Motivating employees


What Motivates Employees

Each person is motivated by something different. The simplest, and perhaps most overlooked, step in motivating employees is to find out from them what would be motivating! Before investing time and resources into a plan to motivate your sales team, you should take the time to discover what would be most motivating to the actual people in question. This way you can know from the outset that you are providing resources, tools, and incentives that will actually provide the motivation you seek.


One Size Does Not Fit All!

When it comes to motivation, you can’t assume that all people will respond to the same things. Even strategies that have worked in the past may not be as effective if the make-up of the team, the culture of the organization, or other factors have changed. Some people fear that not offering everyone the same motivational techniques means a lack of fairness. However, as long as people are treated equably, there is no unfairness in recognizing that different people will be motivated by different things. Failing to take into account that people value and are motivated by a variety of things almost guarantees that at least some portion of your team will not be motivated and energized by even the most well thought out motivational plan.


Find Out What Motivates Individuals

Take time to check in with each individual on your sales team and discover what motivates him or her. Find ways to offer these motivations. While one employee might be motivated by the idea of extra paid time off, another might be more motivated by a longer lunch or a closer parking space. Be clear about what the organization can and cannot offer in terms of motivation and incentive, but hear each individual out. Find out 1-3 things that motivate each individual, and keep note of these in his or her file. Check in periodically as well, as what people value can change over time.


Discover What Motivates the Team

Although it is made up of individuals, the team also has shared goals. Find out what motivates the team as a whole. A team may be motivated by the idea of recognition, of financial reward, or of winning a competition over other teams. All of these are acceptable motivations, but each needs to be considered and implemented differently. In your regular team meetings, ask your team what would motivate them as a team to work toward goals. Emphasize that this does not mean that each member is not also working toward his or her individual goals, but that team goals are also important. This is also a good time to reinforce team values and goals, and to evaluate plans for working toward those goals.


Tailor Rewards to Employees

Once you’ve discovered what motivates individuals and the whole team, work to find ways to provide those things. Tailor rewards to employees and teams. A “reward” that is not valued by the person or team it’s given to is no reward at all! It is important to ensure fairness and equity, but this does not mean that every person and team has to be offered the same motivators and rewards. Find a way to keep things fair while also tailoring rewards to the people they’re meant for. This might mean setting a price cap on financial rewards, for instance. Tailoring rewards to employees shows people that the organization genuinely cares about them and wants to reward them with things or experiences they value. This increases employee investment, and this in itself can be a powerful motivator!

The River Street Consultant

Source: Motivating Your Sales Team workshop

Using Appreciative Inquiry in the Change Management Process

Appreciative Inquiry (AI) is a model for change management developed by David L. Cooperrider, Ph.D., a professor at Case Western University.  The name combines two definitions:

  • Appreciate: to look for the best in something, and to increase something in value.
  • Inquiry means to seek understanding using a process based on provocative questions.

Based on the meanings of the two words, AI theorizes that organizations are not problems to be solved. Rather, each organization has been created as a solution, designed in its own time, to meet a challenge, or to satisfy a need within society.

A guiding principle in appreciative inquiry is the concept of the positive core, or what gives life to an organization. Below is a list of elements that make up a positive core.

Achievements, strategic opportunities, cooperative moments, technical assets, innovations, elevated thoughts, community assets, positive emotions, financial assets, community wisdom,  core competencies, visions of possibility, vital traditions and values, positive macro trends, social capital, and embedded knowledge.


The Four Stages

The four stages in the Appreciative Inquiry model are known as the 4-D cycle. They are:

  1. Discovery: Mobilizing the whole system by engaging all stakeholders in the articulation of strengths and best practices. Identifying “The best of what has been and what is.”
  2. Dream: Creating a clear results-oriented vision in relation to discovered potential and in relation to questions of higher purpose, such as “What does the world call us to become?”
  3. Design: Creating possibility propositions of the idea organization, articulating an organization design that is capable of drawing upon and magnifying the positive core to realize the newly expressed dream.
  4. Destiny: Strengthening the affirmative capability of the whole system, enabling it to build hope and sustain momentum for ongoing positive change and high performance.


Various types of questions help elicit feedback and ideas during the process:

  • What’s the biggest problem here?
  • Why do we still have those problems?
  • What possibilities exist that we have not yet considered?
  • What’s the smallest change that could make the biggest impact?
  • What solutions would have us both win?

