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What Is the Relationship Between Employee Assessments, Productivity and Profit?


Employee Talent Assessments Guarantee Higher Productivity Within Your Organization.

One of the main reasons your top people work out so well is because of their personality, character/talent traits, vision, and ability to mesh well with the company’s culture. These employees understand what is required to do the job and are able to work well with management. Departmental success demonstrates these traits, which are evident in their employees. As you understand and recognize the traits of your best employees, you can select future qualified candidates that fit the mold for the position you are trying to fill. Hiring the wrong candidate is not only costly but also decreases employee morale, reduces productivity, and sways the organization from its objectives.

Departmental Studies detect flawed personality traits in employees with low levels of productivity in comparison to those with high levels of productivity.

Equipped with this information before hand, a poor hire may have been disqualified early on. This saves the organization time, money and a multitude of headaches. Benchmarked and proven candidate profiles evaluate the primary and secondary personality types of individuals to indicate what percentage of each personality type is displayed within day‐to‐day activities.


The standard profiles are based on industry generalization and can be benchmarked against the high performing employees in a particular department or the entire organization. The benchmarked assessment is compared to the results of your “A talent.” Detailed written and visual results are delivered with full explanations of each of the characteristics of the employee or candidate. You basically know as much about the individual as his family and friends do.

This is a great tool to use when interviewing new candidates as it provides interview questions to address the candidate’s extreme traits, and is also beneficial during semi/annual performance reviews.

The conjecture by some is that the standard assessments are not accurate and can be driven toward results that are not in line with the candidate’s employment objectives. It is true that some assessments lean toward the goals of the organization, but our assessments will address both of these concerns!

It will signal out the candidate as deficient with the traits of the department within the organization but also allow that candidate to understand that the company may not be suited for them either. Each department will utilize their own focused assessment (as an example) the sales department will use the sales aptitude assessment, management will use the management aptitude assessment, but an employee engagement assessment might be globalized throughout the entire organization. An individual who did not mesh well in one department might display excellent traits to excel within another department.

Contact: Triton Theroy, Inc. TODAY for your FREE Profile, Survey or Assessment PH#: (954) 376-3767 Visit

Employee Performance Improvement Through Spaced Repetition Learning


How Spaced Repetition Learning Can Improve Employee Performance

Companies spend a tremendous amount of money in an effort to increase employee performance. Many business executives have concluded the minimal results of performance improvement training are not worth the investment. Employees overwhelmingly agree with this conclusion. The lack of spaced repetition learning in business training programs contributes to lackluster results.

Performance training programs are one-time events. Employees are expected to use techniques taught in these programs to improve performance. Unfortunately, after 90 days of training, most employees have forgotten many of the techniques they were taught. Learning through spaced repetition is the key to increase and improve employee performance.

Since kindergarten, children have learned skills such as reading, writing, and arithmetic. Children are taught using spaced repetition. For example, before learning to read, children learn the alphabet. They practice reciting the alphabet and then learn to write the letters. Eventually, they are taught to formulate small words. Through practice and repetition, children learn to read and write.

Since adults are educated throughout childhood with this method, learning through spaced repetition is highly effective. Employees are exposed to performance techniques gradually and the techniques are reinforced through repetition. Eventually, the techniques become second nature such as reading and writing.

University studies demonstrate that students forget approximately 45 percent of the information they are taught 90 days after they have taken a course. For example, if a student takes a beginning Spanish course, he or she will not retain the use of the language unless he or she continues to use the language on a regular basis. Learning through spaced repetition is critical to the retention of information.

Spaced repetition is now incorporated in many business-training programs. Whether the training is dedicated to performance improvement, leadership training or sales training, the key to success is spaced repetition. The training is conducted over a period of a few months rather than a few days. Concepts are reinforced until the concepts become productive habits.

Initially, business leaders are apprehensive in using a method such as spaced repetition due to the length of the training and expense. However, the remarkable results achieved through this type of training quickly convince business leaders it is worth the investment.

