Should We Abandon Tipping? Here’s What Would Happen.

A question that has been on the minds of many in the restaurant business of late is whether or not eateries should abandon the concept of tipping.

To discuss the arguments for and against dropping this long-entrenched practice, we invited Michael Lynn, a professor of consumer behavior and marketing at Cornell University’s Hotel School, to join eCornell’s Chris Wofford as part of our Hospitality WebCast series.

Wofford: Michael, thanks for joining us. Restaurants have been around forever, tipping has been around forever. Why is this suddenly such a hot topic now?

Lynn: Well, the debate over whether we should tip has also been going on forever. There’s a guy named William Scott who wrote a book in 1916 called The Itching Palm: A Study of the Habit of Tipping in America. All the way back then, he was saying that Americans should get rid of tipping and that it was undemocratic.

In the 1980s there was a bunch of interest within the industry in getting rid of tipping because the tax law made restaurants more liable for paying taxes on cheap income. Today, the increased interest in raising the minimum wage is creating price pressures on restaurants. So it’s a perennial kind of debate.

Wofford: Let’s get right to it: should restaurants abandon tipping?

Lynn: If I had to give a quick answer, I would say that if you’re a mid-priced or lower-priced restaurant then no, not yet. But if you’re a really upscale high-priced restaurant, you should consider it.

Wofford: You and I have both worked in restaurants for years. Something that always comes up is that there’s a big disparity between the money that servers make compared to those working in back. So as you talk about the minimum wage thing, is the idea to ultimately bring the wages of these groups a little bit closer?

Lynn: Well, let’s just take New York City as an example. Servers there are making about $25 to $30 an hour. Cooks are making $13 to $15 an hour. Yet the skill sets are not that different. There might be an appearance of difference in the kind of language used to describe the minimum requirements to be a server – you have look a certain way, you’ve got to be able to speak properly, etc – but serving is not a skilled job. Cooking is perhaps more skilled, but those people are making less money.

If restaurants, through higher prices or through service charges, were able to pay servers more than $15 an hour but less than the $30 they’re currently making, they could take that money and redistribute it to the back of house or keep some of it for themselves for more profit. Servers are making upwards of 25 percent of a restaurant’s gross sales while the owners don’t make anywhere near that level of profit despite taking all the risks. It’s a model that people need to start thinking about.

Wofford: Michael, you wrote ‘The Business Case for (and Against) Restaurant Tipping’. Let’s talk about the years-long research behind that: how do you go about it, who did you talk to and what were you hoping to learn?

Lynn: My very first study was standing outside of an IHOP restaurant interviewing customers and asking them to rate their service experience and tell me what their tipping point was. I was simply interested in whether or not tips really are affected by the service quality. And the answer is that people do tip more for better service but not a whole lot more. To give you some sense of the magnitude, if someone rates the service at 3 out of 5, they’re likely to leave on average a 14 percent tip. If they rated the service a 5, they might leave a 16 percent tip.

Wofford: When we talk about the idea that maybe we should eliminate tipping, what kind of behavioral changes might take place within a within a staff?

Lynn: Theoretically, if servers start making less money, they’re going to leave and go elsewhere to make the money that they’re accustomed to making. So you might lose your top-level employees. On the other hand you ought to be able to replace them with equally competent people. I’ve done a lot of research that shows that experience is not that strongly correlated with the quality of service. It doesn’t take that long to learn how to be a good waiter, and a lot of it has to do with disposition, not skill set.

So restaurants could expect to lose some current employees, but you ought to be able to replace them with equally competent people. You’d pay your back of house more, making it easier to attract higher quality back of house people, and you should be able to keep them.

Wofford: Let’s say tipping’s gone. What happens?

Lynn: You’re either going to replace tipping with higher services, including menu prices, or you’re going to add on an automatic service charge. The advantages of an automatic service charge is that it separates the paying of services from the payment for food, and it keeps your menu prices low.

Wofford: Would the charge be related to the overall cost of the meal?