Topics emerge from interviews with people throughout the organization in several ways.

  • Preliminary interviews are held within the organization at its best levels
  • A cross-section of people throughout the organization are engaged in inquiry
  • People are challenged to shift deficit (negative) issues into affirmative (positive) topics for inquiry.


The Purposes of Appreciative Inquiry

Appreciative inquiry is conducted in organizations for several reasons.

  • It allows the performance of people from across the whole system to participate in an inquiry; all stakeholders (employees, customers, vendors, and interested community members) are involved in the process.
  • It leads to the design of appreciative organizations that can support stakeholders fostering a triple bottom line; people, profits, and planet.
  • It serves as a catalyst for the transformation of an organizational culture.

The River Street Consultant

Source: Change Management workshop

Dealing with Contentious Issues

Working on the Problem

The escalation of anger in ‘hot’ situations can be easily prevented, if a system for discussing contentious issues is in place. In this discussion we will examine how to work effectively on the problem. Specifically, we will tackle constructive disagreement, negotiation tips, building a consensus and identifying solutions.

Using Constructive Disagreement

There is nothing wrong with disagreement. No two people are completely similar therefore it’s inevitable that they would disagree on at least one issue. There’s also nothing wrong in having a position and defending it.

To make the most of a disagreement, you have to keep it constructive. The following are some of the elements of a constructive disagreement:

  • Solution-focus. The disagreement aims to find a workable compromise at the end of the discussion.
  • Mutual Respect. Even if the two parties do not agree with one another, courtesy is always a priority.
  • Win-Win Solution. Constructive disagreement is not geared towards getting the “one-up” on the other person. The premium is always on finding a solution that has benefits for both parties.
  • Reasonable Concessions. More often than not, a win-win solution means you won’t get your way completely. Some degree of sacrifice is necessary to meet the other person halfway. In constructive disagreement, parties are open to making reasonable concessions for the negotiation to move forward.
  • Learning-Focus. Parties in constructive disagreement see conflicts as opportunities to get feedback on how well a system works, so that necessary changes can be made. They also see it as a challenge to be flexible and creative in coming up with solutions for everyone’s gain.


Negotiation Tips

Negotiations are sometimes a necessary part of arriving at a solution. When two parties are in a disagreement, there has to be a process that would surfaces areas of bargaining. When a person is given the opportunity to present his side and argue for his or her interests, anger is less likely to escalate.

The following are some tips on negotiation during a conflict:

  1. Note situational factors that can influence the negotiation process.

Context is an important element in the negotiation process. The location of the meeting, the physical arrangement of room, as well as the time the meeting is held can positively or negatively influence the participants’ ability to listen and discern. For example, negotiations held in a noisy auditorium immediately after a stressful day can make participants irritable and less likely to compromise.


  1. Prepare!

Before entering a negotiating table, make your research. Stack up on facts to back up your position, and anticipate the other party’s position. Having the right information can make the negotiation process run faster and more efficiently.


  1. Communicate clearly and effectively.

Make sure that you state your needs and interests in a way that is not open to misinterpretation. Speak in a calm and controlled manner. Present arguments without personalization. Remember, your position can only be appreciated if it’s perceived accurately.


  1. Focus on the process as well as the content.

It’s important that you pay attention not just to the words you and the other party are saying, but also the manner the discussion is running. For example, was everyone able to speak their position adequately, or is there an individual who dominates the conversation? Are there implicit or explicit coercions happening? Does the other person’s non-verbal behavior show openness and objectivity? All these things influence result, and you want to make sure that you have the most productive negotiation process that you can.


  1. Keep an open-mind.

Lastly, enter a negotiation situation with an open mind. Be willing to listen and carefully consider what the other person has to say. Anticipate the possibility that you may have to change your beliefs and assumptions. Make concessions.


Building Consensus

Consensus means unanimous agreement on an area of contention. Arriving at a consensus is the ideal resolution of bargaining. If both parties can find a solution that is agreeable to both of them, then anger can be prevented or reduced.


The following are some tips on how to arrive at a consensus:

  1. Focus on interests rather than positions.

Surface the underlying value that makes people take the position they do. For example, the interest behind a request for a salary increase may be financial security. If you can communicate to the other party that you acknowledge this need, and will only offer a position that takes financial security into consideration, then a consensus is more likely to happen.

