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Frequently Asked Questions

Attainment, Inc. and LMI
1. What makes Attainment, Inc. different? 
2. Who are LMI and Paul J. Meyer?
3. What is the difference between Attainment, Inc. and traditional consultants?
4. What do others say about Attainment, Inc. and its process?
 
Our Process
1. What is the LMI Behavior Change Process?
2. What is Strategic Development?
3. What is a Development Needs Analysis (DNA)?
4. What are process mapping, written procedures and best practices?
5. How can you insure Value and ROI (and what is the difference)?
6. Why can't your behavior change programs be done in 1-2 days?
7. Can you do a 1-2 day class?
8. What is a SMART goal?
9. What is a Win-Win goal?
10. What is a Goal Planning Sheet (GPS)?
11. What is the Two-Track Process Attainment uses?
12. What is a My-Tyme Personal Success Planner?
13. What is a High Payoff Activity (HPA)?
14. Who does Attainment typically work with?
15. Why work with top leadership first?
16. Does your process provide breakthrough events?
17. Do people always see the benefits right away?

Leadership
1. How do I get my people on board with what we're doing and take ownership?
2. How can our company do a better job of attracting and keeping good people?
3. Why are things like vision, mission, purpose and value statements important?
4. How hard is it to change leadership habits and culture?
5. How can I motivate my people?
6. What is Servant leadership?

General 
1. What is the difference between leadership and management?
2. What is the difference between being efficient and being effective?
3. Are managers born or made?
4. Can people really change?



Attainment, Inc and LMI
1. What makes Attainment, Inc. different? 
We are facilitators of change - we use a process to enable you to identify the changes you need to make. Then we help you make those changes over a period of time with a proven behavior change process. We use an approach called Strategic Development that targets the specific areas in your organization that need attention. We have been in business for 20 years, and are a franchise of a 40-year old worldwide, leadership development organizational, Leadership Management Inc. (LMI).

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2. Who are LMI and Paul J. Meyer?
Paul J. Meyer founded Leadership Management Inc. in 1966. He saw the need for personal and professional leadership and created numerous programs to help people develop into better leaders. After starting more than 40 companies and writing numerous books, Paul is in semi-retirement where he pursues interests in philanthropy and community support. LMI has franchises in 60 countries and its materials are currently translated into 23 languages. There are over 200 franchises in the USA.

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3. What is the difference between Attainment, Inc. and traditional consultants?
Traditional consultants typically make recommendations and many times, leave you alone to implement the changes - resulting in a manual collecting dust on your shelf. Consultants are typically experts in a particular area who provide recommendations for an organization to change. We are experts in behavior change, goal achievement and effective leadership. As facilitators, we provide process and structure for people to surface their own needs and then help them make desired changes. You know more about your organization than anyone, and we help you leverage that knowledge. 

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4. What do others say about Attainment, Inc. and its process?
The common view we hear from our clients is that our process is effective and not a flash in the pan. We also hear that it often takes a couple of weeks before participants realize the benefits they are getting. To read about what clients have to say, please click here to read more testimonials.

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Our Process
1. What is the LMI Behavior-Change process?
It is the core of all LMI programs where participants identify the areas they need to change and then provides a framework for them to create new habits and make the necessary changes. Habits are made (or broken) over a period of time; therefore, the process is spread over time. 

Other elements of this behavior change process include lessons on specific topics, listening to CDs, reading, self-discovery questionnaires, weekly class meetings and applying specific ideas on the job. Many times others are included in the process, such as teammates and the participants manager. See  Process Page

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2. What is Strategic Development?
Strategic development is an approach to organizational development that includes four key areas: Awareness, Planning, Development and Results Management. It insures that all development activities are appropriately aligned with the organization and with what matters most. Rather than just trying to fix a particular problem, we have learned that the strategic development approach provides better lasting results. 

We help leaders see what their organization and leadership development needs are and to prioritize them. Based upon the needs, a development plan is created with specific results in mind. After a development program is completed, the results are assessed and a plan implemented to keep the results alive.

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3. What is a Development Needs Analysis (DNA)?
A Development Needs Analysis (DNA) is performed at the beginning of a client relationship and prior to any ongoing work. The purpose is to determine what the true needs are and what actions should be taken. The DNA helps determine if the solution relates to putting a system or process in place, developing people or making changes in the work environment. 