In today’s competitive economy, business owners and corporate executive leadership teams are incorporating spaced repetition learning to improve employee performance and increase business growth. This type of training is becoming a business standard and leadership teams have realized the incredible benefits this training provides.

While many corporations and businesses still use traditional training methods, spaced repetition training is gradually replacing traditional training. Learning through spaced repetition garners the results business leaders are seeking. In addition, the training is cost-effective and the results of the training warrant the expense.

Spaced repetition learning is not a new concept; however, it is not a concept that was widely used in the business world. However, industry leaders recognize the value of this training and it is quickly becoming a standard training method in the business world. It is now widely used to improve employee performance and to develop future leaders of companies.

Triton Theroy utilizes spaced repetition as a primary methodology for employee training. Florida businesses can give us a call at 954-376-3767 and allow us to explain how we can improve your company’s efficiency, productivity and employee effectiveness through our training techniques.

High Performance Leadership


The Importance of Leadership in Organizational Performance

Leadership is the ability to guide, direct, and lead individuals or entities to a goal or cause. Ultimately, it is the leader who synergistically organizes resources (people, capital, physical, etc.) to co-collaborate in the creation of something meaningful, exceptional, or unique.

Although leadership may go back to the start of civilization, its evolution continues to this day. Leadership practices that once served organized social structures well, no longer work in a society where the compression of time and doubling of knowledge is occurring at an alarming pace. In the “new paradigm,” leaders must strive to enhance organizational performance or face the consequences.

Although once considered novel, performance development is now a “mainstream tool” for organizations who intend to remain competitive. Contemporary leaders recognize that increasing competition, technology deployment, demanding customers, and challenging economic times are creating the “perfect storm.”  To this point, leaders must continually strive to develop a high performance culture.

While “improving” the organization is critical to its success and longevity, only some executives realize that improvement must start at the top, not the bottom. In a “best-practices” organization, leaders lead by example, creating loyal, respectful, and trusting followers. Their grasp and understanding of customer needs, market dynamics, and employee needs, serve to further strengthen leader-follower relationship. Indeed, the “best-practices” leader truly understands how a well led team creates a powerful competitive advantage, one which is not easily paralleled.

To summarize, successful leadership is not an accident or stroke of luck; instead it represents a commitment to excellence, discipline, and perseverance. Powerful and effective leaders inspire others to co-create, the most powerful weapon an institution can harness. They reinforce the importance of team-work and individualism, ensuring that every member of the organization feels relevant and valued. In addition, powerful and effective leaders create a loyal following, which includes employees, vendors, and stakeholders.

Triton Theroy, our South Florida based company, specializes in properly assessing and effectively training personnel to increase performance and productivity.  We help train effective business leaders and employees.  Call us at: (954) 376-3767 to discuss the possibilities.

The Real Cost of Poor Customer Service


Good Customer Service: An Essential Business Component

If you are anything like me, you look at every interaction you have with every company (or institution) and store that experience somewhere in your mind – good or bad. I really appreciate dealing with companies that “get it.” Sadly, it seems that so few do. The growing size of customer service departments in organizations (hello India) is a testament to this fact. Having a large customer service department (not to be confused with the sales department) is almost an admission that poor organizational performance is expected (it’s hard-wired in). A company is virtually saying that since our original transaction with you did not work as expected; customer service will fix the failure, or provide you with the deliverable we promised (yeah, in a perfect world). These organizations needlessly exhaust huge resources to handle items such as missing/broken parts, warranty service, poorly written instructions, or the total failure of an item or service. It really makes you wonder how much money (profit dollars) a company would save if things just worked as intended.

While this certainly describes some of the problems companies thrust upon consumers, this list is not all-inclusive. I recall a recent experience I had dealing with a leading manufacturer of consumer electronics. About two years ago, I had purchased a new television; one that was bleeding edge technology at the time. For two years, the set performed flawlessly; then it happened, intermittently it would not power-on. To my misfortune, the set was just out of warranty.