Lynn: Sure. Let’s say I’m going to charge an 18 percent service charge. I have a choice: I could add the charge to every bill or I could increase my menu prices by 18 percent. Functionally it’s the same thing from the standpoint of the total expenditures by the consumer, but consumers won’t perceive them the same. Because when consumers judge the expensiveness of a restaurant, they’re looking at the menu prices. And when they see 18 percent higher menu prices, all they know is that their burger now costs a lot more than what it used to. But if there is an 18 percent service charge, they’re still seeing a normally priced burger. So, the perceptions of expensiveness are not going to be harmed by adding a service charge.

Wofford: Ok, but might customers’ perceptions of that service charge have a negative effect on them? You’ve basically mandated an 18 percent tip, which might rub people the wrong way.

Lynn: I have just completed two studies looking at the impact that moving away from tipping has on restaurants’ online service ratings. In one study, I looked at Joe’s Crab Shack, which recently replaced tipping with higher prices at 12 of its restaurants. I looked at the Yelp reviews and found that their service ratings declined when they abandoned tipping. In another study, I looked at a bunch of restaurants across a variety of states, mostly upscale, that replaced tipping either with service charges or by raising the menu pricing. What I found was that their declines in online service ratings were stronger if they replaced tipping with service charges than if they replaced it with service-inclusive menu pricing, and it was stronger for downscale restaurants than upscale restaurants. The only group that was able to do this without suffering a decline in online service ratings were the upscale restaurants that replaced tipping with higher menu prices. Why? I don’t know for sure, but I think it’s because customers hate service charges and that hatred translates to lower service ratings.

Replacing tipping with higher menu prices makes things seem more expensive, but that’s not so bad if you’re already a super expensive restaurant catering to a pretty wealthy, not price-sensitive clientele. But if you are a restaurant with customers who are a little bit more price sensitive, then the extra expensiveness that’s perceived when you raise menu prices will lower your ratings.

Wofford:So we are back to where we started – if you’re a downscale restaurant, you probably shouldn’t abandon tipping just yet. What about the fact that customers actually seem to prefer tipping? Tipping is empowering in a strange way.

Lynn: Absolutely. You get all kinds of perceived benefits from tipping. There’s assurance that I’m going to be treated well, otherwise I can withhold payment. There’s status and power that some people get off on. There are a lot of benefits to the consumer psyche from tipping.

 

Want to hear more? This interview is based on Michael Lynn’s live eCornell WebSeries event, Should Restaurants Abandon Tipping?. Subscribe now to gain access to a recording of this event and other Hospitality topics. 

Hunger and Obesity from an Economic Perspective

A distinguished economics professor may not be the first person that comes to mind as an expert on global nutrition, but John Hoddinott has spent years at the intersection of the two fields, studying the consequences of poverty, hunger, and undernutrition in developing countries.

Hoddinott, the H.E. Babcock Professor of Food and Nutrition Economics and Policy at Cornell University, has conducted research in countries around the world, including Bangladesh, Ethiopia, Guatemala, Mali, Namibia, and Zimbabwe.

As part of Cornell’s Expanding Nutrition Frontiers WebCast Series, Hoddinott joined eCornell’s Chris Wofford to discuss chronic undernutrition in developing countries and the obesity epidemic in developed countries, as well as possible solutions to both issues.

Wofford: John, thanks for joining us. Let’s begin by defining our topic. What is chronic undernutrition?

Hoddinott: One way to think about this is to think about the nutrient content of foods, here being micronutrients and macronutrients. Micronutrients are things like iron, vitamin A, plus a ton of other things, but we’re not talking about those. We are going to talk both directly and indirectly about the macronutrients, which are calories, proteins, and fats.

Wofford: So we’re talking about a deficiency in calorie intake, right? Spending more than you’re taking in.

Hoddinott: That’s exactly right. We know that if children are not consuming enough of these calories or other macronutrients, they’re not going to grow as fast as they should. We can measure that in two ways: we can look at how much they weigh relative to their height or we could look at their height relative to their age and sex.