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4. What are process mapping, written procedures and best practices?
Process maps provide a work flow visual of how key tasks should be formed they provide a high level view. Written procedures provide detailed, step by step instructions for performing each task saving time in training. These are developed with subject matter experts from your company. Best practices are the agreed upon best methods in performing tasks that everyone follows to ensure efficiency and consistent quality. 

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5. How can you insure Value and ROI (and what is the difference)?
Value and return on investment are insured through our systematic approach and our 20 years of experience. Beginning with a Development Needs Analysis, we help leaders determine what part of Strategic Development to start with: Awareness, Planning, Development or Results Management. Then specific and measurable goals are set, along with the behavior changes required. Milestone achievements are acknowledged and celebrated. 

We facilitate the process every step of the way, communicating with all stakeholders. We also help with results management through follow-up after a particular program is complete. For more about the specific methods we use to insure value and ROI, please click here.

(ROI is a subset of Value.  ROI is stated as a percentage of monetary return on a particular investment in this case, learning & development efforts.  Value is not always shown as a specific monetary return.  For instance, better people productivity & quality of work may definitely affect the business and add value, but determining the bottom-line monetary impact for this may be difficult.   Any business effort, including training, should show real, measurable value to the individual and/or the organization.  However, determining the precise, bottom-line $$ ROI is often more elusive.  We will work with you to decide what value needs to be shown, and if demonstrating verifiable monetary ROI is feasible and necessary.)

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6. Why can't your behavior-change programs be done in 1-2 days?
Habits and behaviors can rarely be changed in a period of a couple of days. This is why our process uses a framework spread over time. Our experience shows that new habits and behaviors are best instilled by being repeatedly reinforced.

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7. Can you do a 1-2 day class?
We will facilitate sessions that range from a few hours to a few days. However, the expectation needs to be clear: new habits and new behaviors are not likely to be instilled in a short time period. If the shorter sessions are part of a larger framework, or if the intention is awareness rather than specific behavior changes, they can be appropriate.

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8. What is a SMART goal?
SMART goal stands for Specific, Measurable, Attainable, Realistic and Tangible. It was developed by LMI's founder, Paul J. Meyer, over 30 years ago. 

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9. What is a Win-Win goal?
A win-win goal is often set at the outset of a particular program. It is a SMART goal to accomplish something aligned with the organization's goals. It is called Win-Win because everyone benefits  the participant and the organization.

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10. What is a Goal Planning Sheet (GPS)?
A goal planning sheet (GPS) is a written process to set and achieve SMART goals. By using this process, the goal and necessary action steps become clearer. It helps identify the benefits, the obstacles and solutions and determines measurement and accountability.

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11. What is the Two-Track Process Attainment uses?

A Two-Track Process is utilized when people go through a LMI development program. One track is the program (Win-Win) goal and the other is the program materials a participant moves forward on each concurrently. The program goal sets an overall direction and something specific to be accomplished; while the program materials helps the participant in addressing ongoing behavior changes. Changing these behaviors also helps them achieve the program goal, therefore the two tracks provide a synergy for positive change.

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12. What is a My-Tyme Personal Success Planner?
The My-Tyme is a goals and commitment management tool. It helps clarify dreams and goals, prioritize areas to move forward on, and plan out those activities. The daily calendar is set-up to insure that tasks are being scheduled properly and that things are being effectively followed-up. While the use of electronic schedules is popular, many find the My-Tyme planner goes beyond the functionality of computer-based systems. We help participants increase their ability to stay focused on goals using whatever system works best for them. Please click here for more My-Tyme information.

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13. What is a High Payoff Activity (HPA)?
High Payoff Activities (HPAs) are the six most important responsibilities and activities a person should spend at least 80% of their time in to get the greatest return on time and money invested. The participant, his or her manager and teammates all benefit from knowing their HPAs. 

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14. Who does Attainment typically work with?
We look for leaders who value development, can make appropriate decisions and are able to commit resources. Prime prospects should believe that they and their people can change and become more effective. They are willing and able to commit time, money and energy to making the changes they need and want. 

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15. Why work with top leadership first?
Leaders set the tone and culture. Our experience shows that working with the top people or person first is the most effective way to start. Many issues and challenges surface when a leader goes through our process. As the leader experiences the process firsthand, he or she gets clearer about what needs to be done differently. This provides the leader with a better picture of how development should proceed with his or her people. It allows the leader to begin modeling the new behaviors for the rest of the organization. This also allows us to get to know each other and have a better understanding of the organization.