Having the tools and quest for answers as to what was wrong with the set, I decided to Google the symptoms in hopes of learning something beneficial. My five-minute search revealed that many people were dealing with the same problem. (It is important to note that the problem was isolated to just one model, not the company’s entire product line). The Internet was buzzing with posts from frustrated consumers, as it was abundantly clear the nature of the problem was identical for all – a defective power supply. Apparently, it was a well-documented problem; however, the manufacturer never acknowledged existence of the problem, let alone accept responsibility.

I contacted the customer service hot-line to see if they would help resolve my problem, as my set was only slightly out of warranty (by about 45-days). However, I quickly discovered that once out of warranty, they refuse to let you talk to an agent; instead, they put you into a callback queue promising that someone would call back within three days. However, as I discovered, the three day waiting period gets you nothing; no one ever calls you back; instead, you must call them once again stating you never received the call as promised. It is only at this point, will they connect you with a representative. I guess they figure some customers will give up after not hearing back, and will quietly go away.

Although this was disconcerting, I was not concerned; at least not yet. I knew that a compassionate “human” was going to hear and solve my problem. Especially when I explained that I was one of the early few, willing to fork over big-bucks ($2,500) for this new 42” LCD technology. Yes, I was sure they valued my patronage and would make an exception – but was I ever wrong. I wrongly assumed that someone in the organization had explained how costly it is to acquire new customers. Surely they operated from the premise that once they had you as a customer, they would do what was reasonable to keep you. Yes, I thought keeping me as a satisfied customer would guide the decision to provide a solution; however, this was not the case. Okay, I simply figured this agent did not get the (customer retention) memo; no problem; I will take the issue up a level.

Our course my belief that perseverance pays-off, stems from my professional experience as a senior business strategist. I work with companies to develop high-performance cultures, those that strive to be the “best places to work,” and have the “most loyal customers.” It is no secret that top-performing (the most profitable) companies believe customer loyalty is their most coveted jewel. As such, they will do almost anything to protect this most treasured asset. For the companies that do share this philosophy, it’s because they long-ago realized its cheaper to keep them (the customer) — as compared to the cost of landing them. This is clearly evidenced by cellular service industry, which is willing to provide new phones every two years in exchange for an on-going relationship (yes, a contractual commitment). Indeed, the cellular companies understand the benefits and value of reciprocity (quid pro quo) better than most.

Of course for me, the story does not end there. I was determined that I would not be taken advantage of, especially since this was a widely known problem; one that should have been subject to a recall. After my initial and futile attempts to get the problem resolved (I must say I was surprised at the resistance), I asked that my issue be escalated to a higher authority. They transferred me to “Case Management.”

However, once again, speaking to an agent was out of the question; at least before you endured another three day waiting (or, should I say dissuasion) period. It was the exact same exercise I had experienced at the lower level. However, I was confident that once in contact with an agent from Case management, they would surely share my concern and provide a solution. While the lower department didn’t get it, I was sure the higher department appreciated my business, and would resolve my dismay. After all, two years of service from a $2,500 television is hardly acceptable. Besides, I was also certain this department had received the management memo titled “The Importance of Retaining Valued Customers.” However, I was once again proven wrong, not something I enjoy!

Before I gave up, I tried every which way I could to get the manufacturer to do something; anything; but to no avail. I was able to find the replacement parts online at their authorized distribution center. The price listed was close to a hundred dollars. As a fair and certainly modest request, I asked the agent to just provide me with the part. I would assume the costs of having an approved service center replace the poorly engineered and defective item. The response was – nope, no can do. Okay, how about splitting the price in half with me? The answer was the same – no! Followed by sir, we will not do anything to assist you. You don’t seem to accept what I am saying; the answer is NO! What part of no don’t you understand – the “N” the “O” or the combination of the two letters, read my lips – NO, NO, NO! Wow! To make matters worse, this was delivered without any concern, or at least an apology. This was truly eye-opening!

