Thursday, December 31, 2009
Thursday, December 24, 2009
Monday, December 21, 2009
Meetings Bloody Meetings
BAD MEETING MANAGEMENT
IntroductionMeetings are a very important part of the management process in any company. The main objective of meetings is to get the people involved in a project or problem to meet, discuss and come up with solutions. It is as simple as that. However from informal surveys carried out with the participants in my training sessions, I gather that meetings are one of the most mismanaged of management functions in Malaysia.
The complaints are usually focused on three items i.e.
a.There are too many meetings.
b.They take up too much time.
c.They are not effective, i.e. a ball park figure of 50% is usually given.
The question therefore asked is, “Why are there so many meetings and why aren’t they effective?” Thankfully, this is not only a Malaysian phenomenon, as it also exists in America. In a survey done by MCI, one of the leading telecommunications company in America, these were the following findings about meetings in Corporate America.
a.Approximately 11 million meetings occur in the U.S. each day.
b.Most professionals attend a total of 61.8 meetings per month and research indicates that over 50 percent of this meeting time is wasted. This comes to approximately four work days in a month.
c.Most professionals who meet on a regular basis admit to daydreaming (91%).
d.A large percentage (73%) say they bring other work to meetings and 39% say they have dozed during meetings. I am most certain, that these statistics, although taken from America also mirrors the way meetings are held and viewed in Malaysia.
Reasons for Unproductive MeetingsI will define unproductive meetings as meetings that only partially achieve its objectives. As 50% of meetings fall under this category (from my informal survey), I will now try to state some of the reasons why this happens.
a. Routine Meetings
Routine meetings are one of the biggest culprits of non-productive meetings. How many of us walk off to the meeting room on a Monday morning because we have to attend this ritualized ‘manager’s meeting’. Sometimes we do not even know what is going to be discussed and sometimes we do not even care. Worse still, there is nothing serious to discuss, but since everyone is around, trivial matters are discussed to justify the forum, to the annoyance of many of the meeting participants. Once a meeting becomes a ritual, then there is always the danger that people will find ‘something’ to discuss.
b. Weak Chairman
Meetings which have an excellent agenda are sometimes led astray because of a weak chairman. How many times have I seen the following scenario taking place i.e. a decision is made at the first meeting after a long drawn out discussion. At the next meeting someone raises the issue again and the same discussion takes place one more time to the frustration of the meeting participants. Sometimes you just feel like telling someone to tape the original discussion and then just play it back at the next meeting!Meetings also take a long time, because the chairman is not able to control the meeting well and allows some individuals who have ‘verbal diarrhea’ to dominate proceedings. From my experience, these individuals contribute a lot, but only in quantity but certainly not in terms of quality.
Another trait of a bad chairman is the fact that they are loathe to making decisions on their own but want to try to reach consensus. And as we are all aware, trying to decide on a simple matter like the date for a family day can be a torturous affair if consensus is required. HabitAnother reason for unproductive meetings in Malaysian organizations is as a result of bad habits. For example, when something goes wrong at the Marketing dept, the usual temptation and habit is to call for a meeting of all department heads to ‘get their views’. The Human Resource manager then goes for the meeting, stays quiet for three hours i.e. the duration of the meeting and then leaves without having made any contribution as he lacks comprehensive knowledge of the issue being discussed. He was there only because it was the requirement for all Heads of Departments to be there. And usually a meeting like this takes place with twelve participants but only three individuals do most of the talking as they are the experts. Wouldn’t it have been better to just call these three people for the meeting?
Deviation from the Agenda
Due to lack of control, individuals try to bring up lots of other issues that have nothing to do with the original agenda. The discussions then deviate such that more emphasis is given to the side issues rather than the main item on the agenda. I have many a time been at meetings where the main objective for example, is aimed at discussing the format of a new performance appraisal system, but however degenerates and ends up discussing the need for extra car parks for employees! More time is spent on this issue as lots of personal interests come into play then the latter subject. A weak chairman does not help either.
Measures to Ensure Effective Meetings
Meetings, as we know are a very important part of an organization’s management system. We are also aware however that that there are too many meetings held and those that are held are to a large extent unproductive. There is also the cost factor to be taken into account during unproductive meetings. Firstly are the salary costs of every meeting participant. Meetings also keep people away from the tasks they were hired to perform i.e. tasks that make money for the company and keep the business more efficient and effective. Then there are the miscellaneous costs of bringing people to the meeting who are outstation or even overseas. In addition to this financial cost, there is also the human cost such as poor morale, frustrated management, etc. This happens especially, when there is a culture of bad meetings in an organization.
How then can we make meetings more productive?
What are the measures that we can take to ensure meetings are able to achieve their objectives? Is a meeting necessary?One of the first things we must do before calling a meeting is to ask whether ‘there is a need for a meeting in the first place.’ Are you calling a meeting because it is an organizational ritual, or are you doing it because it really is necessary? Give a thought to the costs involved. Before making the decision make certain that the value you would receive would be greater than the investment in time and the interruption to work flow of the people involved in the meeting.
Ground Rules
Always have ground rules during meetings. These could be permanent features at meeting rooms. Cover such things as speaking rules; focusing on issues and not personalities; staying on the agenda etc. When people are aware of what is expected of them, they are much more likely to adhere to these rules and thereby contribute to a more productive meeting.In Intel, for example, in all meeting rooms there is a poster with a series of simple questions such as “Do you know the purpose of this meeting”? “Do you have an agenda”? “Do you follow the rules for good minutes”?These posters are a visual reminder of just how serious Intel is about productive meetings. In addition all employees of Intel are required to attend the company's in-house course on effective meetings. In fact, the CEO Andy Grove himself taught at these courses as he wanted good meeting management to be part of the culture of Intel.
The Agenda
I think one of the most important items before a meeting is to put some thought into the agenda. This step can make or break a meeting.
1.Outline agenda ahead of time. Outline ahead of time what is the objective of the meeting and points that will be covered. Write it out, and distribute it to participants ahead of time. This will help participants to be more prepared for the meeting. No one can say they did not know.
2.Agendas should be strictly adhered to. This might sound very basic, but is definitely a problem in the Malaysian context. People tend to use the meeting forum to bring up issues that they have a personal interest in and the Chairman must use the agenda as an excuse to prevent this from happening.
3.Limit the Agenda to Three Points or Less: Ask yourself, "What are the three most important things we need to cover in the meeting?" Limit the agenda to just these three points. Trying to solve all of the company’s problems in one meeting is a definite route to disaster. Set a Time LimitTime limits are important as it creates pressure on the chairman and the members of the meeting to have quality discussions. One reason meetings drag on is that people don't appreciate how expensive they are. The time limits set must be realistic and in congruence with the objectives of the meeting. Many management gurus’ invoke the rule that meetings should last no longer than 90 minutes. Get the right peopleHow many times have I seen people coming for meetings who are not sure why they are there in the first place? It is better to have a meeting with three people who can contribute rather than 20 people who are there for the sake of being there.
Conclusion
Bad meetings are probably one of the most pervasive yet underestimated problem in Malaysian organizations. The saying "If I don't have to go to meetings, I'd like my job a lot more" is definitely something that many Malaysian managers hold dear to their heart. On the other hand, good meetings can be a very powerful way to communicate and solve organizational problems.
Managers must realize that it is a necessary management tool and what they have to do is to be able to use that tool as effectively as possible so as to create a positive impact on organizational effectiveness and efficiency.
IntroductionMeetings are a very important part of the management process in any company. The main objective of meetings is to get the people involved in a project or problem to meet, discuss and come up with solutions. It is as simple as that. However from informal surveys carried out with the participants in my training sessions, I gather that meetings are one of the most mismanaged of management functions in Malaysia.
The complaints are usually focused on three items i.e.
a.There are too many meetings.
b.They take up too much time.
c.They are not effective, i.e. a ball park figure of 50% is usually given.
The question therefore asked is, “Why are there so many meetings and why aren’t they effective?” Thankfully, this is not only a Malaysian phenomenon, as it also exists in America. In a survey done by MCI, one of the leading telecommunications company in America, these were the following findings about meetings in Corporate America.
a.Approximately 11 million meetings occur in the U.S. each day.
b.Most professionals attend a total of 61.8 meetings per month and research indicates that over 50 percent of this meeting time is wasted. This comes to approximately four work days in a month.
c.Most professionals who meet on a regular basis admit to daydreaming (91%).
d.A large percentage (73%) say they bring other work to meetings and 39% say they have dozed during meetings. I am most certain, that these statistics, although taken from America also mirrors the way meetings are held and viewed in Malaysia.
Reasons for Unproductive MeetingsI will define unproductive meetings as meetings that only partially achieve its objectives. As 50% of meetings fall under this category (from my informal survey), I will now try to state some of the reasons why this happens.
a. Routine Meetings
Routine meetings are one of the biggest culprits of non-productive meetings. How many of us walk off to the meeting room on a Monday morning because we have to attend this ritualized ‘manager’s meeting’. Sometimes we do not even know what is going to be discussed and sometimes we do not even care. Worse still, there is nothing serious to discuss, but since everyone is around, trivial matters are discussed to justify the forum, to the annoyance of many of the meeting participants. Once a meeting becomes a ritual, then there is always the danger that people will find ‘something’ to discuss.
b. Weak Chairman
Meetings which have an excellent agenda are sometimes led astray because of a weak chairman. How many times have I seen the following scenario taking place i.e. a decision is made at the first meeting after a long drawn out discussion. At the next meeting someone raises the issue again and the same discussion takes place one more time to the frustration of the meeting participants. Sometimes you just feel like telling someone to tape the original discussion and then just play it back at the next meeting!Meetings also take a long time, because the chairman is not able to control the meeting well and allows some individuals who have ‘verbal diarrhea’ to dominate proceedings. From my experience, these individuals contribute a lot, but only in quantity but certainly not in terms of quality.
Another trait of a bad chairman is the fact that they are loathe to making decisions on their own but want to try to reach consensus. And as we are all aware, trying to decide on a simple matter like the date for a family day can be a torturous affair if consensus is required. HabitAnother reason for unproductive meetings in Malaysian organizations is as a result of bad habits. For example, when something goes wrong at the Marketing dept, the usual temptation and habit is to call for a meeting of all department heads to ‘get their views’. The Human Resource manager then goes for the meeting, stays quiet for three hours i.e. the duration of the meeting and then leaves without having made any contribution as he lacks comprehensive knowledge of the issue being discussed. He was there only because it was the requirement for all Heads of Departments to be there. And usually a meeting like this takes place with twelve participants but only three individuals do most of the talking as they are the experts. Wouldn’t it have been better to just call these three people for the meeting?
Deviation from the Agenda
Due to lack of control, individuals try to bring up lots of other issues that have nothing to do with the original agenda. The discussions then deviate such that more emphasis is given to the side issues rather than the main item on the agenda. I have many a time been at meetings where the main objective for example, is aimed at discussing the format of a new performance appraisal system, but however degenerates and ends up discussing the need for extra car parks for employees! More time is spent on this issue as lots of personal interests come into play then the latter subject. A weak chairman does not help either.
Measures to Ensure Effective Meetings
Meetings, as we know are a very important part of an organization’s management system. We are also aware however that that there are too many meetings held and those that are held are to a large extent unproductive. There is also the cost factor to be taken into account during unproductive meetings. Firstly are the salary costs of every meeting participant. Meetings also keep people away from the tasks they were hired to perform i.e. tasks that make money for the company and keep the business more efficient and effective. Then there are the miscellaneous costs of bringing people to the meeting who are outstation or even overseas. In addition to this financial cost, there is also the human cost such as poor morale, frustrated management, etc. This happens especially, when there is a culture of bad meetings in an organization.
How then can we make meetings more productive?