About 15 years ago, the World Health Organization commissioned a massive study in five or six different parts of the world in communities which were relatively resource rich. These were places where kids had adequate access to food and good access to health care, water, and sanitation. The WHO basically just followed these kids as they grew for the first two years of their lives and it turns out that well-nourished, healthy kids by and large grow at the same rate everywhere in the world. That is really useful for us because it gives us a reference standard.

So when we talk about a child who’s chronically undernourished, we are saying they are undernourished in terms of their height relative to the standard.

At the moment, there are about 160 million children in the world who are chronically undernourished. Most to those children live either in Sub-Saharan Africa or parts of South Asia.

Wofford: A cynic might ask, why we should care that little kids are a bit shorter than they should be?

Hoddinott: Well, the first part of the story is that people who are short when they are very young are more likely to be short when they are adults. And how might that actually matter for them in terms of how their lives turn out? Well, to give one example, women who are very short face a greater risk of obstetric difficulties when giving birth.

On the economic side of things, economists have looked at this and for every additional percent in height you have as an adult, your wages are higher by maybe one to three percent.

But there is something else that arises that is actually much more important. Children who are chronically undernourished suffer neurological damage in terms of the way their brains form and develop. We know that’s linked to how well they do in school.

I was part of a 40-year study that followed individuals from birth in rural Guatemala in the 1960s and 1970s through the early 2000s.

We’re actually just in the process of going back to find them and re-interview them again, but what showed up in this study is that people who are malnourished when they’re young didn’t go as far in school. They got less well-paying jobs. They also do worse on the marriage market. When you talk about marriage, for most people that involves thoughts of love and romance, but I’m an economist and we think of these things differently. Marriage is like a market in which you are looking for a match. The taller you are, the better educated you are, the better you are going to do in the marriage market. You are going to get a better partner.

What we found is that people who are chronically undernourished at the age of two are more likely to be poor when they’re adults between 25 and 40. This tells us that being chronically undernourished early in life carries long term consequences.

Wofford: The obvious question here is, what can we do to avoid those long-term consequences?

Hoddinott: You might think there is a simple thing you can do, which is to just make sure there’s more food, right? The simple solution is saying, “Look, kids need to grow, so if we grow more food, kids will grow faster.” But say you’re living in a country where food production is already growing really fast. Bangladesh, for example, has gone from a country that was famine prone in the 1970s to one which is self sufficient in terms of food production. You’d think we would see the nutritional status of kids actually improving really dramatically. But there is no correlation whatsoever.

So then you say, “Okay, well maybe it’s not so much about food, but more about income.” With greater incomes, people could buy more food for their kids, receive better healthcare, that kind of stuff. But income doesn’t have a direct correlation either.

Wofford: Is the problem the quality of nutrition?

Hoddinott: Yes. There has been work done by nutritionists, particularly nutritionists at Johns Hopkins University, where they have gone around and analyzed the blood of chronically undernourished kids in Africa, particularly in Malawi. One of the things they found in those kids is that they have very low levels of essential amino acids.

Researchers have identified something called an mTOR and there’s a particular type of mTOR that signals the body to create growth. And what does an mTOR need to work? It’s essential amino acids.

So everytime someone suggests that the solution is just to produce more food and produce more calories, well, maybe it’s not just calories you need.

When you see that big increases in income aren’t having such a big effect on nutrition, you think that while people may be buying stuff they need, maybe they’re not quite buying the right stuff.

There is an experiment I’ve been working on with some colleagues I’d like to share.

Wofford: Please do.

Hoddinott: Okay, so we take a group of people and we’re going to randomly assign them to different treatment groups. Some people, and this is specifically related to mothers, get a cash transfer every month for two years. So that’s group number one.

Group number two consists of households where we’re going to give those mothers a food basket that consists of cereal and a lot of calorie-based food.