Ultimately, the multi-billion dollar titan conveniently hid behind the “shield” of being “out of warranty” as an excuse for not excepting responsibility. I internalized this as “game over;” I lose; or at least so I thought. With the passing of time, some interesting events unfolded, actually making the electronics giant the bigger loser.

How did they lose? Since my episode with this brand of products, I have totally boycotted them. So what; individually, I don’t have any impact to their bottom-line. However, after explaining my saga countless times to others, they concluded from my episode that maybe it would be in their best interest to heed warning and buy a different brand. Interestingly, I also had an opportunity to use this pitiful example with a client. My intention with him was to illustrate and stress the importance of satisfying customers; in hopes of furthering his own retention strategies.

We conducted internal research to examine his customer turnover rate. Although he was initially opposed, after analyzing his turnover frequency, he quickly became a staunch advocate of “empowering” his employees to make decisions that would ensure customer loyalty. He was very pleased with the outcome; once his employees were given the tools and authority to make “prudent” customer centric decisions.

While I used my experience with this client to demonstrate the importance of increasing organizational performance, the story has a unique twist. My engagement with this company occurred just as they were in the process of buying dozens of televisions. After the portrayal of my situation, and his own research, he decided to eliminate this manufacturer from consideration.

Although I cannot calculate the loss of business this company has sustained by not making me happy, I have to think it’s sizable. Just to think, a part costing this consumer electronics giant maybe $15-25 dollars (a token amount); really cost them many thousands of dollars…and yes, the losses from referrals keep mounting.

Triton Theroy, our South Florida based company, specializes in properly assessing and effectively training personnel to increase performance and productivity. Call us at: (954) 376-3767 to discuss the possibilities.


Finding, Evaluating and Keeping Your Best Sales People


How to Find, Evaluate and Retain A-Level Sales Talent

Let’s face it, all sales executives throughout the ages have suffered from severe frustration in finding, evaluating and retaining A-level sales talent. We review the candidates resume and invite them for a face to face interview. But job hunters are well-schooled in answering most of our interview questions, and the results are that we hire a candidate with high expectations only to realize later that they fall into the 80% side of the 80/20 rule. (80% of the sales are delivered by only 20% of your talent if that much). Forecasts are not met, salespersons are terminated and we begin the rehire process once more.

But what if you were able to clone the 20% A level talent and use this model to hire and drive your numbers toward exponential growth? Sounds like science fiction doesn’t it? But it’s not and it can be accomplished.

How can we stop the “C” level candidate from slipping through your gauntlet? The answer is simple and inexpensive. Provide a talent assessment /profile prior to the interview. Sure you say assessments do not work. And at times you are correct. Most assessments are industry standard and not focused on the specific needs of your organization. The candidate takes the sales and personality assessment and you find him to have excellent possibilities. Three months later they are sleeping at their desk, or hanging out at the track, and all those pictures of their goals and all that burning desire to succeed ends up in HR once more facing termination.

Here is the secret to finding and retaining “A” level talent.

Reduce the time of interviewing and hiring by building your own assessment based on the specific traits of the “A” level talent you presently have driving the numbers. Benchmark their traits and successes’ and have all new candidates take this proprietary evaluation. Hire only those that fall between the parameters of your successful model. Watch your sales numbers and company profits fly  – and the expense is minimal.

But you ask what do I do with the 80% “C” level and “B” level talent?

Great question and an easy answer. Have the team also take the benchmarked assessments and find out their deficiencies and challenges. Identify if they have problems with their skill sets or perhaps their drive, and have the documentation to make intelligent management decisions. Maybe they need to be moved to another department where their specific skills can be utilized, or asked to find a new opportunity that fits them better. Selling is not for everyone and the decision to change should not be hidden.