What are the measures that we can take to ensure meetings are able to achieve their objectives? Is a meeting necessary?One of the first things we must do before calling a meeting is to ask whether ‘there is a need for a meeting in the first place.’ Are you calling a meeting because it is an organizational ritual, or are you doing it because it really is necessary? Give a thought to the costs involved. Before making the decision make certain that the value you would receive would be greater than the investment in time and the interruption to work flow of the people involved in the meeting.
Ground Rules
Always have ground rules during meetings. These could be permanent features at meeting rooms. Cover such things as speaking rules; focusing on issues and not personalities; staying on the agenda etc. When people are aware of what is expected of them, they are much more likely to adhere to these rules and thereby contribute to a more productive meeting.In Intel, for example, in all meeting rooms there is a poster with a series of simple questions such as “Do you know the purpose of this meeting”? “Do you have an agenda”? “Do you follow the rules for good minutes”?These posters are a visual reminder of just how serious Intel is about productive meetings. In addition all employees of Intel are required to attend the company's in-house course on effective meetings. In fact, the CEO Andy Grove himself taught at these courses as he wanted good meeting management to be part of the culture of Intel.
The Agenda
I think one of the most important items before a meeting is to put some thought into the agenda. This step can make or break a meeting.
1.Outline agenda ahead of time. Outline ahead of time what is the objective of the meeting and points that will be covered. Write it out, and distribute it to participants ahead of time. This will help participants to be more prepared for the meeting. No one can say they did not know.
2.Agendas should be strictly adhered to. This might sound very basic, but is definitely a problem in the Malaysian context. People tend to use the meeting forum to bring up issues that they have a personal interest in and the Chairman must use the agenda as an excuse to prevent this from happening.
3.Limit the Agenda to Three Points or Less: Ask yourself, "What are the three most important things we need to cover in the meeting?" Limit the agenda to just these three points. Trying to solve all of the company’s problems in one meeting is a definite route to disaster. Set a Time LimitTime limits are important as it creates pressure on the chairman and the members of the meeting to have quality discussions. One reason meetings drag on is that people don't appreciate how expensive they are. The time limits set must be realistic and in congruence with the objectives of the meeting. Many management gurus’ invoke the rule that meetings should last no longer than 90 minutes. Get the right peopleHow many times have I seen people coming for meetings who are not sure why they are there in the first place? It is better to have a meeting with three people who can contribute rather than 20 people who are there for the sake of being there.
Conclusion
Bad meetings are probably one of the most pervasive yet underestimated problem in Malaysian organizations. The saying "If I don't have to go to meetings, I'd like my job a lot more" is definitely something that many Malaysian managers hold dear to their heart. On the other hand, good meetings can be a very powerful way to communicate and solve organizational problems.
Managers must realize that it is a necessary management tool and what they have to do is to be able to use that tool as effectively as possible so as to create a positive impact on organizational effectiveness and efficiency.
Tuesday, December 15, 2009
Eat that FROG ???
an article summarized from Brian Tracy’s classic video clip entitled “Eat that Frog”. The main concept that Brian Tracy puts forward is that if we do the worst thing on ‘our plate’ first thing in the morning (he equates it to the frog), the rest of the day would be much better for us.
Let me explain further. He says that we can be so much more efficient if we have a ‘Things to Do’ list every morning. Most importantly, he says that we should tackle the most difficult and most stressful task first (his concept of ‘eating the frog’). As he says "If the first thing you do each morning is to eat a ‘frog’, you can go through the day with the satisfaction of knowing that that is probably the worst thing that is going to happen to you all day long!" Your "frog" is usually the one task that you are most likely to procrastinate on, because it is a difficult or stressful task! However, it may also be the one task that can have the greatest positive impact on your day at the office.
And if you have two frogs, Brian Tracy says, "Eat the ugliest one first!" This is another way of saying that if you have two important tasks, start with the hardest, and most important task first. Discipline yourself to begin immediately and then to persist until the task is complete before you go on to something else.
Sound advice indeed! The question is "Have your eaten the frog today"?
Let me explain further. He says that we can be so much more efficient if we have a ‘Things to Do’ list every morning. Most importantly, he says that we should tackle the most difficult and most stressful task first (his concept of ‘eating the frog’). As he says "If the first thing you do each morning is to eat a ‘frog’, you can go through the day with the satisfaction of knowing that that is probably the worst thing that is going to happen to you all day long!" Your "frog" is usually the one task that you are most likely to procrastinate on, because it is a difficult or stressful task! However, it may also be the one task that can have the greatest positive impact on your day at the office.
And if you have two frogs, Brian Tracy says, "Eat the ugliest one first!" This is another way of saying that if you have two important tasks, start with the hardest, and most important task first. Discipline yourself to begin immediately and then to persist until the task is complete before you go on to something else.
Sound advice indeed! The question is "Have your eaten the frog today"?
Saturday, December 12, 2009
Lead right !
Make sure they have the “tools” they need.
Imagine this scenario: We’re out in the middle of a field. I’m the supervisor and I give you an assignment to dig a trench. After explaining why the trench is necessary, I give you the go-ahead to start digging. You immediately inquire, “Where’s the back hoe?” I respond, “It’s in the shop.” You then ask, “So how am I supposed to dig this trench?” I hand you a shovel, and then I leave. I return two hours later and find that you haven’t made much progress. You’re tired and frustrated … and I’m ticked off.
A far-fetched story? Maybe so! But it does make a simple and important point: it’s tough for people to do a good job – to do their best work – when they don’t have the “tools” (resources) they need. That’s something your team members may be facing more often than you think. And as a leader, you need to do your best to do something about it.
Ask yourself, What do my people need in order to meet or exceed my expectations? Better yet, ASK THEM! Maybe it’s a new piece of equipment – or the fixing/updating of an existing one. Perhaps it’s a new software program, additional training, or an expanded supplies inventory. Or it could be that what they really need is more time, more help, or more information.
Whatever your team needs, get it for them. And if you can’t, tell them why, look for other ways to support their efforts, and appreciate the fact that many of their achievements are happening in spite of how they are equipped rather than because of it.
Imagine this scenario: We’re out in the middle of a field. I’m the supervisor and I give you an assignment to dig a trench. After explaining why the trench is necessary, I give you the go-ahead to start digging. You immediately inquire, “Where’s the back hoe?” I respond, “It’s in the shop.” You then ask, “So how am I supposed to dig this trench?” I hand you a shovel, and then I leave. I return two hours later and find that you haven’t made much progress. You’re tired and frustrated … and I’m ticked off.
A far-fetched story? Maybe so! But it does make a simple and important point: it’s tough for people to do a good job – to do their best work – when they don’t have the “tools” (resources) they need. That’s something your team members may be facing more often than you think. And as a leader, you need to do your best to do something about it.
Ask yourself, What do my people need in order to meet or exceed my expectations? Better yet, ASK THEM! Maybe it’s a new piece of equipment – or the fixing/updating of an existing one. Perhaps it’s a new software program, additional training, or an expanded supplies inventory. Or it could be that what they really need is more time, more help, or more information.
Whatever your team needs, get it for them. And if you can’t, tell them why, look for other ways to support their efforts, and appreciate the fact that many of their achievements are happening in spite of how they are equipped rather than because of it.
Friday, December 11, 2009
Ways to Get More Done in Less Time
Categorize your TO DO list into A, B, and C priorities. “A” priorities are the activities that are critical to your success. “B” priorities are important but not critical. “C” priorities would be nice to do if you get the time. Begin with your “A” priorities and work your way down to the “nice to do” items.
“Perfection paralysis” is expensive. Sometimes it is not worth the effort to make things “perfect.” Take a look at the time costs involved and weigh these against the benefits of perfection. Often, second best in operation is better than first best still on the drawing board.
Never say “yes” without considering the time investment you are committing to. Having the courage to (tactfully) say “no” to requests that are inappropriate or unnecessary could be your most effective time management tool!
Tempted to constantly check your e-mails? Don’t do it! Once or twice daily is usually enough. E-mails can be a habitual distraction – include them in your work schedule but don’t let them control your day.
Make sure every meeting you call is absolutely necessary. Routine meetings are not a good investment unless they fulfill, or move forward, your objective.
Want to make a positive difference in others’ time management? Ask your peers and subordinates, “What do I do that wastes your time and hinders your performance?” Then, make a sincere effort to STOP doing those things!
“Perfection paralysis” is expensive. Sometimes it is not worth the effort to make things “perfect.” Take a look at the time costs involved and weigh these against the benefits of perfection. Often, second best in operation is better than first best still on the drawing board.
Never say “yes” without considering the time investment you are committing to. Having the courage to (tactfully) say “no” to requests that are inappropriate or unnecessary could be your most effective time management tool!
Tempted to constantly check your e-mails? Don’t do it! Once or twice daily is usually enough. E-mails can be a habitual distraction – include them in your work schedule but don’t let them control your day.
Make sure every meeting you call is absolutely necessary. Routine meetings are not a good investment unless they fulfill, or move forward, your objective.
Want to make a positive difference in others’ time management? Ask your peers and subordinates, “What do I do that wastes your time and hinders your performance?” Then, make a sincere effort to STOP doing those things!
Wednesday, December 9, 2009
Even Eagles Need a Push
Excerpted from Even Eagles Need a PushFrom the chapter titled A Life-Changing Experience by Gail Pursell Elliott
We touch the lives of others in ways we often never know. People sometimes come into our personal world for fleeting moments and can leave us forever changed. We have more power to create or to destroy than we can imagine. We can leave things or individuals better or worse than we found them. A look, a word, a gesture has a tremendous impact and frequently we blither along blind to the effect every communication wields.
I learned this in a powerful way: It was a rainy, humid day: the mother of all bad hair days. I was riding on a bus downtown to go to work. Everyone was wilting. I was sitting next to a man in a business suit and didn’t pay him much attention until we both got off at the same stop and walked to the same newsstand to get a morning paper.
The man running the stand was obviously among those having a bad day. He was rude, abrupt and unsmiling as we purchased our papers, which served to add only more gloom to my day. The businessman caught my eye and smiled. He then proceeded to smile even more brightly, thank the newsstand proprietor for the paper and for being open on such a morning to make sure we were able to get our papers. In short he expressed his appreciation for something most of us would take for granted.
The man running the newsstand responded only with a grunt and a sour expression. The businessman then pleasantly wished him a pleasant day. As we turned away, I asked this man why he had continued to be pleasant to the newsman when he obviously didn’t care about and didn’t respond to his expression of appreciation and friendliness. The businessman grinned at me and said, “Why would I let someone else control what I say and what I feel or what kind of day I’m going to have?”
I never saw the businessman again, even though I looked for him on the bus on other days. He appeared briefly in my life and disappeared just as quickly. I don’t even remember what he looked like. But I’ve never forgotten the words he said, or the way his smile seemed like a shaft of light on a gloomy day.
That was a good 25 years ago, but the impact this had on my life has lasted. I never had a chance to thank him personally, but the way in which I choose to look at life as a result of those words is his legacy to me and my thanks to him.
Our interactions with the people we encounter can impact at least the next five people they encounter. A smile and words of simple appreciation multiply themselves geometrically.
We cannot control people and situations that come to us, but we can always control our responses to them. In each of our decisions lies our power to make a positive difference. It’s something anyone and everyone can do.
Copyright Simple Truths, LLC, all rights reserved and reprinted with permission.
We touch the lives of others in ways we often never know. People sometimes come into our personal world for fleeting moments and can leave us forever changed. We have more power to create or to destroy than we can imagine. We can leave things or individuals better or worse than we found them. A look, a word, a gesture has a tremendous impact and frequently we blither along blind to the effect every communication wields.