  1. Explore options together.

Consensus is more likely if both parties are actively involved in the solution-making process. This ensures that there is increased communication about each party’s positions. It also ensures that resistances are addressed.

  1. Increase sameness / reduce differentiation.

A consensus is more likely if you can emphasize all the things that you and the other party have in common, and minimize all the things that make you different. An increased empathy can make finding common interests easier. It may also reduce psychological barriers to compromising. An example of increasing sameness/ reducing differences is an employer and employee temporarily setting aside their position disparity and looking at the problem as two stakeholders in the same organization.


Identifying Solutions

Working on a problem involves the process of coming up with possible solutions. The following are some ways two parties in disagreement can identify solutions to their problem.

  • Brainstorming is the process of coming up with as many ideas as you can in the shortest time possible. It makes use of diversity of personalities in a group, so that one can come up with the widest range of fresh ideas. Quantity of ideas is more important than quality of ideas in the initial stage of brainstorming; you can filter out the bad ones later on with an in-depth review of their pros and cons.
  • Hypothesize. Hypothesizing means coming up with ‘what if’ scenarios based on intelligent guesses. A solution can be made from imagining alternative set-ups, and studying these alternative set-ups against facts and known data.
  • Adopt a Model. You may also look for a solution in the past. If a solution has worked before, perhaps it may work again. Find similar problems and study how it was handled. You don’t have to follow a model to the letter; you are always free to tweak it to fit the nuances of the current problem.
  • Invent Options. If there has been no precedence for a problem, it’s time to exercise one’s creativity and think of new options. A way to go about this is to list down each party’s interests and come up proposed solutions that have benefits for each party.
  • Survey. If the two parties can’t come up with a solution between the two of them, maybe it’s time to seek other people’s point of view. Survey people with interest or background in the issue in contention. Find an expert is possible. Just remember though, at the end of the day the decision is still yours. Identify a solution based on facts, not on someone’s opinion.

The River Street Consultant

Source:  Anger Management workshop

The Importance of Talent Management

What Is Talent Management?
The Human Resource department typically monitors talent management. Since the late 1990s, the focus on employee management has changed. The high cost of turnover combined with poor engagement, competition for skilled labor, and succession planning has led to a greater interest in managing talent. There are four stages to talent management.
1. Assess: Determine what your company needs and the skills employees need to have.
2. Recruit: Search for and recruit the right employees for the organization
3. Develop: Train and develop employees to promote and stay long-term.
4. Coordinate: Align the goals of the employees with the goals of the company.

Types of Talent
Companies need a variety of talent. It is important to match skill sets with positions, but it is equally important to find people who have natural talent and specific personality traits to provide balance and work with the other team members. There are four basic types of talent.
1. Innovator: Innovators are good at finding innovative solutions to problems and monitoring the market trends. They keep companies from missing opportunities.
2. Visionary: Visionaries encourage change. They are always looking to the future and focus on new ideas. Visionaries drive the business forward.
3. Practical: Practical employees manage and implement different applications. They focus on seeing a task through to completion. They ensure that a job is done.
4. Relationship Expert: People who listen well and communicate ideas effectively are able to develop relationships. These employees are important to create a functional team.

Skills and Knowledge Defined
Knowledge of a subject or field is necessary in order to develop certain skills. Knowledge comes from education and skills come with experience and training. For example, someone can have knowledge of legal requirements for a particular subject but not be skilled to apply that knowledge. Skills and knowledge are both required for a job.

Skill Examples:
• Math
• Typing
• Editing
• Clerical
• Phone
• Speaking
Every position requires a different skill and knowledge set. Employees should already have a certain amount of knowledge and skills when they are hired, but skills and knowledge should be advanced with training on the job. For example, employees should have basic knowledge of the computer programs that the company uses as well as the skills to use the program. Knowledge of policies and procedures, however, must be trained.