Then we’re going to have a third group that will get the cash transfer but they’ll also get nutrition counseling on what their kids eat. Another group will get the food baskets plus the nutrition counseling and finally we’ll have a control group. This goes on for two years and we look to see what happens to the kids.

Wofford: What were your findings?

Hoddinott: The cash transfer group—and, remember, this is a significant amount of money—had a little bit of an effect on what the kids ate but no effect on their height. There was also no effect whatsoever in the food basket group. It didn’t matter what they ate, even though it was stuffed full of calories. The same was true for the group that got the food baskets and the nutrition education: no effect whatsoever.

Wofford: This isn’t looking great. What about the cash and education group?

Hoddinott: That’s where you see growth that is large enough to be meaningful. To put it in context, the prevalence of chronic undernutrition falls by seven percent over two years in the group that gets the cash and the nutrition training. That’s the equivalent of three and a half percent per year. At the moment in Bangladesh, the rate of chronic undernutrition amongst kids is falling at the rate of about one percent per year and that’s one of the fastest reductions in the world. We’re seeing results that are triple the national rate, which is already excellent by international standards. So what’s going on? Why does the cash and nutrition training make the difference? Well, they used the money to buy extra calories but because of the training they were also much more likely to buy animals or soups, milk, eggs and a little bit of fish—that kind of stuff.

Wofford: What are the next steps? What do you do with that kind of information?

Hoddinott: What it suggests is a very large shift away from worrying about the amount of calories to worrying more about their quality.

There are things that point in the direction of there being something about animal source foods that is really important for child growth. So what should we be doing about that?

You might suggest that everybody gets chickens, but for most people they’d probably either die or run off. We could give everybody a cow, but that’s also really expensive and most people are probably not that great at raising livestock. A real constraint on these animal source foods is that they’re really expensive, particularly in poor populations. If we can’t get the price of those things down, it’s very hard to increase consumption levels. We need to look at both the supply and the demand for quality food products and then think about how that is best attained.

Wofford: Speaking of animals, there is a trend here in the United States in which people are eating far less meat than they used to. There’s a focus on eating fewer processed foods and so on. There are also a lot of people worried about the environmental impacts of meat production as it relates to land and water degradation and the emission of greenhouse gases. How do you weigh the benefits of an animal-based diet against some of the drawbacks?

Hoddinott: I think the answer is not so much to think about the total level of production and consumption but to think about how it’s distributed globally. North Americans and Europeans probably consume more than they should, while we have very poor populations in developing countries that aren’t consuming enough.

Wofford: How about calorie intake, obesity rates, things along those lines?

Hoddinott: Again, I’m an economist, not a nutritionist, but I think there are a couple of really interesting and important issues, one of which is the significant health costs to the U.S. economy. Certainly the overweight and obesity problems represent a significant drain on the market economy.

Globally, the prevalence of overweight and obesity are rising dramatically. For every person in the world who is considered hungry, there are two and a half people who are overweight. What that means is that designing policies and interventions becomes much, much harder, in the sense that if you are worried about the undernutrition part, you can’t just say, “Well, I think we can actually address the undernutrition part by making calories really cheap.” That might help one part of your population, but it might be somewhat detrimental to another part. So trying to get the balance right becomes really tricky.

Wofford: You said a moment ago that there’s no silver bullet solution, but are there any shining examples of economic policy or prescriptions that you think might work in one place versus another?

Hoddinott: If you’re concerned about the hunger and nutrition part, then you want to make sure that economic growth is concentrated at the bottom. In the context of chronic undernutrition, you also want to align it with work in other areas. You’ve got the nutrition education part to encourage people, for example, to have their kids consume more diverse healthy foods. You want to work on things like improving water quality. You want to improve the sanitation infrastructure, all that stuff.

Wofford: Let me ask you this. How does everything that we’ve described here translate to your work at Cornell?

Hoddinott: I actually teach a course called The Economics of Food and Malnutrition. The philosophy of the course is that it’s open to both economists and nutritionists. The idea is that if you are an economist, we’ll teach you about the nutrition, and you’ll see how the two link together. For the nutritionists who come to the course, we’ll teach you the economics and you can see how the two link.