I learned this in a powerful way: It was a rainy, humid day: the mother of all bad hair days. I was riding on a bus downtown to go to work. Everyone was wilting. I was sitting next to a man in a business suit and didn’t pay him much attention until we both got off at the same stop and walked to the same newsstand to get a morning paper.
The man running the stand was obviously among those having a bad day. He was rude, abrupt and unsmiling as we purchased our papers, which served to add only more gloom to my day. The businessman caught my eye and smiled. He then proceeded to smile even more brightly, thank the newsstand proprietor for the paper and for being open on such a morning to make sure we were able to get our papers. In short he expressed his appreciation for something most of us would take for granted.
The man running the newsstand responded only with a grunt and a sour expression. The businessman then pleasantly wished him a pleasant day. As we turned away, I asked this man why he had continued to be pleasant to the newsman when he obviously didn’t care about and didn’t respond to his expression of appreciation and friendliness. The businessman grinned at me and said, “Why would I let someone else control what I say and what I feel or what kind of day I’m going to have?”
I never saw the businessman again, even though I looked for him on the bus on other days. He appeared briefly in my life and disappeared just as quickly. I don’t even remember what he looked like. But I’ve never forgotten the words he said, or the way his smile seemed like a shaft of light on a gloomy day.
That was a good 25 years ago, but the impact this had on my life has lasted. I never had a chance to thank him personally, but the way in which I choose to look at life as a result of those words is his legacy to me and my thanks to him.
Our interactions with the people we encounter can impact at least the next five people they encounter. A smile and words of simple appreciation multiply themselves geometrically.
We cannot control people and situations that come to us, but we can always control our responses to them. In each of our decisions lies our power to make a positive difference. It’s something anyone and everyone can do.
Copyright Simple Truths, LLC, all rights reserved and reprinted with permission.
Wednesday, December 2, 2009
POWER OF ATTITUDE
Excerpted from The Power of Attitude
I grew up in Trenton, a west Tennessee town of five thousand people. I have wonderful memories of those first eighteen years, and many people in Trenton influenced my life in very positive ways. My football coach, Walter Kilzer, taught me the importance of hard work, discipline, and believing in myself. My history teacher, Fred Culp, is still the funniest person I’ve ever met. He taught me that a sense of humor, and especially laughing at yourself, can be one of life’s greatest blessings.
But my father was my hero. He taught me many things, but at the top of the list, he taught me to treat people with love and respect…to live the Golden Rule. I remember one particular instance of him teaching this “life lesson” as if it were yesterday. Dad owned a furniture store, and I used to dust the furniture every Wednesday after school to earn my allowance. One afternoon I observed my Dad talking to all the customers as they came in…the hardware store owner, the banker, a farmer, a doctor. At the end of the day, just as Dad was closing, the garbage collector came in.
I was ready to go home, and I thought that surely Dad wouldn’t spend too much time with him. But I was wrong. Dad greeted him at the door with a big hug and talked with him about his wife and son who had been in a car accident the month before. He empathized, he asked questions, he listened, and he listened some more. I kept looking at the clock, and when the man finally left, I asked, “Dad, why did you spend so much time with him? He’s just the garbage collector.” Dad then looked at me, locked the front door to the store, and said, “Son, let’s talk.”
He said, “I’m your father and I tell you lots of stuff as all fathers should, but if you remember nothing else I ever tell you, remember this…treat every human being just the way that you would want to be treated.” He said, “I know this is not the first time you’ve heard it, but I want to make sure it’s the first time you truly understand it, because if you had understood, you would never have said what you said.” We sat there and talked for another hour about the meaning and the power of the Golden Rule. Dad said, “If you live the Golden Rule everything else in life will usually work itself out, but if you don’t your life probably will be very unhappy and without meaning.”
I recently heard someone say, “If you teach your child the Golden Rule, you will have left them an estate of incalculable value.” Truer words were never spoken.
I grew up in Trenton, a west Tennessee town of five thousand people. I have wonderful memories of those first eighteen years, and many people in Trenton influenced my life in very positive ways. My football coach, Walter Kilzer, taught me the importance of hard work, discipline, and believing in myself. My history teacher, Fred Culp, is still the funniest person I’ve ever met. He taught me that a sense of humor, and especially laughing at yourself, can be one of life’s greatest blessings.
But my father was my hero. He taught me many things, but at the top of the list, he taught me to treat people with love and respect…to live the Golden Rule. I remember one particular instance of him teaching this “life lesson” as if it were yesterday. Dad owned a furniture store, and I used to dust the furniture every Wednesday after school to earn my allowance. One afternoon I observed my Dad talking to all the customers as they came in…the hardware store owner, the banker, a farmer, a doctor. At the end of the day, just as Dad was closing, the garbage collector came in.
I was ready to go home, and I thought that surely Dad wouldn’t spend too much time with him. But I was wrong. Dad greeted him at the door with a big hug and talked with him about his wife and son who had been in a car accident the month before. He empathized, he asked questions, he listened, and he listened some more. I kept looking at the clock, and when the man finally left, I asked, “Dad, why did you spend so much time with him? He’s just the garbage collector.” Dad then looked at me, locked the front door to the store, and said, “Son, let’s talk.”
He said, “I’m your father and I tell you lots of stuff as all fathers should, but if you remember nothing else I ever tell you, remember this…treat every human being just the way that you would want to be treated.” He said, “I know this is not the first time you’ve heard it, but I want to make sure it’s the first time you truly understand it, because if you had understood, you would never have said what you said.” We sat there and talked for another hour about the meaning and the power of the Golden Rule. Dad said, “If you live the Golden Rule everything else in life will usually work itself out, but if you don’t your life probably will be very unhappy and without meaning.”
I recently heard someone say, “If you teach your child the Golden Rule, you will have left them an estate of incalculable value.” Truer words were never spoken.
Saturday, November 28, 2009
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Monday, November 23, 2009
Service Ambassadors
It's amazing who some business owners and managers allow to represent their company. On a recent trip, I stopped at a sandwich shop to order some lunch. After the employee told me they ran out, I asked for her favorite choice; to which she promptly replied "None of the sandwiches here"! Wow. Perhaps it did not occur to her that by suggesting one of her company's sandwiches, I may actually enjoy it, return, and potentially refer others...all of which translate into additional revenue (plus more job security).
To customers, the person serving them IS the company. That employee's actions, words, and everything in between are a direct reflection of the company. In general terms, an ambassador is someone who represents something or someone. For example, the U.S. ambassador to Brazil is the chief representative of the U.S. in Brazil. This means that everything the ambassador does and says is a reflection of the U.S. When Brazilians see the ambassador, they are actually seeing the U.S. The ambassador IS the U.S. Whether you like it or not, you are the company you work for. Your customer does not care what department you work in or how long you have been working there. All your customers know is that you are an employee, therefore, you should be an advocate of the business.
I cringe when employees refer to their place of employment as "they" or "them". You are the company, so who exactly is "they" or "them"? On a recent trip, I stopped at a well-known airline's ticket kiosk to print my boarding pass. As I approached the kiosk, three of the ticket agents were embroiled in a heated discussion about an extremely important and critical topic...their work schedules for next week. For the entire 3-5 minutes that I was at the kiosk, not one ticket agent stopped their debate to offer assistance (let alone acknowledge that I existed). Towards the end of my time at the kiosk, one employee finally removed herself from the employee discussion, and asked if I was checking in luggage. I thought for a moment, and decided to keep the bag with me. She then said, "Good, because I wouldn't give ‘them' any more money that I had to. Have a nice day". Again...wow.
A culture of world-class service flourishes when your entire team has a sense of ownership. As a leader, be sure to instill that feeling of personal ownership in every employee from the recruitment phase and on through the remainder of the onboarding process. Tell employees that their presence and contributions matter. They should know that their team is (and will be) better because of the talents they bring.
Of course, all this talk of having ambassadors also means that your company must be worthy of being represented. Is your business a place where people are proud to work and represent? Why or why not? Being an ambassador is an esteemed position that should not be taken lightly. Each action at every touchpoint has specific consequences (both positive and negative). So if you are a manager, ensure that everyone on your team is a great representative. From sandwich shops to spas to hospitals to hotels, world-class service begins with ambassadors. Ambassadors who are proud of their company and eager to provide exceptional serve with consistency and conviction.
Supplemental section for leaders
The best way for leaders to build a team of ambassadors is to be a shining example of how ambassadors are supposed to act. Beyond being a role-model, here are four practical tips for leaders to implement:
Set high performance and service standards - Be clear about what those standards are. Give vivid examples if you need to.
Communicate those standards - Use multiple resources like pre-shift meetings, newsletters, email signature blocks, screen savers, bulletin boards, daily voice mail, etc
Give performance feedback - This is one of the biggest opportunities for improvement amongst leaders. Your team needs to know how they are performing in both good and bad times.
Reward excellence - Be careful how you reward performance. I've seen many managers celebrate when performance expectations are met. It is fine to acknowledge when expectations are met, but reserve your praise and celebration for when expectations are surpassed (or at least consistently met).
To customers, the person serving them IS the company. That employee's actions, words, and everything in between are a direct reflection of the company. In general terms, an ambassador is someone who represents something or someone. For example, the U.S. ambassador to Brazil is the chief representative of the U.S. in Brazil. This means that everything the ambassador does and says is a reflection of the U.S. When Brazilians see the ambassador, they are actually seeing the U.S. The ambassador IS the U.S. Whether you like it or not, you are the company you work for. Your customer does not care what department you work in or how long you have been working there. All your customers know is that you are an employee, therefore, you should be an advocate of the business.
I cringe when employees refer to their place of employment as "they" or "them". You are the company, so who exactly is "they" or "them"? On a recent trip, I stopped at a well-known airline's ticket kiosk to print my boarding pass. As I approached the kiosk, three of the ticket agents were embroiled in a heated discussion about an extremely important and critical topic...their work schedules for next week. For the entire 3-5 minutes that I was at the kiosk, not one ticket agent stopped their debate to offer assistance (let alone acknowledge that I existed). Towards the end of my time at the kiosk, one employee finally removed herself from the employee discussion, and asked if I was checking in luggage. I thought for a moment, and decided to keep the bag with me. She then said, "Good, because I wouldn't give ‘them' any more money that I had to. Have a nice day". Again...wow.
A culture of world-class service flourishes when your entire team has a sense of ownership. As a leader, be sure to instill that feeling of personal ownership in every employee from the recruitment phase and on through the remainder of the onboarding process. Tell employees that their presence and contributions matter. They should know that their team is (and will be) better because of the talents they bring.
Of course, all this talk of having ambassadors also means that your company must be worthy of being represented. Is your business a place where people are proud to work and represent? Why or why not? Being an ambassador is an esteemed position that should not be taken lightly. Each action at every touchpoint has specific consequences (both positive and negative). So if you are a manager, ensure that everyone on your team is a great representative. From sandwich shops to spas to hospitals to hotels, world-class service begins with ambassadors. Ambassadors who are proud of their company and eager to provide exceptional serve with consistency and conviction.
Supplemental section for leaders
The best way for leaders to build a team of ambassadors is to be a shining example of how ambassadors are supposed to act. Beyond being a role-model, here are four practical tips for leaders to implement:
Set high performance and service standards - Be clear about what those standards are. Give vivid examples if you need to.
Communicate those standards - Use multiple resources like pre-shift meetings, newsletters, email signature blocks, screen savers, bulletin boards, daily voice mail, etc
Give performance feedback - This is one of the biggest opportunities for improvement amongst leaders. Your team needs to know how they are performing in both good and bad times.
Reward excellence - Be careful how you reward performance. I've seen many managers celebrate when performance expectations are met. It is fine to acknowledge when expectations are met, but reserve your praise and celebration for when expectations are surpassed (or at least consistently met).
Friday, November 13, 2009
WHAT GIVES A MAN OR WOMAN THE RIGHT TO LEAD?