Once we identify the deficiencies with your ”B” and “C” level talent, build a sales training program that targets these concerns. Provide continuous space repetitive training. This training is the only training that individuals retain. Have you ever attended training session or a motivational seminar where you find yourself retaining the information and excitement for a few weeks and then poof… it’s gone? Space repetition training allows the mind to absorb the content allowing the individual to retain and utilize the information and emotional aspects indefinitely.

How will you feel when you have moved some of your “B” level talent to “A” level talents and your “C” level talent to “B” level. The 80/20 rule will reverse and 80 % of your business will now be driven by 80% of your talent. Thank the remaining 20% for their efforts and part as friends and then  hire a new 20% group  with A level talent in their place.

You now have achieved a change in the culture, and behavior of your sales team that will drive your organization to higher revenues and profits for years to come.

Triton Theroy, our South Florida based company, specializes in properly assessing and effectively training personnel to increase performance and productivity. Call us at: (954) 376-3767 to discuss the possibilities.

The Value of Employee Engagement


Getting Employee’s Engaged

The global marketplace is so dynamic, that strategies which worked last quarter may be marginally effective today. The competition is continually seeking new and better methods to corner market-share and profits. This competitive pressure is formidable for organizations which lack the combative strategies and tools. However, by contrast some organizations have discovered the “secret sauce.”  They know “success” requires two components to win — high functioning employees and a powerful strategic plan.

Employee engagement is vital to the success of virtually any organization. Indeed, the degree of engagement varies widely between individuals. Unfortunately, if a company has only partial employee engagement, then organizational performance (revenues/profits) suffer accordingly. The highly effective (profitable) organization is not an anomaly or accident. Instead, the organization is clear in its mission, vision, and values; leveraging a team of “fully-engaged” individuals to achieve its goals objectives. The results of having a company of “fully-engaged” employees are exponential.

Organizations that truly desire to drive exceptional performance (profits), take employee engagement to heart. The executives and managers understand the benefit of establishing and strengthening their “emotional bonds” with each and every individual. They work diligently to ensure that “full-engagement” is not an idea du jour; instead, they recognize that engaged employees drive and sustain the organization. Ultimately, it is the employees who define the culture and success of every organization, good or bad. The “fully- engaged” employee will transform the organization into a highly profitable entity. In the process, they will create true customer evangelists, an organization’s most coveted asset.

The Gallup Organization categorizes employee engagement accordingly:

Actively Disengaged – This group hides from work; they treat their job more like a sentence than an occupation. They typically have poor attitudes, lack conviction, spread ill-will, and drag down the overall performance of the company, not to mention profitability. High performing companies do not employ, nor do they tolerate the disengaged employee.

Not Engaged Employees – Although slightly better than actively disengaged employees, this individual contributes the least acceptable; typically just enough to keep their jobs. They come to work for a paycheck, rather than to contribute to the mission, vision, and values of their organization. They are not leaders but followers, doing little to enhance organizational value. Although they never become cheerleaders, thankfully they seldom become an obstacle to others.

Actively Engaged – The employee that every company strives to hire and retain; because they are passionate about the organization and its customers. These employees are leaders (but not necessarily executives/managers), working above and beyond the requirements of their jobs. They are integral in maintaining and even establishing the organizations’ goals and objectives. The engaged employee works tirelessly to create customer evangelists. This individual is an effective communicator, serving as a champion to both the internal and external customer, a true ambassador. As well, they are passionate in protecting the company and its stakeholders. Indeed, highly functional and profitable entities are a testament to the conviction, dedication, and performance of these individuals.

Southwest Airlines, Apple, JetBlue, Disney, Harley-Davidson, Johnson & Johnson, and Lincoln Welding are prime examples of organizations where the actions of the “actively-engaged” are manifested. Each organization employs the “secret sauce” (employee engagement/strategic planning), which has created exceptional value for their stakeholders. The executives (and board of directors) of these institutions truly understand the importance an engaged employee has to customer loyalty and organizational profitability. As such, they continually strive to hire, retain, embrace, and reward the “fully-engaged” contributor. In addition, they are committed to the ongoing development of personnel through education, training, workshops, seminars, coaching/mentoring, and feedback.