We start off with the big picture type statistics and we drill down to ultimately, why farmers grow what they grow, particularly in developing countries. Then we move on to talk about dimensions of undernutrition, some of the things we’ve been talking about here. We talk a little bit about acute undernutrition and micronutrient deficiencies and various ways it can be addressed. Then we round that off by talking about issues around overweight and obesity, and some of the trends and economics behind that.

And that takes us back to where we began, which is the somewhat amazing factoid about the numbers of people who are hungry on the one side and overweight or obese on the other.

Wofford: This concludes our latest Expanding Nutrition Frontiers WebCast. John, thanks for making yourself available and thanks to the audience for tuning in.

Hoddinott: Thank you.

 

Want to hear more? This interview is based on John Hoddinott’s live eCornell WebSeries event, Chronic Undernutrition in Developing Countries: Retrospect and ProspectsSubscribe now to gain access to a recording of this event and other Expanding Nutrition Frontiers topics. 

Commercial real estate certificate launches

Faculty from the School of Hotel Administration at the Cornell SC Johnson College of Business have partnered with eCornell to develop an online program focused on commercial real estate investment projects. From property development to valuation and management, the new Commercial Real Estate certificate program prepares real estate professionals to successfully develop and manage real estate assets.

“We walk students through the entire real estate process, from start to finish, unifying the specialized knowledge and principles in a very intentional way,” said faculty co-author Jan deRoos, the HVS Professor of Hotel Finance and Real Estate. “Whether you’re new to real estate or looking to move up in the industry, this certificate provides a robust overview grounded in application.”

The Commercial Real Estate certificate, offered online through eCornell, comprises six courses designed to be completed in three to five hours per week. DeRoos collaborated with Hotel School colleagues Jeanne Varney and Bradford Wellstead on the curriculum. Participants will learn and practice:

  • Planning a real estate development project;
  • Managing a project budget, schedule and contingencies;
  • Developing a real estate investment strategy;
  • Structuring and financing real estate investment deals;
  • Effectively leasing and maintaining real estate properties, and
  • Managing real estate assets.

The program is ideal for real estate developers; professionals with responsibility for real estate investments; financing and asset-management professionals; and people aspiring to work for real estate funds, real estate investment trusts (REITs) or real estate advisory firms. Students who complete all courses receive a Commercial Real Estate Certificate.

Which Job Offer Should You Choose? Here’s a Great Tool To Evaluate Compensation Packages.

What matters most to you when it comes to your job compensation package? How do you decide which job to select if presented with multiple job offers or considering leaving one employer for another? 

Different people have different needs. As a result, pay matters differently to different people. Some employees prefer flexibility over a higher base pay. Others prefer options that will offer more long-term benefits. 

This unique total job compensation calculator, developed by Professor Kevin Hallock, a faculty member and dean in Cornell University’s School of Industrial and Labor Relations, can help guide you in your decision-making. You can compare different job offers and calculate their total rewards below. 

ACCESS THE JOB COMPENSATION CALCULATOR 

Feel free to put this tool to use on an individual level, to analyze your own offers, or within an organizational context, to design and evaluate competitive compensation systems. If you’re a manager or HR leader, you can use this tool to explore various types of rewards within the context of employee preferences and perceptions. Consider your organizational goals. What matters most to the talent you want to attract and retain? What components do they value most? 

This calculator is part of the curriculum in the Compensation Studies Certificate program developed by Cornell’s ILR School. If you’re an HR professional or  business leader, we invite you to learn more about this unique online program.

New Online Certificate from CIPA Prepares Leaders to Manage Nonprofit Finances

Cornell Institute for Public Affairs (CIPA) launched its first online certificate, Financial Success for Nonprofits, to prepare professionals to guide nonprofits to financial sustainability amid rapid changes in technology, policy and wealth distribution. The certificate is offered through eCornell.