It certainly isn't gained by election or appointment. Having position, title, rank, or degrees doesn't qualify anyone to lead other people. And the ability doesn't come automatically from age or experience, either. No, it would be accurate to say that no one can be given the right to lead. The right to lead can only be earned. And that takes time.
The Kind of Leader Others Want to Follow
The key to becoming an effective leader is not to focus on making other people follow, but on making yourself the kind of person they want to follow. You must become someone others can trust to take them where they want to go. As you prepare yourself to become a better leader, use the following guidelines to help you grow:
Let go of your ego.
The truly great leaders are not in leadership for personal gain. They lead in order to serve other people. Perhaps that is why Lawrence D. Bell remarked, "Show me a man who cannot bother to do little things, and I'll show you a man who cannot be trusted to do big things."
Become a good follower first.
Rare is the effective leader who didn't learn to become a good follower first. That is why a leadership institution such as the United States Military Academy teaches its officers to become effective followers first - and why West Point has produced more leaders than the Harvard Business School.
Build positive relationships.
Leadership is influence, nothing more, nothing less. That means it is by nature relational. Today's generation of leaders seem particularly aware of this because title and position mean so little to them. They know intuitively that people go along with people they get along with.
Work with excellence.
No one respects and follows mediocrity. Leaders who earn the right to lead give their all to what they do. They bring into play not only their skills and talents, but also great passion and hard work. They perform on the highest level of which they are capable.
Rely on discipline, not emotion.
Leadership is often easy during the good times. It's when everything seems to be against you - when you're out of energy, and you don't want to lead - that you earn your place as a leader. During every season of life, leaders face crucial moments when they must choose between gearing up or giving up. To make it through those times, rely on the rock of discipline, not the shifting sand of emotion.
Make adding value your goal.
When you look at the leaders whose names are revered long after they have finished leading, you find that they were men and women who helped people to live better lives and reach their potential. That is the highest calling of leadership - and its highest value.
Give your power away.
One of the ironies of leadership is that you become a better leader by sharing whatever power you have, not by saving it all for yourself. You're meant to be a river, not a reservoir. If you use your power to empower others, your leadership will extend far beyond your grasp.
In The Right to Lead, you will hear from and read about people who have done these same things and earned the right to lead others. Because of the courage they found and the character they displayed, other people recognized their admirable qualities and felt compelled to follow them.
The followers who looked to these leaders learned from them, and so can we. As you explore their worlds and words, remember that it takes time to become worthy of followers. Leadership isn't learned or earned in a moment.~John Maxwell
The Kind of Leader Others Want to Follow
The key to becoming an effective leader is not to focus on making other people follow, but on making yourself the kind of person they want to follow. You must become someone others can trust to take them where they want to go. As you prepare yourself to become a better leader, use the following guidelines to help you grow:
Let go of your ego.
The truly great leaders are not in leadership for personal gain. They lead in order to serve other people. Perhaps that is why Lawrence D. Bell remarked, "Show me a man who cannot bother to do little things, and I'll show you a man who cannot be trusted to do big things."
Become a good follower first.
Rare is the effective leader who didn't learn to become a good follower first. That is why a leadership institution such as the United States Military Academy teaches its officers to become effective followers first - and why West Point has produced more leaders than the Harvard Business School.
Build positive relationships.
Leadership is influence, nothing more, nothing less. That means it is by nature relational. Today's generation of leaders seem particularly aware of this because title and position mean so little to them. They know intuitively that people go along with people they get along with.
Work with excellence.
No one respects and follows mediocrity. Leaders who earn the right to lead give their all to what they do. They bring into play not only their skills and talents, but also great passion and hard work. They perform on the highest level of which they are capable.
Rely on discipline, not emotion.
Leadership is often easy during the good times. It's when everything seems to be against you - when you're out of energy, and you don't want to lead - that you earn your place as a leader. During every season of life, leaders face crucial moments when they must choose between gearing up or giving up. To make it through those times, rely on the rock of discipline, not the shifting sand of emotion.
Make adding value your goal.
When you look at the leaders whose names are revered long after they have finished leading, you find that they were men and women who helped people to live better lives and reach their potential. That is the highest calling of leadership - and its highest value.
Give your power away.
One of the ironies of leadership is that you become a better leader by sharing whatever power you have, not by saving it all for yourself. You're meant to be a river, not a reservoir. If you use your power to empower others, your leadership will extend far beyond your grasp.
In The Right to Lead, you will hear from and read about people who have done these same things and earned the right to lead others. Because of the courage they found and the character they displayed, other people recognized their admirable qualities and felt compelled to follow them.
The followers who looked to these leaders learned from them, and so can we. As you explore their worlds and words, remember that it takes time to become worthy of followers. Leadership isn't learned or earned in a moment.~John Maxwell
Power of Money, By Adam Khoo
Inspirational ! SHARE IT WITH CHILDRENPower of Money, By Adam Khoo( Singapore 's youngest millionaire at 26 yrs.)
Some of you may already know that I travel around the region pretty frequently, having to visit and conduct seminars at my offices in Malaysia , Indonesia , Thailand and Suzhou ( China ). I am in the airport almost every other week so I get to bump into many people who have attended my seminars or have read my books.
Recently, someone came up to me on a plane to KL and looked rather shocked. He asked, 'How come a millionaire like you is traveling economy?' My reply was, 'That's why I am a millionaire. ' He still looked pretty confused.
This again confirms that greatest lie ever told about wealth(which I wrote about in my latest book 'Secrets of Self-Made Millionaires' ). Many people have been brainwashed to think that millionaires have to wear Gucci, Hugo Boss, Rolex, and sit on first class in air travel. This is why so many people never become rich because the moment that they earn more money, they think that it is only natural that they spend more, putting them back to square one.
The truth is that most self-made millionaires are frugal and only spend on what is necessary and of value. That is why they are able to accumulate and multiply their wealth so much faster.
Over the last 7 years, I have saved about 80% of my income while today I save only about 60% (because I have my wife, mother in law, 2 maids, 2 kids, etc. to support). Still, it is way above most people who save 10% of their income (if they are lucky).
I refuse to buy a first class ticket or to buy a $300 shirt because I think that it is a complete waste of money. However, I happily pay $1,300 to send my 2-year old daughter to Julia Gabriel Speech and Drama without thinking twice.
When I joined the YEO (Young Entrepreneur' s Orgn)a few years back (YEO) is an exclusive club open to those who are under 40 and make over $1m a year in their own business) I discovered that those who were self-made thought like me. Many of them with net worth well over $5m, travelled economy class and some even drove Toyota 's and Nissans, not Audis, Mercs, BMWs.
I noticed that it was only those who never had to work hard to build their own wealth (there were also a few ministers' and tycoons' sons in the club) who spent like there was no tomorrow. Somehow, when you did not have to build everything from scratch, you do not really value money. This is precisely the reason why a family's wealth (no matter how much) rarely lasts past the third generation
Thank God my rich dad foresaw this terrible possibility and refused to give me a cent to start my business.
Then some people ask me, 'What is the point in making so much money if you don't enjoy it?' The thing is that I don't really find happiness in buying branded clothes, jewellery or sitting first class. Even if buying something makes me happy it is only for a while, it does not last.
Material happiness never lasts, it just give you a quick fix. After a while you feel lousy again and have to buy the next thing which you think will make you happy. I always think that if you need material things to make you happy, then you live a pretty sad and unfulfilled life..
Instead, what makes me happy is when I see my children laughing and playing and learning so fast. What makes me happy is when I see my companies and trainers reaching more and more people every year in so many more countries.
What makes me really happy is when I read all the emails about how my books and seminars have touched and inspired someone's life.
What makes me really happy is reading all your wonderful posts about how this blog is inspiring you. This happiness makes me feel really good for a long time, much much more than what a Rolex would do for me.
I think the point I want to put across is that happiness must come from doing your life's work (be it teaching, building homes, designing,trading, winning tournaments etc.) and the money that comes is only a by-product. If you hate what you are doing and rely on the money you earn to make you happy by buying stuff, then I think that you are living a life of meaninglessness.
Some of you may already know that I travel around the region pretty frequently, having to visit and conduct seminars at my offices in Malaysia , Indonesia , Thailand and Suzhou ( China ). I am in the airport almost every other week so I get to bump into many people who have attended my seminars or have read my books.
Recently, someone came up to me on a plane to KL and looked rather shocked. He asked, 'How come a millionaire like you is traveling economy?' My reply was, 'That's why I am a millionaire. ' He still looked pretty confused.
This again confirms that greatest lie ever told about wealth(which I wrote about in my latest book 'Secrets of Self-Made Millionaires' ). Many people have been brainwashed to think that millionaires have to wear Gucci, Hugo Boss, Rolex, and sit on first class in air travel. This is why so many people never become rich because the moment that they earn more money, they think that it is only natural that they spend more, putting them back to square one.
The truth is that most self-made millionaires are frugal and only spend on what is necessary and of value. That is why they are able to accumulate and multiply their wealth so much faster.
Over the last 7 years, I have saved about 80% of my income while today I save only about 60% (because I have my wife, mother in law, 2 maids, 2 kids, etc. to support). Still, it is way above most people who save 10% of their income (if they are lucky).
I refuse to buy a first class ticket or to buy a $300 shirt because I think that it is a complete waste of money. However, I happily pay $1,300 to send my 2-year old daughter to Julia Gabriel Speech and Drama without thinking twice.
When I joined the YEO (Young Entrepreneur' s Orgn)a few years back (YEO) is an exclusive club open to those who are under 40 and make over $1m a year in their own business) I discovered that those who were self-made thought like me. Many of them with net worth well over $5m, travelled economy class and some even drove Toyota 's and Nissans, not Audis, Mercs, BMWs.
I noticed that it was only those who never had to work hard to build their own wealth (there were also a few ministers' and tycoons' sons in the club) who spent like there was no tomorrow. Somehow, when you did not have to build everything from scratch, you do not really value money. This is precisely the reason why a family's wealth (no matter how much) rarely lasts past the third generation
Thank God my rich dad foresaw this terrible possibility and refused to give me a cent to start my business.
Then some people ask me, 'What is the point in making so much money if you don't enjoy it?' The thing is that I don't really find happiness in buying branded clothes, jewellery or sitting first class. Even if buying something makes me happy it is only for a while, it does not last.
Material happiness never lasts, it just give you a quick fix. After a while you feel lousy again and have to buy the next thing which you think will make you happy. I always think that if you need material things to make you happy, then you live a pretty sad and unfulfilled life..
Instead, what makes me happy is when I see my children laughing and playing and learning so fast. What makes me happy is when I see my companies and trainers reaching more and more people every year in so many more countries.
What makes me really happy is when I read all the emails about how my books and seminars have touched and inspired someone's life.
What makes me really happy is reading all your wonderful posts about how this blog is inspiring you. This happiness makes me feel really good for a long time, much much more than what a Rolex would do for me.
I think the point I want to put across is that happiness must come from doing your life's work (be it teaching, building homes, designing,trading, winning tournaments etc.) and the money that comes is only a by-product. If you hate what you are doing and rely on the money you earn to make you happy by buying stuff, then I think that you are living a life of meaninglessness.
Monday, November 9, 2009
Recognize and reward
In a strong service culture, "recognition and reward" must come frequently from the company. Why? Because it doesn't come very often from the customer.
A service provider who calms an angry customer, listens patiently to his complaint and acts quickly to resolve the issue surely deserves appreciation. But how often does an angry customer say, "You did a great job of calming me down and taking care of my needs. Thanks for such great service!" (Answer: Not very often.)
Recognition is a powerful form of reward. Salespeople respond to financial incentives. Product engineers work hard to prove a new technology. But most service people are "people people". Personal recognition from their managers and peers means a lot.