So, the question remains: How do you increase employee engagement within your company? And that’s where Triton Theroy comes in. Our specialty is assessing your human capital, determining which members of your organization possess the potential to increase engagement and which never will. Post assessment, we can train your personnel and your managers in ways to maximize engagement and increase productivity and hence profits. Give us a call at 877-255-2684 and allow us to explain further.

Program’s that Improve Employee Performance – Hype or Fact?


Employee Performance Training, Is it Worth It?

It would depend upon who you ask and the method employed. Indeed, organizations that benefit from performance improvement programs start as hopeful disciples, but eventually become evangelists. Unfortunately, not all programs get long-term results. A frequent complaint among executives is not that improvement programs fail to get results, they do get results; however, the results are not sustained. The explanation for this difference…spaced repetition.

Spaced Repetition

For whatever the reason, there is a frequently held misconception regarding how performance improvement should occur. Many executives have concluded that improvement programs should be a “one-and-done” process. However, there is no evidence that supports this methodology in any of life’s rigors. Whether driving a car, playing an instrument, learning math or language arts, they all take sustained repetition to achieve proficiency and mastery. The great masters of sports and entertainment spend countless hours performing repetitive exercises to hone their talents. The repetitive process is paramount in becoming “best-of-breed.” So why should individual and organizational improvement be any different?

Triton Theroy, a South Florida based company, specializes in training personnel to increase performance and productivity. Call us at: (954) 376-3767 to discuss the possibilities.

What Factors Contribute to High Performance in an Organization?


High-Performing Organizations

Why do some companies outperform others by so much? What do they know that others don’t? How did Southwest Airlines find a way to make a profit after the tragic events following September 11, when every other airline lost money? Can any company ever hope to innovate like Apple?

While the questions vary, the underlying secret to every success is the same – it’s the investment in people. “Best of breed” organizations start with a superior strategy and ensure that everyone in the organization is aligned to that strategy. In actuality, it is not a secret but a mindset that needs to start at the top.

High-performance organizations exploit (in a good way) their people. They understand the importance of talent being developed and the impact that good leadership has on achieving superior results. The characteristics and traits of the high-performance organization include:

  • Teaching others how to facilitate problem solving
  • Using effective delegation to maximize resources and time
  • Acknowledge that mistakes are an important aspect of creation and a vital part of the learning process
  • Teach others to become goal-setting leaders
  • Develop technical confidence and proficiency to enhance organizational strengths
  • Foster an environment of : “You can do it”
  • Being a quality coach
  • Support others as a helpful, approachable resource
  • Provide cohesion – linking team to broader organizational initiatives
  • Using systems to bridge barriers
  • Being tough and clear about a few key objectives and initiatives
  • Provide straight forward directions and principles, without contradiction

The organization which fails to reach its full-potential is less effective in its leadership and employee/resource management. The senior leadership often believes that all decisions must come from the top in a command and control or direct and do style of management. The characteristics which define this type of organization include:

  • Solve problems for others; being the “answer man” for almost every situation
  • Not delegating; believing you have to do it yourself “If you want something done right…”
  • Over-directing and micro-managing
  • Setting arbitrarily and unrealistic goals, and without input form the team
  • Believing that only senior management has the intelligence to know;  experting it: “You can’t do it without me”
  • Being the sole judge and jury regarding all issues
  • Being omnipotent and playing the “God” role
  • Creating domains and turf ownership, which lead to a politically charged environment
  • Being overly dependent on detailed policies

Triton Theroy, a South Florida based company,  specializes in training personnel to increase performance and productivity. Call us at: (954) 376-3767 to discuss the possibilities.

D. Mendoza