“This program provides a crucial orientation to today’s nonprofit world. We move beyond numbers to examine perceptions of impact, and what happens when things aren’t going well and leaders have to love an organization enough to make the hard decisions,” said Joseph Grasso, faculty author of the certificate and associate dean for finance, administration and corporate relations at the ILR School.

Financial Success for Nonprofits consists of four courses that can be completed over two months, in three to five hours per week and prepares students to:

  • use and interpret nonprofit financial statements and ratios;
  • create a realistic budget using good judgment and strategic analysis of programmatic impact;
  • assess opportunities for influence and develop a structured fundraising program; and
  • establish healthy board governance through consensus decision-making, awareness and fiduciary accountability.

The certificate is ideal for CEOs, executive directors, new board members, administrators and program staff from all types of nonprofits, and for lawyers who serve the nonprofit sector. Students who complete the certificate earn a Financial Success for Nonprofits Certificate from the College of Human Ecology, of which CIPA is a part.

CIPA launches online certificate with nonprofit focus

Cornell Institute for Public Affairs (CIPA) launched its first online certificate, Financial Success for Nonprofits, to prepare professionals to guide nonprofits to financial sustainability amid rapid changes in technology, policy and wealth distribution. The certificate is offered through eCornell.

“This program provides a crucial orientation to today’s nonprofit world. We move beyond numbers to examine perceptions of impact, and what happens when things aren’t going well and leaders have to love an organization enough to make the hard decisions,” said Joseph Grasso, faculty author of the certificate and associate dean for finance, administration and corporate relations at the ILR School.

Financial Success for Nonprofits consists of four courses that can be completed over two months, in three to five hours per week and prepares students to:

  • use and interpret nonprofit financial statements and ratios;
  • create a realistic budget using good judgment and strategic analysis of programmatic impact;
  • assess opportunities for influence and develop a structured fundraising program; and
  • establish healthy board governance through consensus decision-making, awareness and fiduciary accountability.

The certificate is ideal for CEOs, executive directors, new board members, administrators and program staff from all types of nonprofits, and for lawyers who serve the nonprofit sector. Students who complete the certificate earn a Financial Success for Nonprofits Certificate from the College of Human Ecology, of which CIPA is a part.

Knowledge of Legal Concepts Empowers Business Professionals

eCornell’s new executive certificate, Essential Legal Concepts for Business Leaders, brings legal knowledge to decision making, empowering professionals to pinpoint and plan for legal issues and work with legal counsel for the best business outcomes.

“Businesspeople don’t need to be lawyers, but they must know the legal effects of conduct, how to minimize risks, and how the law can create value in business,” said Eduardo M. Peñalver ’94, the Allan R. Tessler Dean and Professor of Law at Cornell Law School. “This certificate program provides a rare opportunity to learn on-the-job from leading academics and practicing lawyers with deep understanding and experience.”

The certificate program contains four courses designed to be completed over two weeks each.

  • Embracing the Basics of Business Law: how to research laws and court cases related to business, recognize pros and cons of different business structures and identify the legal duties that accompany certain roles.
  • Structuring Business Agreement for Success: the structure and components of contracts and how to analyze them.
  • Exploring Specialty Areas of Law: legal issues related to employment, real property, taxes, startup financing and litigation.
  • Working with Legal Professionals: how to identify when legal counsel is needed, select a lawyer and work effectively with lawyers as business partners.

The curriculum, developed by 10 Cornell law professors and five practicing attorneys, provides legal insight students can use immediately in their jobs, enhanced by videos, downloadable tools, projects and discussions.

Moving Beyond the Gig Economy: The Case for the Independent Worker

Workers in our growing gig economy are stuck in a regulatory grey area where they fit neither the standard legal definition of employee nor that of independent contractor. They don’t work for any specific employer; instead, they perform on-demand tasks for consumers of short duration (i.e., “a gig”), either hired directly or through a third party intermediary. In effect, gig workers work for themselves. The most well-known intermediaries today are online: ride-sharing apps Uber and Lyft, the taxi app Curb, or food delivery service GrubHub. Sign up to be an Uber driver and you can make money on-demand and on your schedule—without the ties that normally bind employees. In between rides, Uber drivers aren’t on call and don’t have to give up other jobs in order to work gigs.