Recognition can be given many ways: in private or in public, in person or in writing, with or without a physical or financial component.
Recognition can be given to external service providers, for most customer compliments, extra-mile efforts, best service recovery.
Recognition can also be given to internal service providers, for most improved department, most helpful colleagues, best effort to upgrade service, systems or standards.
Recognition can be given to others, too; best service from a supplier, most appreciative customer, most helpful and responsive government agency, most supportive family members at home.
Want your team to give better and more creative customer service?
Then get better and more creative with your service recognition and rewards!
A service provider who calms an angry customer, listens patiently to his complaint and acts quickly to resolve the issue surely deserves appreciation. But how often does an angry customer say, "You did a great job of calming me down and taking care of my needs. Thanks for such great service!" (Answer: Not very often.)
Recognition is a powerful form of reward. Salespeople respond to financial incentives. Product engineers work hard to prove a new technology. But most service people are "people people". Personal recognition from their managers and peers means a lot.
Recognition can be given many ways: in private or in public, in person or in writing, with or without a physical or financial component.
Recognition can be given to external service providers, for most customer compliments, extra-mile efforts, best service recovery.
Recognition can also be given to internal service providers, for most improved department, most helpful colleagues, best effort to upgrade service, systems or standards.
Recognition can be given to others, too; best service from a supplier, most appreciative customer, most helpful and responsive government agency, most supportive family members at home.
Want your team to give better and more creative customer service?
Then get better and more creative with your service recognition and rewards!
Thursday, November 5, 2009
Accept Your Limitations and You’ll Expand Your Potential
One of the biggest reasons many leaders fail is their unwillingness to accept their limitations. Ego gets in the way. They feel they’re smart enough to do it all, and mistakenly feel that what they don’t know they can learn “on the fly.” So many times it’s a recipe for disaster, especially for entrepreneurs.
Walt Disney failed many times early in his career. He had brilliant ideas, but his ability to execute them was painfully lacking. He also, believe it or not, was a lousy artist. So after the third failure, Disney was finally convinced that to succeed he must surround himself with great artists who could bring his animation ideas to life. He also needed his brother Roy to handle the financial side of the business. These two moves made all the difference and freed Walt up to do what he did best, which was using his imagination to plan their future.
I can definitely relate to the Disney story. From 1991-1993 we were on a roll at Successories. We had gone from $5 million to $45 million in three years. Then came 1994, and Murphy’s Law hit us like a ton of bricks. We had grown too fast and no longer had the right people or infrastructure to handle it. Early in 1995, I realized that I had to make significant changes. After a lot of soul searching, I realized my strengths were people skills and creativity; however, my weaknesses were operations and accounting. To grow the business and rebuild the infrastructure, I had to hire good people who had been there and done that, people who could complement what I did best. This was a very painful wake-up call, but I learned some of the most valuable lessons of my life.
I heard a quote the other day that offers every manager and entrepreneur food for thought:
“If your company mission is to climb a tree, which would you rather do:
Hire a squirrel or train a horse?”
Walt Disney failed many times early in his career. He had brilliant ideas, but his ability to execute them was painfully lacking. He also, believe it or not, was a lousy artist. So after the third failure, Disney was finally convinced that to succeed he must surround himself with great artists who could bring his animation ideas to life. He also needed his brother Roy to handle the financial side of the business. These two moves made all the difference and freed Walt up to do what he did best, which was using his imagination to plan their future.
I can definitely relate to the Disney story. From 1991-1993 we were on a roll at Successories. We had gone from $5 million to $45 million in three years. Then came 1994, and Murphy’s Law hit us like a ton of bricks. We had grown too fast and no longer had the right people or infrastructure to handle it. Early in 1995, I realized that I had to make significant changes. After a lot of soul searching, I realized my strengths were people skills and creativity; however, my weaknesses were operations and accounting. To grow the business and rebuild the infrastructure, I had to hire good people who had been there and done that, people who could complement what I did best. This was a very painful wake-up call, but I learned some of the most valuable lessons of my life.
I heard a quote the other day that offers every manager and entrepreneur food for thought:
“If your company mission is to climb a tree, which would you rather do:
Hire a squirrel or train a horse?”
Friday, October 30, 2009
Slipping into Others’ Shoes
Ever notice how easy it is to make negative judgments about other people?
Whether it’s “idiots” we encounter on the road … or “slower than slow” people who serve us … or “losers” who can’t play sports nearly as well as our kids can – many of us have developed the knee-jerk habit of assigning degrading labels to people we don’t know. We don’t really know them, or their situations, or their challenges. But we sure as heck know what they should do. Or at least that’s the way it seems when we spout out phrases that begin with:
They oughtta … Why don’t they just … It’s easy – all they need to do is ….
Nope, we don’t know those folks, but we know what they are; we’re not in their situations, but we know what they should do. Hmmmm. If all that seems illogical, unfair, presumptuous, and disrespectful to you, you are right. And if all that seems like terrible behavior for leaders to exhibit, you are doubly right!
To be sure, situations involving other people – including those that occur in our teams – can seem clear, simple, and very black and white from where we stand. But we need to remember two things: 1) Unless we’re dealing with (or have dealt with) the exact same circumstances, we’re on the outside looking in, and 2) The real world is rarely black and white – it’s usually shades of gray.
Yes, leaders at all levels need to remember those truisms. More importantly, they need to apply them! That requires less presuming and more understanding. It’s about making an effort to see things through the other person’s eyes … about walking awhile in his or her shoes.
And that is called EMPATHY – a critical component of quality leadership.
Whether it’s “idiots” we encounter on the road … or “slower than slow” people who serve us … or “losers” who can’t play sports nearly as well as our kids can – many of us have developed the knee-jerk habit of assigning degrading labels to people we don’t know. We don’t really know them, or their situations, or their challenges. But we sure as heck know what they should do. Or at least that’s the way it seems when we spout out phrases that begin with:
They oughtta … Why don’t they just … It’s easy – all they need to do is ….
Nope, we don’t know those folks, but we know what they are; we’re not in their situations, but we know what they should do. Hmmmm. If all that seems illogical, unfair, presumptuous, and disrespectful to you, you are right. And if all that seems like terrible behavior for leaders to exhibit, you are doubly right!
To be sure, situations involving other people – including those that occur in our teams – can seem clear, simple, and very black and white from where we stand. But we need to remember two things: 1) Unless we’re dealing with (or have dealt with) the exact same circumstances, we’re on the outside looking in, and 2) The real world is rarely black and white – it’s usually shades of gray.
Yes, leaders at all levels need to remember those truisms. More importantly, they need to apply them! That requires less presuming and more understanding. It’s about making an effort to see things through the other person’s eyes … about walking awhile in his or her shoes.
And that is called EMPATHY – a critical component of quality leadership.
Wednesday, October 21, 2009
Customer Love
Excerpted from the Introduction of Customer Love
I’m a big fan of Nordstrom. My wife is a bigger fan! For many years we’ve been impressed with the “Nordstrom attitude” when it comes to serving their customers. A few years ago, we were in Nordstrom doing some last-minute Christmas shopping. As we were walking through the men’s department, an employee came out of nowhere and said, “Sir, wait right here, I’ll be right back.” I watched him run over to the next counter about 100 feet away, grab something and start running back. When he got back, he said, “Sir, I think you’ve been trying on sweaters.” I said, “How’d you know?” He said, “The back of your black shirt looks like it’s been snowed on, and it’s not snowing in here!”
We both laughed and he proceeded to remove the fuzz with his lint roller. After about 10 seconds he said, “That’s it…you’re free to buy more stuff. I hope you and your wife have a wonderful Christmas!”
After spending about one hour in the store, we each had three Nordstrom bags, and as we were walking out the exit into the rest of the mall, another employee ran over and said, “Let me keep all these bags here while you do the rest of your shopping. They’ll be right here, just ask for me.” He introduced himself, as did we, and he handed me his card.
About one hour later, with more packages from the mall, we came back. As we walked into the store, I saw the gentleman who had taken our bags walking toward us with a big smile, “Welcome back Mr. and Mrs. Anderson.” He then looked at our new shopping bags and said, “My goodness, you’re going to have a load. Can I help you take these bags to the car?” Now please understand, it’s Christmas, the store is full of people, it’s cold outside, the parking lot is full…and this gentleman is asking if he can help take our bags to the car! Even though I said “no thanks,” I knew his intentions were 100% sincere. I have to tell you the whole service experience on that day blew me away, but I’ve learned over the years, it’s business as usual at Nordstrom!
As the founder of Simple Truths, I’ve come to realize just how much people love great stories! Two years ago we published a little book titled The Simple Truths of Service: Inspired by Johnny the Bagger. The book was written by Ken Blanchard and Barbara Glanz about a young man with Down Syndrome whose actions changed the culture of the grocery store where he worked. The book has been purchased by thousands of companies to inspire their people to utilize their unique talents to serve from the heart. Feedback from around the world has been amazing!
That's what this book is all about. More great stories to inspire great service. Read them, have your team read them, talk about them together. In fact, you may be inspired to write your own Customer Love stories on the road to making your service culture all it can be. Never forget: Customer Service is not a department, it’s an attitude!
Copyright Simple Truths, LLC, all rights reserved and reprinted with permission.
I’m a big fan of Nordstrom. My wife is a bigger fan! For many years we’ve been impressed with the “Nordstrom attitude” when it comes to serving their customers. A few years ago, we were in Nordstrom doing some last-minute Christmas shopping. As we were walking through the men’s department, an employee came out of nowhere and said, “Sir, wait right here, I’ll be right back.” I watched him run over to the next counter about 100 feet away, grab something and start running back. When he got back, he said, “Sir, I think you’ve been trying on sweaters.” I said, “How’d you know?” He said, “The back of your black shirt looks like it’s been snowed on, and it’s not snowing in here!”
We both laughed and he proceeded to remove the fuzz with his lint roller. After about 10 seconds he said, “That’s it…you’re free to buy more stuff. I hope you and your wife have a wonderful Christmas!”
After spending about one hour in the store, we each had three Nordstrom bags, and as we were walking out the exit into the rest of the mall, another employee ran over and said, “Let me keep all these bags here while you do the rest of your shopping. They’ll be right here, just ask for me.” He introduced himself, as did we, and he handed me his card.
About one hour later, with more packages from the mall, we came back. As we walked into the store, I saw the gentleman who had taken our bags walking toward us with a big smile, “Welcome back Mr. and Mrs. Anderson.” He then looked at our new shopping bags and said, “My goodness, you’re going to have a load. Can I help you take these bags to the car?” Now please understand, it’s Christmas, the store is full of people, it’s cold outside, the parking lot is full…and this gentleman is asking if he can help take our bags to the car! Even though I said “no thanks,” I knew his intentions were 100% sincere. I have to tell you the whole service experience on that day blew me away, but I’ve learned over the years, it’s business as usual at Nordstrom!
As the founder of Simple Truths, I’ve come to realize just how much people love great stories! Two years ago we published a little book titled The Simple Truths of Service: Inspired by Johnny the Bagger. The book was written by Ken Blanchard and Barbara Glanz about a young man with Down Syndrome whose actions changed the culture of the grocery store where he worked. The book has been purchased by thousands of companies to inspire their people to utilize their unique talents to serve from the heart. Feedback from around the world has been amazing!
That's what this book is all about. More great stories to inspire great service. Read them, have your team read them, talk about them together. In fact, you may be inspired to write your own Customer Love stories on the road to making your service culture all it can be. Never forget: Customer Service is not a department, it’s an attitude!
Copyright Simple Truths, LLC, all rights reserved and reprinted with permission.
