1. Presented By
Kevin Duffy
John Saint-Onge
& Albert Trujillo

3. Introduction of Tim Jolly
Quick Facts:
 Currently an Ambius
service manager
 Alumnus of ULV
 Business Administration Degree
 Head baseball coach for teams in
both the US and the Netherlands

4. Tim’s Responsibilities as a Leader
Tim Jolly has a many responsibilities Managing
Accounts
working at Ambius.
From establishing teams to handling Payroll
Establishing
Teams
budgets and accounts, Tim has a lot
on his agenda.
The chart to the right showcases
some of the many responsibilities Sales Budgets
Tim is in charge of at Ambius.

6. The Ambius Organization
Currently, Ambius employs over 1,300
employees in 42 branches in North America.
Ambius focuses on catering
to each individual client
and their specific requests.

7. The Ambius Organization
The Ambius organization offers
“design services for interior business environments.”
These services include:
 live and artificial plant displays
 commercial holiday displays
 wall art and “living” wall art
 ambient scenting for work environments
Examples to follow!

10. Mall & Hotel Spaces
Mall Spaces
Photos
Live Plant Displays
by designer charlee storner

11. Mall Spaces & Holiday Displays
Photos
Live & Artificial Plant Displays
by designer laura burns-lambert

12. Hotel Grounds
Photos
Live Plant Displays
by designer joanne craft

14. Wall Art
Ambius works in the following
genres for their clientele:
 landscapes
 floral
 photography
 coastal
 abstract
Ambius can also create custom-
made mirrors and murals for any
design space.

15. “Living” Wall Art
Ambius also creates unique art
pieces called “living” wall art.
Utilizing plants in a unique
variety of ways, this “living” wall
art truly creates a wonderful, nature-
inspired environment.

17. Ambient Scenting
 Also known as aroma marketing  As a result, scents can:
 reinforce a brand
 Powerful, yet subtle way for your  create a warm and memorable
company to gain loyalty of customers welcome
 give customers a reason to stay
 Of all the senses, smell is often cited as longer or want to return
the one that triggers emotions
and memories most powerfully
 When the sense of smell is added to an
environment, studies show that a
person will recall that location or
moment due to their ability to
remember the smell

18. Ambient Scenting Samples
Fruity Citrus Naturescape

20. Mission & Vision
-MISSION- - V I S I ON -
 Provide world-class service
experiences that enhance the business
environments
“Ambius will be the premier
 Enhance business environments gggggggg
creator of ambience for
businesses, which enables
the work experience and
 Offer a broad range of unique enables people to thrive.”
products
 Improve employee well-being
 Create long last clientele
relationships through genuine
teamwork

21. Strategic Goals
Ambius has established The Ambience Service Promise for their
employees, which is modeled off of their mission statement, to
achieve excellent customer service and meet expected goals.
It states the following:
Inspire their imaginations
Connect with a smile
Engage them emotionally
Grow their knowledge
Ambius has also established a listed Service Model.

22. Major Initiatives
BE ECO–FRIENDLY!
Ambius is committed to
being eco-friendly.
The organization has established a
carbon-reduction program to
provide a more sustainable future.

23. Major Initiatives
AMBIUS UNIVERSITY
The Ambius University was
created to:
 Provide proper education
 Provide excellent training for
employees
 Provide Research &
Development
 Develop better management
for their sustainability and
environmental projects

24. Culture/Work Environment & Environmental Factors
CULTURE ENVIRONMENTAL
and the work environment FACTORS
In the culture at Ambius, the Ambius is affected by a number
following list is crucial for of outside forces, including:
success:
 life cycle of plants
 integrity  soil conditions
 reliability  weather conditions
 responsiveness  customer damage
 teamwork
 excellent service
 valued, lasting relationships

26. Leadership Style
SKILLS APPROACH SITUATIONAL APPROACH AUTHENTIC LEADER
Tim, who is currently in Tim also follows the Tim is also a very
Middle Management, “Situational Approach” authentic leader.
follows the “Skills Approach” model.
correctly. Tim has:
Tim currently utilizes the
He is: following principles from  Established an “open door”
this model: policy
 Highly technical with
computers  Established structure
 S2 (Coaching):
 Works well with people and for teams who are less  Established motivation and
establishing teams knowledgeable in tasks objectives
 Established trust
 Creates new, innovative  S3 (Supporting):
concepts for beautiful and for teams who are more  Lead with conviction,
efficient displays knowledgeable in tasks passion, and consistency

28. Tim’s Experiences at South Coast Plaza
 Example story showcasing Tim’s leadership in action
 Worker’s way versus Tim’s way
 Conflict
 Resolution

30. Evaluation
After evaluating Tim’s responses, it appears that Tim is an overall great leader.
The following characteristics of Tim really appealed to me:
 Tim creates personal relationships with his employees
 Tim is motivated by client happiness and enjoys his finalized products
 Tim has established a “snowball” of accountability in his work ethics
 For the most part, Tim has established mutual trust in his workplace
 Tim is passionate, coolheaded, innovative, and creative towards his job
 Tim is great at creating solutions at work
 He follows the three mentioned models accordingly
 Skills Approach, Situational Approach, & Authentic Leader Model

31. Recommendations: Introduction
Although Tim displays great leadership approaches,
I do have a few suggestions.
Tim mentioned in his interview responses that he wished his team
members would become more “self-manageable” and not so
dependent on him.

32. Recommendations: Tim’s Main Concern
What do you think you can
improve upon as a leader?
“I think I can improve on forming the technicians to become more self-
manageable. Unfortunately when you develop such open and trusting
relationships, the employee will come to you with anything. This is good, but it
does mean that sometimes there are problems that do not need to be addressed
by the manager because they could easily be solved by the technician and
improve efficiency. I can do a better job in drawing out this fine line and
voicing what issues need to be run by a manager before a decision is made
versus what issues that don’t.”
How to accomplish this?

33. How to accomplish this?
 Utilize the Transformational Model.
 Draw the “line” between friend and leader better;
focus a little more attention on the “task” side.
(It’s a double-edge sword!)
 Establish the issues that need to be addressed by
managers and which issues do not.
 Develop creative ways to keep motivating the staff.
 Situational Approach: switch from the S2 approach to a more
frequent use of the S3 or possibly S4 (Delegating) approach in the
future when employees feel more “transformed” and developed.

34. Recommendations
Keep on doing what you are doing right!
 Keep developing your relationships with both your clients and employees
(be mindful, though, of how you go about this!)
 Keep being a motivating, trusting force within your team
 Keep leading by example
 Remain passionate and excited about what you do
(If you aren’t excited, why should your employees be?)

35. My Final Recommendation
 Remember the Harvard Article for Providing Great Leadership:
o Always keep your “fire” of desire strong.
o Keep up with your “snowball” of accountability!
o Break any “masks” that may form in the future!
o Learn from yourself and others: “Movie” yourself.
Review and reflect yourself constantly!

37. We hope you enjoyed our presentation!