Understanding Talent Management
Talent management takes hard work and dedication. It is not enough to recruit qualified candidates. Successful talent management retains the best employees. The goal of talent management is to have a skilled workforce and a complete succession plan without any destructive gaps that would cost the company if an employee were lost.
The steps of talent management help guide the process. The two main guidelines are Recruitment and Retention. It is important that HR has a model for these guidelines and reviews them frequently. The information that should be included in the guidelines is listed below:
Recruitment Strategies:

• Determine position and responsibilities
• Create a compelling job description
• Identify pipelines and sources to recruit (social networks, job fairs, colleges etc.)
• Review success of recruitment strategies and make changes as necessary

Retention Strategies:
• Employee training development
• Incentives
• Compensation
• Work / Life balance
• Review success of retention strategies

Importance & Benefits
Talent management is important to the success of any business. Employees who are treated as more than cogs in a machine are happier and everyone benefits. Managers, employees, and the company benefit from implementing talent management strategies.
• Identifies candidates for promotion
• Reduces turnover
• Increases productivity
• Increases profitability
• Creates career goals
• Engages employees
• Reduces stress and stress-related illness

Talent management programs face numerous challenges. This is particularly true in times of economic uncertainty. As positions expand to include many skills, there are fewer employees qualified to fill vacancies and the competition to recruit and retain skilled employees becomes fierce.
• Money to invest in employee development
• Advertising jobs and creating policies that appeals to the three different generations still in the workforce
• Support from executives
• Competition with other companies
• Few opportunities for advancement

Key Elements to Developing a Winning Strategy
There are essential elements that need to be included in every talent management strategy. These elements can be implemented in all organizations, regardless of the size or structure. These elements are also helpful in other business strategies.
Strategic Goals: Create goals that focus on talent management.
Employee Involvement: Involve employees in the talent management policy.
Communication: Communicate expectations and provide feedback.
Assessment: Assess the program and make changes where necessary.

The River Street Consultant

Source: Talent Management Workshop

Success with a Virtual Team

Succeeding with traditional face-to-face teams can be challenging enough, but succeeding with a virtual team can be just as hard, if not more so. Inspiring a team to create and meet goals, maintain motivation and work together are only a few obstacles when managing a team that you cannot see on a daily basis. But with effective communication and a little discipline, any virtual team can succeed.

Set Clear Goals
Setting goals are one of the most elementary processes that can lead to success. After all, you don’t know where you’re going until you determine what you want! Clear goals are normally set for the team as a whole as well as each individual teammate. The manager works with the team to determine what they want to achieve over a set amount of time (i.e. increased sales, decreased absences) while the employee sets their own goals about what they want to achieve as a member of the team (i.e. decreased data errors, increased personal productivity). Setting goals with your virtual team can help them stay task-focused and can make them feel as though they are making a difference on the team.
√ Determine what you want to achieve
√ Define a path that can help you get there (there may be more than one)
√ Decide what you will do when you reach that goal

Create Standard Operating Procedures (SOPs)
A Standard Operating System is generally a company’s process or procedure that it follows in the workplace. Sometimes a company does not feel the need to document these procedures, since many people may already know it. But creating these procedures and correctly documenting them allows the manager to share them with other employees and create them as a type of guideline and resource. As a manager, review some of the procedure and processes that have worked for you in the past and try to create them into an SOP. Although it can be time consuming, it will be worth the benefits in the end. On a virtual team, these can be especially helpful for employees who may not have experience on the team yet. They will come to you for help and will need to learn procedures if they are to contribute to the team.

Build a Team Culture
Your virtual team is your family. Every member should take the time to know each other and familiarize themselves with someone else’s situation. After all, every member of the team is a human being and deserves to be treated with respect and friendliness. If employees are not able to socialize locally, allow them to have a chat room on a private server or virtual community they can come and go in to speak with other employees on a non-business level. If possible, assign projects or assignments in pairs or small groups to encourage further mingling and socializing. When the employees feel as though they are part of a family, they see other teammates as family also and will create their own team culture they can fit into.

Provide Timely Feedback
Positive or negative, feedback is a great tool to help employees at work. On a virtual team, giving timely feedback is important to the team’s overall success. Employees need to know how they are doing on assignments and need to know if they need to change anything. Since the manager cannot randomly approach the employee to give feedback as they would in person, it is best to set up regular, scheduled sessions (such as by phone or chat) to alert the employee of any negative feedback that needs to be addressed or any positive feedback that should be shared. This will require the manager to get to know the employee personally so that the feedback sessions are not awkward or uncomfortable.

Source: Virtual Team Building and Management Workshop

Why is a Social Media Policy Important?