Monday, October 19, 2009
Leading to Top-Notch Customer Service
Here are two facts you can take to the bank: 1) Superior customer service is critical to your business success, and 2) As a leader, you have an important role in making it happen. So, what can you do to foster the kind of service your organization wants and needs? The following ideas should help:
The first step in providing good customer service is to hire the right people. Make your selection process part of your customer service strategy. During interviews, ask questions like: “If you get this job, describe the kinds of things you will do to provide superior customer service.” Also, pose hypothetical customer service situations and ask candidates to explain how they would handle them.
Clarify your expectations about customer service. Condense them to 3-5 key principles, give them a label (e.g., “The Big Four” or “The Game Plan”), and communicate them to everyone. Then, have follow-up meetings with employees to ensure that they know exactly what is expected of them.
Provide training, resources, and coaching to help your people develop customer service skills. Make sure all training reinforces your specific service expectations.
Remember that people do what’s EXpected when it’s INspected! Include “customer service” in all performance evaluations and feedback sessions. Prior to conducting evaluations, ask team members to submit a list of the specific things they’ve done to help provide superior customer service.
Celebrate successes! Recognize and reward employees who provide exceptional service. Share their stories with others. This will help motivate the entire team. Motivated employees go above and beyond for your customers … and for the organization.
The first step in providing good customer service is to hire the right people. Make your selection process part of your customer service strategy. During interviews, ask questions like: “If you get this job, describe the kinds of things you will do to provide superior customer service.” Also, pose hypothetical customer service situations and ask candidates to explain how they would handle them.
Clarify your expectations about customer service. Condense them to 3-5 key principles, give them a label (e.g., “The Big Four” or “The Game Plan”), and communicate them to everyone. Then, have follow-up meetings with employees to ensure that they know exactly what is expected of them.
Provide training, resources, and coaching to help your people develop customer service skills. Make sure all training reinforces your specific service expectations.
Remember that people do what’s EXpected when it’s INspected! Include “customer service” in all performance evaluations and feedback sessions. Prior to conducting evaluations, ask team members to submit a list of the specific things they’ve done to help provide superior customer service.
Celebrate successes! Recognize and reward employees who provide exceptional service. Share their stories with others. This will help motivate the entire team. Motivated employees go above and beyond for your customers … and for the organization.
Friday, October 9, 2009
Leading to Top-Notch Customer Service
Here are two facts you can take to the bank: 1) Superior customer service is critical to your business success, and 2) As a leader, you have an important role in making it happen. So, what can you do to foster the kind of service your organization wants and needs? The following ideas should help:
The first step in providing good customer service is to hire the right people. Make your selection process part of your customer service strategy. During interviews, ask questions like: “If you get this job, describe the kinds of things you will do to provide superior customer service.” Also, pose hypothetical customer service situations and ask candidates to explain how they would handle them.
Clarify your expectations about customer service. Condense them to 3-5 key principles, give them a label (e.g., “The Big Four” or “The Game Plan”), and communicate them to everyone. Then, have follow-up meetings with employees to ensure that they know exactly what is expected of them.
Provide training, resources, and coaching to help your people develop customer service skills. Make sure all training reinforces your specific service expectations.
Remember that people do what’s EXpected when it’s INspected! Include “customer service” in all performance evaluations and feedback sessions. Prior to conducting evaluations, ask team members to submit a list of the specific things they’ve done to help provide superior customer service.
Celebrate successes! Recognize and reward employees who provide exceptional service. Share their stories with others. This will help motivate the entire team. Motivated employees go above and beyond for your customers … and for the organization.
The first step in providing good customer service is to hire the right people. Make your selection process part of your customer service strategy. During interviews, ask questions like: “If you get this job, describe the kinds of things you will do to provide superior customer service.” Also, pose hypothetical customer service situations and ask candidates to explain how they would handle them.
Clarify your expectations about customer service. Condense them to 3-5 key principles, give them a label (e.g., “The Big Four” or “The Game Plan”), and communicate them to everyone. Then, have follow-up meetings with employees to ensure that they know exactly what is expected of them.
Provide training, resources, and coaching to help your people develop customer service skills. Make sure all training reinforces your specific service expectations.
Remember that people do what’s EXpected when it’s INspected! Include “customer service” in all performance evaluations and feedback sessions. Prior to conducting evaluations, ask team members to submit a list of the specific things they’ve done to help provide superior customer service.
Celebrate successes! Recognize and reward employees who provide exceptional service. Share their stories with others. This will help motivate the entire team. Motivated employees go above and beyond for your customers … and for the organization.
Monday, October 5, 2009
Do you punish good performers ?
“Because you did such a great job with that last mess,I’ve got another one I need you to handle!”
Sound familiar? Perhaps you’ve heard similar words from your boss in the past. Maybe you’ve said them to someone who works for you. Either way, they are symptomatic of a leadership problem that’s all too commonplace: unintentionally punishing good performance … giving the people we trust and rely on more work and more difficult or unpleasant tasks because they perform so well.
Common sense tells us two things about this subject. First, good performance should be rewarding, not punishing. Leaders need to do right by those who do right. Second, if team members experience negative consequences for doing good work, eventually they’ll stop doing it (or they’ll do less of it). That’s human nature … that’s obvious … that’s how leaders often shoot themselves in the feet!
So what’s the solution? That’s equally obvious! Don’t take your best people for granted. Keep things balanced. Avoid the trap of having one or two “go to” people who get all the tough and time-sensitive assignments – while their less productive teammates get to focus on routine, business-as-usual tasks.Divide the work evenly. “Spread the wealth.”
Will there be times when you can’t do that … when your back is against the wall and only your best people can save the day? Probably so! But those instances should be rare. And when they do occur, make sure the rewards you provide far outweigh any downsides these truly special people may perceive.
Sound familiar? Perhaps you’ve heard similar words from your boss in the past. Maybe you’ve said them to someone who works for you. Either way, they are symptomatic of a leadership problem that’s all too commonplace: unintentionally punishing good performance … giving the people we trust and rely on more work and more difficult or unpleasant tasks because they perform so well.
Common sense tells us two things about this subject. First, good performance should be rewarding, not punishing. Leaders need to do right by those who do right. Second, if team members experience negative consequences for doing good work, eventually they’ll stop doing it (or they’ll do less of it). That’s human nature … that’s obvious … that’s how leaders often shoot themselves in the feet!
So what’s the solution? That’s equally obvious! Don’t take your best people for granted. Keep things balanced. Avoid the trap of having one or two “go to” people who get all the tough and time-sensitive assignments – while their less productive teammates get to focus on routine, business-as-usual tasks.Divide the work evenly. “Spread the wealth.”
Will there be times when you can’t do that … when your back is against the wall and only your best people can save the day? Probably so! But those instances should be rare. And when they do occur, make sure the rewards you provide far outweigh any downsides these truly special people may perceive.
Wednesday, September 30, 2009
A short course in human relations
The Most Important Words for the Workplace
A famous athlete was being inducted to his sports' hall of fame earlier this year and in his remarks, he commented on the need and value for team work. He quoted the often used phrase "there is no I in team" but he added there is an I in "win".
An online search for the author of the following short piece does not bring a definite answer - there are slight variations but the message is fundamentally the same:
The six most important words:"I admit I make a mistake"
The 5 most important words:"You did a good job"
The 4 most important words:"What is your opinion?"
The 3 most important words:"If you please"
The 2 most important words:"Thank you!"
The 1 most important word:"WE"
The least most important word:"I"
Tom Peters in many of his writings states "Leaders don't create followers, they create more leaders. "
A famous athlete was being inducted to his sports' hall of fame earlier this year and in his remarks, he commented on the need and value for team work. He quoted the often used phrase "there is no I in team" but he added there is an I in "win".
An online search for the author of the following short piece does not bring a definite answer - there are slight variations but the message is fundamentally the same:
The six most important words:"I admit I make a mistake"
The 5 most important words:"You did a good job"
The 4 most important words:"What is your opinion?"
The 3 most important words:"If you please"
The 2 most important words:"Thank you!"
The 1 most important word:"WE"
The least most important word:"I"
Tom Peters in many of his writings states "Leaders don't create followers, they create more leaders. "
Wednesday, September 23, 2009
Integrity
Excerpted from The Nature of Excellence
Integrity
“Integrity is never being ashamed of your reflection.
”Without a doubt, your personal integrity is your most prized possession.
Each day, that integrity is constantly tested, and you have an opportunity to prove it or lose it with every decision you make.
Doing the right thing is not always the easiest thing — but it is always the right thing to do. Choosing to do the right thing — even when it’s painful — ensures you will maintain your most precious possession throughout your personal and professional journey.
“There is no pillow as soft as a clear conscience.” John Wooden
“The time is always right to do what is right.” Martin Luther King, Jr.
“A good name is more desirable than great riches; to be esteemed is better than silver or gold.” Proverbs 22:1
“What lies behind us and what lies before us are tiny matters compared to what lies within us.” Ralph Waldo Emerson
“Until you make peace with who you are, you’ll never be content with what you have.” Doris Mortman
Integrity
“Integrity is never being ashamed of your reflection.
”Without a doubt, your personal integrity is your most prized possession.
Each day, that integrity is constantly tested, and you have an opportunity to prove it or lose it with every decision you make.
Doing the right thing is not always the easiest thing — but it is always the right thing to do. Choosing to do the right thing — even when it’s painful — ensures you will maintain your most precious possession throughout your personal and professional journey.
“There is no pillow as soft as a clear conscience.” John Wooden
“The time is always right to do what is right.” Martin Luther King, Jr.
“A good name is more desirable than great riches; to be esteemed is better than silver or gold.” Proverbs 22:1
“What lies behind us and what lies before us are tiny matters compared to what lies within us.” Ralph Waldo Emerson
“Until you make peace with who you are, you’ll never be content with what you have.” Doris Mortman
Saturday, September 19, 2009
Leaders and standards
Setting the Standard as a Leader
Some people choose a leadership role or create one when they start a company. Some are asked to supervise, while others are placed in charge with little choice in the decision. Some are just natural leaders who influence others – even though they have no official title. No matter how you find yourself in this position of power, you are a leader of people. You influence others. And with influence comes the responsibility to do what’s best for the organization and the people you lead. Others look to you to set the standard. They rightfully assume that your behavior is the example they should follow … that what you pay attention to is what they should focus on as well.
Here are a few things that you can and should do to set the proper tone (and standards) for your work group:
Avoid skepticism – keep an optimistic outlook.
Don’t pass the buck – take responsibility for ALL aspects of your job and leadership role.
Own your mistakes – admit to them, fix them, and learn from them.
Follow the rules – know your organization’s guidelines and the law … and follow them to the letter.
Be credible – honor promises, commitments, and confidentiality.
Celebrate successes – do right by those who DO RIGHT.
Listen – always make an effort to hear and understand what others have to say.
Now comes the big question to ponder: If we polled all of the members of your work group, would they say that the behaviors listed above are things they’re learning from YOU?
Some people choose a leadership role or create one when they start a company. Some are asked to supervise, while others are placed in charge with little choice in the decision. Some are just natural leaders who influence others – even though they have no official title. No matter how you find yourself in this position of power, you are a leader of people. You influence others. And with influence comes the responsibility to do what’s best for the organization and the people you lead. Others look to you to set the standard. They rightfully assume that your behavior is the example they should follow … that what you pay attention to is what they should focus on as well.
Here are a few things that you can and should do to set the proper tone (and standards) for your work group:
Avoid skepticism – keep an optimistic outlook.
Don’t pass the buck – take responsibility for ALL aspects of your job and leadership role.
Own your mistakes – admit to them, fix them, and learn from them.
Follow the rules – know your organization’s guidelines and the law … and follow them to the letter.
Be credible – honor promises, commitments, and confidentiality.
Celebrate successes – do right by those who DO RIGHT.
Listen – always make an effort to hear and understand what others have to say.
