.

▪ Now you need a written succession plan; and

▪ Advise team to get tax and legal counsel for further

discussion.

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Gaining the Necessary "Buy-In"& Changing the culture

▪ Define vision.▪ Define roles.▪ Always allow for cross pollination of roles; folks are

rarely good at what we first think and hidden passion is key for successful businesses.

▪ Upfront planning (Crops, Compliance, Customers, and Cash “Four C’s”.)

▪ Assumption of Rules early in the process – start now with responsibility shifting especially on the “cash” side, which is the running of the business and I only have one thing to say over and over …

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Agreeing and Developing the Plan Being an Employer of Choice

1A.Get used to the idea of not seeing it done your way ever again!

1. Move from influencing others to learning with others -from forcing your opinion to sharing information and asking questions .

2. Explore not only what is said, but what is not said.3. Crucial assumption to break - "I'm right, you're wrong."4. Look at the 'truth' from all sides, intentions of each

person and away from blame to joint ownership of the situation.

5. Talking about fault leads to disagreement, denial and little understanding.

6. Shift our intent from proving we are right to understanding the perceptions, interpretations, feelings and values of both sides.

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Take Aways

7. How we interpret what we see is the result of: our past experiences, and the implicit rules we've learned about how things

should and should not be done. 8. Own and heal your past; unhealthy regression is not

fun for anyone. Make your rules explicit and ask the other person to do the same.

9. Using the word "and" helps us be curious and clear in our conversations. We more commonly use the word "but" instead which negates the second part of the message. I have to reassign you to a shift you have said you didn't want and I understand this make cause a hardship for a while and I should have done it sooner because the work is piling up on team A.

10. Honestly check your intent and motivation before entering into a conversation - do not assume you know another persons' intent.

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Take Aways (con’t)

11. Not "Who's right?, instead "Now that we really

understand each other, what's a good way to manage

this problem?"

12. We assume intentions from the impact on us - we

often assume the worst leading the other person to

defensiveness .

13. Good intentions do not make up for poor message

delivery.

14. We frequently underestimate the complexity of human

interactions.

15. Looking at all sides of the story is accomplished with a

dose of humility, checking your ego at the door and

not holding on to the "rightness" of our story. Embrace

both stories - develop the collaborative 'third story'.

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Take Aways (con’t)

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Roseville Office:1410 Rocky Ridge Dr. Suite 330Roseville, CA 95661Tel: (916) 782-8555Fax: (916) 782-8565

Central Coast Office:512 Pajaro Street

Suite 14Salinas, CA 93901

Tel: (831) 443-7100Fax:(831) 443-8585

Copyright Notice and Disclaimer: This PowerPoint presentation was created by The Saqui Law Group, and is ©2017 by The Saqui Law Group. All rights reserved. The information contained in this PowerPoint presentation is provided solely for the general interest of clients and friends of The Saqui Law Group. This information

should not be relied upon or construed as legal advice and is not a substitute for obtaining legal advice from an attorney licensed in your state. The Saqui Law Group assumes no liability or responsibility for any errors or omissions in the content of this PowerPoint presentation. The use of our PowerPoint presentation is not intended to and does not establish an attorney-client relationship. Please do not send us confidential information via e-mail without first obtaining permission to do

so from one of our attorneys.

Questions regarding this PowerPoint presentation may be sent to administrator@laborcounselors.com or Client Services at 916-782-8555.

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Questions

Next Workshop: April 14th 9am-12:30pm

Best Practices: Management Techniques for Operational Compliance

Mike Saqui & Raul Calvo