When building a social media policy for the company, there are several aspects and guidelines to consider. In order to prevent situations that can put the company at risk, companies create a policy that outlines what is and is not acceptable us of social media in the workplace. Some basic rules should be established first to give the policy some structure. Determine what the policy wants to accomplish and what can be done to make that happen. Once the basics have been established, you can move toward the specific points of the plan and form a policy that will benefit everyone involved.

It has to be a living document
Static articles, or ‘dead’ articles, are articles that are usually posted somewhere and do not change, such as a single edition dictionary or encyclopedia. In contrast, a living document is defined as a document which may be continually edited, revised, or updated, either by one appointed person or by a selective group. As we’ve reviewed, we know that social media is constantly changing and growing, so a policy that does not change with it will become obsolete. If the policy were a static document, it would have to be discarded and rewritten every time an update or change needed to be added. But having a social media policy classified as a living document allows for the delegated person or group to review the policy and ensure that it is up to date and accurate at all times, without having to start from scratch.

How Often is it Revised?
Finding the exact moment to revise your living document can be difficult to pinpoint. Some companies use a set schedule to update and revise their living documents, while some only base any changes or revisions on an as needed basis and wait until something needs to be changed to update it. However, when maintaining a social media policy, many companies have found it beneficial to use a combined system that uses both techniques to help them stay up to date. The social media policy is updated or revised any time a new update or development arises, but they also schedule a set time to revise the policy to check for anything that may have been missed or recently added. With this method, the company can better maintain their policy and assure its accuracy.
A living document can be revised:
• Daily, weekly, monthly
• Annually or semi-annually
• On a scheduled basis
• On an as-needed basis

Who Will Be in Charge?
Often time the person in charge of changing or revising a social media policy is the information officer, but sometimes it can be another individual or even a team of employees. It is important to make sure the person, or persons, appointed to oversee the policy are someone the company can depend on to complete the task effectively and in a timely manner. They should have some sort of management experience and work well with others, since they will need numerous consultations when it comes to changes being made. Once someone has been chosen, make sure it is known to the department who they can contact with questions or concerns and ensure that they are aware of the proper procedure for submitting suggested changes or revisions.
Things to consider:
• Who will be responsible for the revisions and corrections needed?
• Who will perform these tasks in an effectively?
• Who will be able to stay on top of the changing social media aspects?
• Who is dependable to accomplish the job with little supervision?
• Who work well individually as well as on a team?
Change Management
One of the key factors in making sure your living document has an effective change management process. Change management is a term used for the process or steps needed to manage a living document and the revisions/updates/changes it will need periodically. While one person is normally appointed to make the selected changes or updates, there is normally a team that handles the information requests and the procedure itself for having the living document changed. This team ensures that all requests for updates are received properly and, if carried out, then they are documented in the proper places.
To have a successful form of change management, it is important for everyone to recognize their roles and how they help the teams run smoothly. Since the exact procedures for change management differ for every organization, it is important to recognize what your company will need and what it can do in order to benefit their living documents.

The River Street Consultant

Source: Social Media in the Workplace workshop

Why are soft skills important to you in the workplace?

Soft skills are personal attributes that allow us to effectively relate to others. Applying these skills helps us build stronger work relationships, work more productively, and maximize our career prospects. Often we place the focus of our career development efforts on hard skills – technology skills, knowledge, and other skills that specifically relate to our ability to get work-related tasks done. This means we neglect to develop our soft skills. However, soft skills are directly transferrable to any job, organization, or industry. As a result, they are an investment worth making.

What are some examples of soft skills?
One of the most important soft skills we can develop for better interpersonal interactions. Empathy is the ability to identify with another person’s experience. You can apply empathy in a variety of situations. Developing empathy allows us to imagine ourselves in another person’s shoes, to respond to others, and even to vicariously experience others’ feelings of emotions. When we demonstrate empathy, we create connections with others, which can help to build teamwork or otherwise create shared goals. Empathy also helps to forge stronger interpersonal connections between team members and colleagues, which is as important as shared goals or complementary skills when it comes to accomplishing work.
Professionalism is simply the ability to conduct yourself with responsibility, integrity, accountability, and excellence. Acting with professionalism also means seeking to communicate effectively with others and finding a way to be productive. Professionalism involves what may seem to be small acts, such as:
– Always reporting to work on time and returning promptly from breaks
– Dressing appropriately
– Being clean and neat
– Speaking clearly and politely to colleagues, customers, and clients
Communication is the most important soft skill, because all other soft skills are built on the ability to communicate clearly and professionally. Communication is more than just sending a message – it is also the ability to receive messages, listen actively, and “hear” what isn’t being said. Many times we focus on learning to speak or write clearly, but this is only one component of communication – and perhaps not even the most important!
Listening – The ability to receive messages is as important, if not more important, than the ability to send them. Listening is more than just hearing the words someone speaks. It is a total way of receiving verbal and nonverbal messages, processing them, and communicating that understanding back to the speaker.
Openness and honesty – Open, honest communication is the key to building workplace relationships and demonstrating professionalism. While you do not need to discuss personal or private topics in the workplace, being transparent and honest about work matters and generally being willing to communicate with others is vital.