Now comes the big question to ponder: If we polled all of the members of your work group, would they say that the behaviors listed above are things they’re learning from YOU?
Monday, September 14, 2009
Encouraging Communication … with a Stick!
Looking for a way to encourage team members to more freely share their ideas and concerns? Like to discover (and learn from) viewpoints that are different from yours? Consider using a “talking stick.”
The talking stick has been used for centuries by many Native American tribes as a means for a just and impartial hearing – allowing all voices to be heard. When used in council circles, it designated who had the right to speak. When matters of great concern came before the council, the leading elder would hold the talking stick and begin. When he finished what he had to say, he would hold out the talking stick, and whoever wanted to speak after him would take it. In this manner the stick was passed from one individual to another until all who wished to speak had done so. The talking stick not only kept order but it also fostered mutual integrity. The holder of the stick was assured free speech, no reprisals, no humiliation and no interruptions. But with the stick also came responsibility. The speakers were charged with speak-ing wisely and truthfully. If they couldn’t do that, they’d be quiet or else bring dishonor to themselves.
Imagine the benefits a “talking stick “could bring to departmental and team meetings. It wouldn’t matter whether you passed a stick, a coffee mug, a ballpoint pen, a wrench, or whatever. What is important is the honoring of mutual integrity as well as the unstated assumption that everyone is seeking to under-stand a much larger perspective. So, give it a try – using these implementation tips:
Identify one or more focus questions to address. Encourage participants to speak freely.
Form an actual circle. This fosters equality and participation.
Introduce the “talking stick” and state the guidelines: Anyone may speak with no interruptions and no humiliation. Only the person holding the stick can talk. Each speaker must be truthful.
When everyone has spoken, summarize what has been said and explain what you will do with the information.For most people, this will be an experience that seldom happens in corporate life and might very well become a critical retention tool as well as a source for innovation and competitive advantage.
The talking stick has been used for centuries by many Native American tribes as a means for a just and impartial hearing – allowing all voices to be heard. When used in council circles, it designated who had the right to speak. When matters of great concern came before the council, the leading elder would hold the talking stick and begin. When he finished what he had to say, he would hold out the talking stick, and whoever wanted to speak after him would take it. In this manner the stick was passed from one individual to another until all who wished to speak had done so. The talking stick not only kept order but it also fostered mutual integrity. The holder of the stick was assured free speech, no reprisals, no humiliation and no interruptions. But with the stick also came responsibility. The speakers were charged with speak-ing wisely and truthfully. If they couldn’t do that, they’d be quiet or else bring dishonor to themselves.
Imagine the benefits a “talking stick “could bring to departmental and team meetings. It wouldn’t matter whether you passed a stick, a coffee mug, a ballpoint pen, a wrench, or whatever. What is important is the honoring of mutual integrity as well as the unstated assumption that everyone is seeking to under-stand a much larger perspective. So, give it a try – using these implementation tips:
Identify one or more focus questions to address. Encourage participants to speak freely.
Form an actual circle. This fosters equality and participation.
Introduce the “talking stick” and state the guidelines: Anyone may speak with no interruptions and no humiliation. Only the person holding the stick can talk. Each speaker must be truthful.
When everyone has spoken, summarize what has been said and explain what you will do with the information.For most people, this will be an experience that seldom happens in corporate life and might very well become a critical retention tool as well as a source for innovation and competitive advantage.
Wednesday, September 9, 2009
who are your real stars?
Recognizing More Than Just Stars
Think recognition should be reserved for top-notch workers who go “above and beyond the call of duty”? If so, there’s a good chance you’re missing opportunities to positively interact with the mainstream employees who are the backbone your organization’s success (not to mention your success as a leader). These are the people who, day-in-day-out, meet expectations without doing the outstanding things that attract attention. As a result, they are often overlooked and taken for granted.
Sure, it’s easy to ignore these folks. After all, they’re just doing their jobs … just doing what they’re paid to do. But think about what would happen if they didn’t. Would you be able to get the results you wantand need? Would the superior members of your team be able to do outstanding things without the support of the “backbone”? Probably not! Therefore, it’s critical to appreciate and recognize those who maintain good, solid performance over time. Pay attention to these people. Support them. Coach them. Be accessible when they need you. THANK THEM!
It’s often the small things you do that make a big difference in building people up to become even better performers. And that goes double for team members who have performance problems. Sometimes, leaders assume that employees with performance deficiencies in one area should not be recognized when they do other things right. That’s a big mistake! Even people with problems are doing some things right. And each time they do provides you an opportunity to build their confidence and reinforce what they’ve done well. You see, bad work does NOT cancel out good work. They are separate actions that should be dealt with separately – and appropriately. Do that and you’ll prove that you care about total performance … about helping everyone become the best they can
Think recognition should be reserved for top-notch workers who go “above and beyond the call of duty”? If so, there’s a good chance you’re missing opportunities to positively interact with the mainstream employees who are the backbone your organization’s success (not to mention your success as a leader). These are the people who, day-in-day-out, meet expectations without doing the outstanding things that attract attention. As a result, they are often overlooked and taken for granted.
Sure, it’s easy to ignore these folks. After all, they’re just doing their jobs … just doing what they’re paid to do. But think about what would happen if they didn’t. Would you be able to get the results you wantand need? Would the superior members of your team be able to do outstanding things without the support of the “backbone”? Probably not! Therefore, it’s critical to appreciate and recognize those who maintain good, solid performance over time. Pay attention to these people. Support them. Coach them. Be accessible when they need you. THANK THEM!
It’s often the small things you do that make a big difference in building people up to become even better performers. And that goes double for team members who have performance problems. Sometimes, leaders assume that employees with performance deficiencies in one area should not be recognized when they do other things right. That’s a big mistake! Even people with problems are doing some things right. And each time they do provides you an opportunity to build their confidence and reinforce what they’ve done well. You see, bad work does NOT cancel out good work. They are separate actions that should be dealt with separately – and appropriately. Do that and you’ll prove that you care about total performance … about helping everyone become the best they can
Wednesday, September 2, 2009
The Main Thing
Here are five ways to ensure your employees not only know what your main thing is, but also that they work together to accomplish it.
1. Share your vision of what’s truly important…what you want and need your team to achieve. Don’t just recite the organization’s vision – that’s great for the annual report, but employees need to know what’s in your head. It should be a clear explanation of what your team’s results can and should be…and how you see that happening.
2. Provide regular feedback on how each team member is helping to accomplish the main thing. Do not fall into the “as long as you don’t hear from me you’ll know you’re doing okay” trap. Again, your people need to hear directly from you whether things are going well or not.
3. Show the team that you care. If your group is like most, the question “Does anybody really give a flip about what we do around here?” probably comes up now and then. Everyone needs to feel (and BE) appreciated by his or her leader. In fact, being recognized for one’s efforts and contributions is the number one factor leading to long-term job satisfaction. That’s right…it ranks above money!
4. Identify and eliminate unnecessary activities that either don’t support your main thing or that block the progress and success of your people. Test all of the team’s decisions and activities against the main thing. Then have the courage to stop doing the things that distract the team from accomplishing its top priority.
5. Stay consistent. The leader’s job is to provide consistency in everything he or she does. Your actions must be consistent with your words. The performance reviews you conduct must be consistent with the coaching you have provided along the way; the reward system you have in place must reflect and acknowledge the accomplishment of important team goals.
1. Share your vision of what’s truly important…what you want and need your team to achieve. Don’t just recite the organization’s vision – that’s great for the annual report, but employees need to know what’s in your head. It should be a clear explanation of what your team’s results can and should be…and how you see that happening.
2. Provide regular feedback on how each team member is helping to accomplish the main thing. Do not fall into the “as long as you don’t hear from me you’ll know you’re doing okay” trap. Again, your people need to hear directly from you whether things are going well or not.
3. Show the team that you care. If your group is like most, the question “Does anybody really give a flip about what we do around here?” probably comes up now and then. Everyone needs to feel (and BE) appreciated by his or her leader. In fact, being recognized for one’s efforts and contributions is the number one factor leading to long-term job satisfaction. That’s right…it ranks above money!
4. Identify and eliminate unnecessary activities that either don’t support your main thing or that block the progress and success of your people. Test all of the team’s decisions and activities against the main thing. Then have the courage to stop doing the things that distract the team from accomplishing its top priority.
5. Stay consistent. The leader’s job is to provide consistency in everything he or she does. Your actions must be consistent with your words. The performance reviews you conduct must be consistent with the coaching you have provided along the way; the reward system you have in place must reflect and acknowledge the accomplishment of important team goals.
Friday, August 28, 2009
A Leadership Lesson from ... GEESE!
How often do you hear people speak with envy about companies with “real heart”? Companies like Nordstrom, FedEx, Ben and Jerry’s, Southwest Airlines, Starbucks, and The Container Store to name a few. Outsiders are constantly looking for their “secrets” to success. Fact is, the secret lies in the hearts of their employees. These companies create connected teams and, as a result, build dominant businesses by acting like geese. Like geese? Yes, like GEESE!
If you ever happen to see (or hear about) geese heading south for the winter – flying along in “V” formation – you might consider what science has discovered about why they fly that way. As each bird flaps its wings, it creates uplift for the bird immediately following. By flying in “V” formation, the whole flock adds at least 71% greater flying range than if each bird flew by itself. Any goose that falls out of formation suddenly feels the drag and resistance of trying to go it alone and quickly gets back into position to take advantage of the lifting power of the bird in front.
When the lead goose gets tired, it rotates back in the set and another goose moves up to fly point. And the geese in the back honk to encourage those in front to keep up their speed. Finally, when a goose gets sick or is wounded and falls out of formation, two other geese fall out with that goose and follow it down to lend help and protection. They stay with the fallen teammate until it is able to fly or it dies. Only then do they launch out on their own – or with another formation – to catch back up with their group.
The lesson: Like geese, people who share a common direction and sense of community, who take turns doing demanding jobs, and who watch out for one another, can get where they are going more quickly and easily because they are traveling on the thrust of their teammates. Geese are defined by how they stay connected with one another. Successful teams – and excellent leaders – are defined the same way.
If you ever happen to see (or hear about) geese heading south for the winter – flying along in “V” formation – you might consider what science has discovered about why they fly that way. As each bird flaps its wings, it creates uplift for the bird immediately following. By flying in “V” formation, the whole flock adds at least 71% greater flying range than if each bird flew by itself. Any goose that falls out of formation suddenly feels the drag and resistance of trying to go it alone and quickly gets back into position to take advantage of the lifting power of the bird in front.
When the lead goose gets tired, it rotates back in the set and another goose moves up to fly point. And the geese in the back honk to encourage those in front to keep up their speed. Finally, when a goose gets sick or is wounded and falls out of formation, two other geese fall out with that goose and follow it down to lend help and protection. They stay with the fallen teammate until it is able to fly or it dies. Only then do they launch out on their own – or with another formation – to catch back up with their group.
The lesson: Like geese, people who share a common direction and sense of community, who take turns doing demanding jobs, and who watch out for one another, can get where they are going more quickly and easily because they are traveling on the thrust of their teammates. Geese are defined by how they stay connected with one another. Successful teams – and excellent leaders – are defined the same way.
Thursday, August 27, 2009
Teamwork essetials
The Power of Teamwork
Successful teamwork starts at the top with qualified leaders who provide strategic vision and establish team goals and priorities. Team leaders don’t micromanage—they empower and inspire individuals to accomplish the stated objectives.
Successful leaders embrace the power of teamwork by tapping into the innate strengths each person brings to the table. An effective leader “walks the talk” and sets the standard.
Within the Blue Angels, the Commanding Officer is affectionately referred to as “Boss.” He not only leads the team from the ground, Boss also flies the lead jet at every event. His role is so vital, should he be unable to fly a demonstration, the show is cancelled.
