If its one thing that Business Day with Terry Bradshaw knows it’s that one thing we all love is taking what’s already good and making it better.  The people over at Red Book Solutions and B2A do just that for your managers.

If you have managers that are already good they will help them become the managers of tomorrow.  Watch our feature segment video below and learn more about Red Book Solutions and how they could help you.

Terry: In the ever-changing world of business, new opportunities and challenges are created every day. In order to compete, corporations both small and large are continuously striving to stay ahead of the game. I’m Terry Bradshaw. From emerging technologies, to healthcare development, to environmental solutions, join me as we take a closer look at the topics impacting today’s global economy. Welcome to Business Day.

Operating a successful business requires solid planning and management. Let’s take a closer look at some of the latest developments in business management solutions. Ever wonder why one location of a chain will thrive while another will close prematurely? Ever walk into an establishment and recall that you had a far better experience at another location of the same chain? That’s because all managers across business units are not equal in their business skills and basic abilities. Top performing managers, or “A” managers, bring more to the table by focusing their efforts on core initiatives, doing the right things right. So, how can “B” level managers get upgraded to the caliber of the “A” team? Red Book Solutions and B2A have come together around a primary purpose – making good managers better.

Greg: Everyone loves ”A” managers and performers, because they execute the standards of the company. They prove that what the company is trying to get done can get done. The frustration is that not everyone follows the company’s standards, and that’s where we help.

Terry: A company must establish and enforce high standards of operation across all of its business units. Not all team players will have the same discipline to maintain these standards equally. Red Book Solution and B2A offer solutions to help every manager deliver all the company’s standards each day.

Debra: At B2A we get companies to have their “B” locations to perform like their “A” locations. We have that there are disconnects at every level in every organization, directives at every level that are filtered, hampers execution, your performance is less than expected. What we do is find the root causes for these disconnects, fix them, execution occurs, you have greater performance.

Terry: Synchronizing the performance of single location managers within a multi-location business is especially important as distant units can’t go isolated and not align to the enterprise as a whole. Many companies realizes this but don’t know how to go about doing so, other than to issue Band-Aid solutions that don’t substantially change anything in the long run. Clarified expectations, effective feedback loops, and a readiness for change can go a long way toward reinforcing unity and an appreciation of the company’s best practice initiatives.

Tom: That unit manager is going to get barraged with dozens of questions and challenges each and every day. Our research shows that the training they receive to prepare for this actually can get lost in the next few days. So at some point they’re going to be asked, how do I get this done, now what? At Red Book Solutions we provide answers to those questions. We do that in the form of a very customized but simple daily playbook, and that manager’s Red Book allows them to achieve their standard operating tasks in a very efficient manner, and it gives them more time to spend time with customer experience.

Terry: The manager’s Red Book has gone from being a general planner to a performance playbook, providing a clear and simple path to being a better manager. It has been proven that top performing managers follow the company’s conventions, and making sure these conventions are still followed when the manager leaves is critical. Unfortunately, the typical response to a disparity between unit managers has been either to go on a firing-hiring binge, or to repeat old ineffective training procedures because that’s all they know. These measures are exhausted and expensive, seldom result in the desired outcome, and come across more like punishment than support. The best approach is to arm “B” managers with the very tools and methods that made the “A” managers so effective.

Katie: The manager’s Red Book really gives us at the Ale House an opportunity to have a quick reference for sales trends and tracking of daily business impacts, as well as giving us a tool to communicate with one another regarding repair and maintenance items or staffing issues.

Terry: Lofty slogans that get vague advice don’t have the same effect as a fully integrative performance program with actual tools to implement true change and make good managers better.