Here are a few ways to help keep your rock star’s star from flaming out:

1. Commend
   We often take for granted that our best performers know how much we value them. Be sure you’re recognizing their efforts often or someone else will woe them away. A few words of appreciation go long way.
2. Communicate
   Do you know what your best employee wants next for their career or where they see themselves in a few years? It may not be with your organization if you aren’t talking to them about future growth and your vision for them going forward. Sit down and ask about their career aspirations and how you can make those dreams come true. Who knows. You might be able to make each other’s dreams a reality.
3. Cultivate
   Rather than spending time and resources on fixing problem employees, your employee development dollars are better invested in the same people you rely so heavily day-to-day. Create situations where your top performers can be side-by-side with other high performers by making sure they participate in their professional society, community boards and leadership programs such as a Leadership Posse.

Nurturing top performers is very deliberate and very personal. However, a small investment of time and development dollars in your top performers is inexpensive compared to the cost of replacing your best team members.

After graduating from OU in 1966, Bob received his commission as a transportation officer in the United States Army. Lieutenant Ford completed flight school and volunteered to go to Vietnam.  In his first six weeks, he became aircraft commander and took over the command of a helicopter detachment at  Hue, North Vietnam (40 miles from the DMZ). During 1967 and 1968, he flew more than 1,000 missions in Vietnam. Bob has written a book about his experiences in Vietnam, “Black Cat 2-1: The True Story of a Vietnam Helicopter Pilot and His Crew.”  For those whose voices were silenced in that faraway place or who have never told their stories, Bob creates a tribute that resounds with respect for those who served with honor.  We encourage you to pick up a copy and learn more about this American (and Oklahoma!)  Hero and his journey.

Upon his return to the States, Bob was deployed again – this time to Okeene, Oklahoma to run a major division of the family business.  Shawnee Milling acquired the Okeene Milling Company in 1911.  The Okeene Milling Company specializes in flour milling for bakeries and institutional customers. The mill has flourished under Bob’s leadership, attention to quality, financial stewardship and tenacity.

Bob works with The Mettise Group every quarter to assess and make strategic financial decisions. He said Sherry Dale’s advice has been invaluable throughout the years and he values the personal attention and care she demonstrates with her clients.

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Anglin PR specializes in internal and external research to help companies refine the messaging to effectively reach the client base. Debbie says that the primary objective is to identify an unique approach for each business. Anglin PR focuses on creating custom strategic solutions that work with the client’s big ideas and budget.

For any business, it’s difficult to look internally to see growth opportunities or potential missteps. Debbie sought out services from The Mettise Group to help her develop a long term strategic plan and goals to build a high performance team. She also receives financial consulting services from The Mettise Group to guide her in analyzing key metrics. Additionally, she is a member of the Posse. She loves being able to turn to fellow members in a very transparent and yet confidential way. “When I am stuck, I get compassion and trustworthy advice,” she says. All of these services help to steward her business and free up time to spend on client projects.

Oklahoma City — EMBARK unveiled Bermuda Green, Clear Sky Blue and Redbud as the colors for the brand identity of the MAPS 3’s Oklahoma City Streetcar. Three color palettes were revealed to show each of the six streetcars painted with a saturated, tonal color palette.

“Our use of color is bold and modern. It’s significant of where we are as a city – our growth over the past decade, and reflects EMBARK’s bold optimism,” says Jason Ferbrache, EMBARK administrator. “Stakeholders told us they wanted modern, forward-thinking, unique and approachable. That’s what we delivered.”

The next steps are construction of the maintenance facility scheduled to start in August; laying down the rails that the vehicles will travel on, scheduled to start later this year; and design of the 22 stops along the route. The 4.6-mile route will connect downtown, Bricktown, Midtown, the Arts District and Automobile Alley and circulate every 10-12 minutes. The streetcar is expected to be in operation by the end of 2018.

The MAPS 3 Modern Streetcar will be named the Oklahoma City Streetcar, which can be abbreviated as OKC Streetcar. It will be for everyone who works, visits, or lives downtown, will be ADA compliant and will be a part of EMBARK’s family of transit services.

“I can’t wait,” says Sherry Dale, owner of Mettise, an organizational consulting group.  She lives in northwest Oklahoma City, her clients are all over the city and she has meetings in the downtown area several times a week.  “I’m looking forward to the streetcar so that when I visit clients downtown, I can get between meetings and lunch without having to move my car from garage to garage or risk a ticket at a meter when a meeting runs over.”

The brand strategy was created by Spoke, a branding firm in Portland, OR with input from stakeholders. EMBARK and Spoke solicited input through multiple meetings, focus groups and surveys. That process uncovered common themes and opinions.

“Our research in Oklahoma City and conversations with residents and stakeholders showed us a warm city that is energetic and confident.  We were inspired by the changing aesthetics and the city’s success in revitalizing the core,” says Brian Kerr, principal of Spoke. “The OKC Streetcar is an ambitious, forward-thinking project.  Its strengths lie in framing a network for building community and being a catalyst for economic growth. Over and over, we heard stakeholders tell us they wanted straightforward, connected and approachable. The streetcar symbol is inspired by the shape of the streetcar, combined with that sense of connection and an oblique reference to the EMBARK brand arrow. It evokes motion, fluidity, forward-thinking and ease of transit.”

Clients are able to choose from six different rooms at The Escape. Each room has a puzzle which takes the participants approximately 1 hour to solve. The goal is for team members to work together to solve a puzzle in order to escape. The offering is much more than a board game. Participants gain a deeper understanding of themselves and fellow players as they work through the challenges.  From friends & family to company team building to game enthusiasts, The Escape offers an unique, challenging and fun hour of adventure.

Andrew is a client of The Mettise Group. He values the advice and counsel The Mettise Group has provided for strategies he would have overlooked. From the advice he has received, The Escape has improved its business administrative processes. Armed with that knowledge, Andrew plans to open more locations and bring The Escape experience to more markets and people.