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16. Does your process provide breakthrough events?
Yes! Breakthrough or aha moments are quite valuable. This is when a person has a sudden realization about something. We believe that through our process a person has a much better chance of having these breakthroughs. But just having the realization isn't enough it also needs application. Through our process, participants also learn how to apply the new knowledge effectively.

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17. Do people always see the benefits right away?
Not always. Since real behavior change usually occurs over a period of time, some times participants don't see the results immediately. We regularly refer to the magic third week this is often when a participant will start to see solid results from the things they are doing differently. We, therefore, ask people to remain open and give the process a chance to begin working in their lives.

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Leadership
1. How do I get my people on board with what we're doing and take ownership?
When the proper leadership culture is in place, most people will automatically tend to take more ownership. The way the company is led sets the tone. To read an article on this topic, please click here.

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2. How can our company do a better job of attracting and keeping good people?
In a company with a good culture, employees become the best recruiters. People who enjoy coming to work like to talk about their job and company. They will stay with that company and be on the lookout for others who might be a good fit. For an article on this subject, please click here

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3. Why are things like vision, mission, purpose and value statements important?
A leader needs to be crystal clear about why the organization exists, where he or she wants to take it, and how to get there. But being clear isn't enough these things need to be effectively communicated. In order to be effective, a leader must insure that everyone understands the bigger picture and their individual role. Employees should know daily whether they are winning or losing in contributing toward the goal. This all begins with clarifying and communicating the company’s purpose, vision, values and mission.

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4. How hard is it to change leadership habits and culture?
Things that are worthwhile often don't come easily or quickly. Changing leadership habits takes time and effort. A firmly entrenched culture didn't happen overnight and is not changed overnight. However, identifying where you need to go and making the effort to get there will pay big dividends. People and organizations that don't make the effort to develop will still be doing most things the same way 10 years from now. Growing pains are temporary but the great results are lasting.

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5. How can I motivate my people?
Technically speaking you cannot motivate people to do something they don't want to do or see no benefit in doing. Motivation comes from within each person, and is unique to them. However, a leader can create the environment for other's motivation to become engaged. To be motivated a person must see what's in it for them. Effective leaders learn what motivates each team member and know how to tap into that motivation.

Some people confuse motivation with manipulation, but they are very different. Inner motivation is positive and compounding; manipulation is negative and diminishing. To read an article on this topic, click here

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6. What is Servant Leadership?
While there are many outward management and leadership approaches, Servant Leadership is more a matter of the heart and motivation of a leader. Servant Leaders purpose to serve their people in order to help them develop to their full potential and effectiveness. This is a win-win for the employee, the leader, and the organization. The Servant Leader is also concerned about being a good steward to all stakeholders and enhancing the community. Robert Greenleaf coined the term in the 1970s, but the basic concepts are actually founded on millennia old teachings. Paul J. Meyer, author of most of the LMI program we use, incorporated many Servant Leadership ideas into his offerings as early as the late 1960s.

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General
1. What is the difference between leadership and management?
Managers tend to take care of the status quo while a leader looks ahead, and seeks to impart the vision to others. Organizations actually need both qualities to be effective.

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2. What is the difference between being efficient and being effective?
Efficient is doing things right; effective is doing the right things and doing them well. All team members in the organization should have a scorecard so they will know if they are being effective on a consistent basis.

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3. Are managers born or made?
Our view of this age-old question is two-fold. First, everyone has certain inherent strengths and talents that may give them a natural advantage in some areas, including leadership. However, most people, regardless of their natural talent, can acquire many behaviors that will make them more effective. Having natural leadership strengths is a good foundation but most people can benefit from learning specific skills and effective behaviors.

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4. Can people really change?
Yes! We see it all the time. It begins with people seeing the benefit of changing, wanting to change, and expending the necessary effort. However, people make the best and most lasting changes when it aligns with who they are and their inherent strengths or talents. Sometimes it becomes apparent that a person doesn't have strength in a particular area. We believe people should develop their strengths and manage their weaknesses (we all have both). Too much effort expended on trying to fix a weakness is largely wasted energy!

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Contact us to tell us about your goals and learn about the Executive Showcase where you can experience our Behavior Change Process risk-free.

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