The Trade-Off

Intermediaries’ (Uber, Lyft, GrubHub et al) success rests on workers accepting more gigs more often, since most collect a percentage on each fare or fee. Yet gig workers face a trade-off as they engage more heavily with intermediaries. Since they don’t fit the category of employee, they aren’t protected by anti-discrimination laws and don’t qualify for benefits accorded to that status. They also can’t enter into customer agreements or negotiate their own rates. The result is a quiet violation of the social contract that’s been in place in the U.S. since the early 20th century. Namely, workers are willing to give up their time and some of their freedom in exchange for fair wages, treatment, and equal opportunities.

Enter the Independent Worker

This lack of clarity for workers also hurts the growth of intermediaries like Uber, who is facing federal class action lawsuits from drivers who allege the company is acting like an employer when it penalizes them for turning off the app or not picking up enough rides in a specified time period. Unfortunately, companies have only two options for classifying gig workers and neither fits. The most common sense solution? Differentiate a new, third category of employment: the independent worker. The idea, according to a 2015 discussion paper by The Hamilton Project, is to create an independent worker status that’s neutral compared to employee status—offering gig workers many of the same protections and benefits, while allowing intermediaries to pool workers to lower the costs of purchasing or providing insurance or other benefits without risking the relationship turning into that of employer/employee.

Fast forward into the future of the independent worker by joining eCornell for a live online roundtable discussion on September 18, 2017 with Seth Harris, former Deputy Secretary for the U.S. Department of Labor and co-author of The Hamilton Project paper “A Proposal for Modernizing Labor Laws for Twenty-First-Century Work: The “Independent Worker,” alongside his Cornell University colleagues and experts in employment law. This webcast is included in a subscription to eCornell’s Human Resources WebSeries Channel, bringing Cornell’s expertise live and on-demand to HR professionals.

Leadership Communication – Power Up Your Presence

Professional presence is a combination of how you look, act and speak. Presence helps others around us quickly decide whether they want to work with us or trust us with greater responsibility. Many people are unaware of behaviors they exhibit that detract from their professional presence. This webcast will make you aware of some simple things you can do to power up your presence and improve the opportunities provided to you at work.

In this interactive session, Angela Noble-Grange, Senior Lecturer of Communication at the Johnson School, will help you identify your own shortcomings and outline how you can overcome them to communicate and act with confidence, authority and a powerful presence.

In this fast-paced discussion, you’ll learn:

  • How to correct your communication style to be more effective and get results.
  • To develop your own personal pitch and communication style.
  • How to capture a listener’s attention and elevate your standing as a leader.

 

Here’s a 5-minute excerpt from our recent WebCast with Angela Noble-Grange of the Johnson School at Cornell.

Would you like to see the full-length presentation? Then go here to sign up for your free 30-day trial and view the entire presentation on the Women in Leadership Channel.

The Triple Bottom Line In an Entrepreneurship Enterprise

Entrepreneurs have a unique opportunity to structure their businesses in a way that achieves balance in the “Triple Bottom Line” (TBL). To find this balance in the TBL, you must manage the competing, as well as complementary, business interests of people, planet and profit. This one-hour webinar will highlight the value of a strong TBL strategy that promotes environmental and social initiatives while optimizing the financial health of the enterprise.

By the conclusion of the discussion, attendees will understand:

  • Why entrepreneurs should integrate this strategy throughout their enterprise
  • The framework and conditions necessary for establishing a Triple Bottom Line
  • Key factors for implementing a successful TBL strategy and how this strategic approach creates value for the entire business enterprise.

Click here to preview this WebCast. Sign up for a 30-day trial of our Entrepreneurship WebSeries Channel to attend for free!