Teamwork can help you accomplish what needs to be done in the most efficient and accurate manner. Teamwork is often challenging, especially when bringing together team members with diverse sets of hard and soft skills. There are some basic techniques you can use when building, or working with, a team to help create a cohesive unit that leverages everyone’s talents and ensures that each person contributes
Identifying capabilities – When you build or join a team, take the time at the outset to ask each member what he or she brings to the team. What skills, abilities, and relationships does each team member have that can enhance the project? What does each person feel he or she does well? How can the team use all these talents and capabilities to achieve the best outcome?
Get into your role – When you are given a role on a team, it’s important to get into it! Be sure you know what is expected of you, and what you can expect of others. Even if the role is a new one or a stretch for you, it is key to step into it. This also means stepping out of others’ roles, even if they are roles you have played before.
Learn the whole process – , it’s important not to get isolated in your own piece of the project. Learning the whole process not only ensures that you understand your own role and accountabilities, but helps you know what to expect of and from others. When you take the time to learn the whole process, it puts your work and your relationships with team members into a larger context.
The Power of Flow – We are most likely to achieve flow when we are engaged in a task to which our skills are well matched – another reason to identify the capabilities of each person on a team. Flow also comes about more easily when we have clear goals and can focus on the process rather than the end product. Perhaps the most important key to achieving flow is to minimize interruptions when you are working.

Problem Solving Skills
The problems you encounter are big or small, you solve problems every day. Learning how to apply problem-solving skills helps not only to enhance productivity, but also helps to cultivate relationships by focusing on shared goals and solutions.
Identify the problem – . Figuring out what the problem is exactly and clearly defining it means you can move forward with solutions that will actually solve it, rather than just resolve the symptoms or temporarily stop the chaos. Taking time to define the problem is especially important if emotions are running high or interactions are getting heated – it puts the focus back on shared goals and allows for everyone to be heard.
Generate Alternative Plans – Take the time to generate alternative solutions. Ask the others involved what ideas they have for solving the problem. Discuss the ways in which the alternative solutions might play out, problems they might encounter, and how any obstacles can be overcome. Apply active listening and clear communication throughout. When the group has generated many solutions, discuss which one(s) you would all like to move forward with.
Evaluate the Plans – Give all alternative solutions equally fair treatment. Ask the group to brainstorm potential benefits to each alternative solution or plan. Then work with the group to anticipate potential obstacles or problems with each plan. Based on these discussions, evaluate which plan or plans seem to offer the greatest benefit with the fewest drawbacks. Also consider whether the necessary resources – people, time, materials, funding – are available for each proposed plan. As the plans are evaluated, it will quickly become clear which are entirely unworkable. Narrow the list until the most workable plans are found.
Implementation and Re-evaluation – Once the most workable plan has been chosen, it’s time to implement it. It is important to communicate clearly about how the plan will be implemented, what each person’s role will be, and what the goals and expected outcomes are. The other soft skills you are developing – communication and teamwork – are vital here. People must feel as though they are part of the solution if you want them to buy in to it. Also provide a timeline for the plan, including the point at which the plan will be re-evaluated.
Re-evaluation of the plan is a step that often gets missed. Sometimes what appears to be the most workable plan on paper does not play out when put into action. It is important to take the time to re-evaluate the plan once it has been implemented so you can gauge how well it’s working. Depending on the results, you may need to make some changes to the plan, or implement a new plan altogether. Re-evaluation helps to determine whether the original problem has, in fact, been 0solved!

The River Street Consultant

Source: 10 Soft Skills You Need workshop