Regardless of title, the role of a leader carries great honor and responsibility. Someone unable or unwilling to make decisions, accept responsibility for the team, or who hides behind a desk and makes excuses, is unqualified to lead. Before an officer can be considered to lead the Blue Angels, he or she must demonstrate an exemplary history of leadership, exceed 3,000 tactical jet flight-hours, and be experienced in commanding a tactical jet squadron.
Leaders must understand group dynamics, remain open-minded, and always be aware of the team’s pulse. Ultimately, leaders must take full responsibility for keeping the team focused and for accomplishing the team’s stated objectives.
Do these qualities reflect your team’s leadership? What role does leadership play on your team? Do your leaders walk the talk?
Successful teamwork starts at the top with qualified leaders who provide strategic vision and establish team goals and priorities. Team leaders don’t micromanage—they empower and inspire individuals to accomplish the stated objectives.
Successful leaders embrace the power of teamwork by tapping into the innate strengths each person brings to the table. An effective leader “walks the talk” and sets the standard.
Within the Blue Angels, the Commanding Officer is affectionately referred to as “Boss.” He not only leads the team from the ground, Boss also flies the lead jet at every event. His role is so vital, should he be unable to fly a demonstration, the show is cancelled.
Regardless of title, the role of a leader carries great honor and responsibility. Someone unable or unwilling to make decisions, accept responsibility for the team, or who hides behind a desk and makes excuses, is unqualified to lead. Before an officer can be considered to lead the Blue Angels, he or she must demonstrate an exemplary history of leadership, exceed 3,000 tactical jet flight-hours, and be experienced in commanding a tactical jet squadron.
Leaders must understand group dynamics, remain open-minded, and always be aware of the team’s pulse. Ultimately, leaders must take full responsibility for keeping the team focused and for accomplishing the team’s stated objectives.
Do these qualities reflect your team’s leadership? What role does leadership play on your team? Do your leaders walk the talk?
Friday, August 21, 2009
DELEGATION
Don’t Forget to DELEGATE!
One of the most common mistakes made by supervisors – especially those who are new to leadership – is taking on unnecessary tasks … trying to do everything by themselves.
As a result, they can easily find themselves buried under a ton of work. Sound familiar? Things move slower, not as much gets done, and job satisfaction is reduced. What’s the best way to avoid that trap? DELEGATION!
You need to pass along certain duties and responsibilities to your direct reports so that:
a) more actions are being done by more people, more of the time,
b) you’re a facilitator of, rather than a barrier to, progress, and
c) you can focus on – and accomplish – those important tasks that really must be done by you.
As you look at what’s on you plate that you might ask others the handle, keep the following in mind:
When TO Delegate
When the task or action is really someone else’s to do.
When it provides a fairly low-risk opportunity for someone to learn, grow, and develop.
When someone else is equally (or better) equipped to handle it.
When you are more concerned that something gets done and less concerned that it gets done in a certain way.
When NOT to Delegate
When you haven’t helped the person prioritize the new task relative to your other expectations.
When you won’t be accessible for any counsel and guidance that the person may need.
When someone is new, too inexperienced, or otherwise incapable of performing the task.
When you truly are the best person to handle it – due to sensitivity, confidentially, timing, experience, etc.
No person will make a great business who wants todo it all himself or get all the credit.~ Andrew Carnegie
One of the most common mistakes made by supervisors – especially those who are new to leadership – is taking on unnecessary tasks … trying to do everything by themselves.
As a result, they can easily find themselves buried under a ton of work. Sound familiar? Things move slower, not as much gets done, and job satisfaction is reduced. What’s the best way to avoid that trap? DELEGATION!
You need to pass along certain duties and responsibilities to your direct reports so that:
a) more actions are being done by more people, more of the time,
b) you’re a facilitator of, rather than a barrier to, progress, and
c) you can focus on – and accomplish – those important tasks that really must be done by you.
As you look at what’s on you plate that you might ask others the handle, keep the following in mind:
When TO Delegate
When the task or action is really someone else’s to do.
When it provides a fairly low-risk opportunity for someone to learn, grow, and develop.
When someone else is equally (or better) equipped to handle it.
When you are more concerned that something gets done and less concerned that it gets done in a certain way.
When NOT to Delegate
When you haven’t helped the person prioritize the new task relative to your other expectations.
When you won’t be accessible for any counsel and guidance that the person may need.
When someone is new, too inexperienced, or otherwise incapable of performing the task.
When you truly are the best person to handle it – due to sensitivity, confidentially, timing, experience, etc.
No person will make a great business who wants todo it all himself or get all the credit.~ Andrew Carnegie
Tuesday, August 18, 2009
Retaining Talent
From technical skills in disciplines such as finance and accounting to the budding leadership qualities of tomorrow's CEOs, employers are facing an uphill battle to get the best people with the right competencies into their organisations. And even those that manage to recruit good staff are finding that they face a new challenge – keeping them on board.
As the business environment becomes more global and demanding, the skills gap means it is a seller's market for candidates with the right experience and training. The pressure is on employers to understand how to target the right people and offer them the right rewards to stay and grow with the company.
The staff challenge
Many companies have taken the first step by raising the importance of talent management to the highest levels, realising the strategic importance of finding and keeping the best people. Companies taking a proactive stance towards HR are realising that creative thinking and concrete investment in long-term staffing continuity go hand-in-hand. The benefits may not make an immediate impact on the bottom line and so do not fit the paradigm of short-termism in which the evaluation of key staff, especially senior executives, takes place these days. For the long-term health of the business, however, they are invaluable.
Changing demographics and increasingly global markets mean that companies must be far more selective about the talent pools they target to fill key posts, whether at junior or senior levels. First and foremost, this often means casting the net wider in geographic terms.
More than money
Having targeted specific talent pools, companies must then ensure that the individuals on which they come to rely are sufficiently rewarded and challenged to want to stay for the long-term.
There was a time when this could be ensured by offering greater financial rewards, but those days are gone. Furthermore, the need to retain key staff has never been greater, so firms that find the right formula could create significant competitive advantage.
Kath Roberts, Managing Director at Michael Page International, a global specialist in mid-market and executive recruitment says: 'In a buoyant economy, employees take more risks in the knowledge that they can get another job. That is why retention is a massive issue in HR now. Research suggests that a 5% increase in staff retention can result in a 40% increase in productivity.'
Employees' newfound power in the marketplace means employers must understand their workers' changing values and provide the right environment for staff to develop and achieve their goals.
Roberts explains: 'The 1990s was a decade of cost-cutting and corporate scandals. Employees felt disenfranchised from their workplace. Generation Y people place greater importance on trust, ethics and pride. They do not believe in blind corporate loyalty. More often, they want to join smaller companies or start their own businesses. So employees prioritise work-life balance and the community values of their employer, not just job security.'
Kelvin Stagg, Group Financial Controller and Company Secretary at Michael Page International agrees: 'Such is the demand for what is an increasingly sparse population of skilled, competent and motivated people that simply improved remuneration packages just do not make the difference anymore. It takes an in-depth consideration of what the role and the company has to offer, married with a highly professional approach to career management, to secure the very best.'
Those companies that fail to develop such a professional approach will find that they incur not only the immediate costs of recruiting to fill vacant positions, but also a number of less tangible costs that, while less obvious, are just as harmful to the business.
Strategic staffing
If there is a single key to successfully overcoming the staffing challenge that will face every large company in the coming decade then it is to align staffing strategy with the overall goals of the business. This not only forces companies to clearly identify the skills they need in line with the long-term business plan, but provides the right environment for developing the leaders of tomorrow to ensure that succession problems do not weigh a company down.
To develop their top talent and prepare those who will eventually take over the reins, companies need to move individuals around the organisation so they can build a diverse set of skills and offer key people new challenges. This will help such companies groom successors from within by providing clear personal and career development plans. Most organisations, however, are lagging behind.
Roberts says: 'Many companies are still poor at training their own staff. The better companies are good at assessing potential and bringing it out through experience. They measure leadership potential, not just performance.'
Organisations that have recognised the need to address the strategic risk associated with the skills gap understand that the best practice is to focus on a more holistic, long-term view of staffing needs. They judge talent more on its potential than on quarterly results, and regularly review staff satisfaction to ensure that they are providing the necessary framework for personal development.
This can, in turn, create a virtuous cycle, where organisations that work hard to retain talent also develop as part of their brand the concept that they are good employers. This in turn comes to play an important part in attracting new people.
The skills gap is not going to disappear overnight, so the onus is firmly on employers to develop talent for the future.
As the business environment becomes more global and demanding, the skills gap means it is a seller's market for candidates with the right experience and training. The pressure is on employers to understand how to target the right people and offer them the right rewards to stay and grow with the company.
The staff challenge
Many companies have taken the first step by raising the importance of talent management to the highest levels, realising the strategic importance of finding and keeping the best people. Companies taking a proactive stance towards HR are realising that creative thinking and concrete investment in long-term staffing continuity go hand-in-hand. The benefits may not make an immediate impact on the bottom line and so do not fit the paradigm of short-termism in which the evaluation of key staff, especially senior executives, takes place these days. For the long-term health of the business, however, they are invaluable.
Changing demographics and increasingly global markets mean that companies must be far more selective about the talent pools they target to fill key posts, whether at junior or senior levels. First and foremost, this often means casting the net wider in geographic terms.
More than money
Having targeted specific talent pools, companies must then ensure that the individuals on which they come to rely are sufficiently rewarded and challenged to want to stay for the long-term.
There was a time when this could be ensured by offering greater financial rewards, but those days are gone. Furthermore, the need to retain key staff has never been greater, so firms that find the right formula could create significant competitive advantage.
Kath Roberts, Managing Director at Michael Page International, a global specialist in mid-market and executive recruitment says: 'In a buoyant economy, employees take more risks in the knowledge that they can get another job. That is why retention is a massive issue in HR now. Research suggests that a 5% increase in staff retention can result in a 40% increase in productivity.'
Employees' newfound power in the marketplace means employers must understand their workers' changing values and provide the right environment for staff to develop and achieve their goals.
Roberts explains: 'The 1990s was a decade of cost-cutting and corporate scandals. Employees felt disenfranchised from their workplace. Generation Y people place greater importance on trust, ethics and pride. They do not believe in blind corporate loyalty. More often, they want to join smaller companies or start their own businesses. So employees prioritise work-life balance and the community values of their employer, not just job security.'
Kelvin Stagg, Group Financial Controller and Company Secretary at Michael Page International agrees: 'Such is the demand for what is an increasingly sparse population of skilled, competent and motivated people that simply improved remuneration packages just do not make the difference anymore. It takes an in-depth consideration of what the role and the company has to offer, married with a highly professional approach to career management, to secure the very best.'
Those companies that fail to develop such a professional approach will find that they incur not only the immediate costs of recruiting to fill vacant positions, but also a number of less tangible costs that, while less obvious, are just as harmful to the business.
Strategic staffing
If there is a single key to successfully overcoming the staffing challenge that will face every large company in the coming decade then it is to align staffing strategy with the overall goals of the business. This not only forces companies to clearly identify the skills they need in line with the long-term business plan, but provides the right environment for developing the leaders of tomorrow to ensure that succession problems do not weigh a company down.
To develop their top talent and prepare those who will eventually take over the reins, companies need to move individuals around the organisation so they can build a diverse set of skills and offer key people new challenges. This will help such companies groom successors from within by providing clear personal and career development plans. Most organisations, however, are lagging behind.
Roberts says: 'Many companies are still poor at training their own staff. The better companies are good at assessing potential and bringing it out through experience. They measure leadership potential, not just performance.'
Organisations that have recognised the need to address the strategic risk associated with the skills gap understand that the best practice is to focus on a more holistic, long-term view of staffing needs. They judge talent more on its potential than on quarterly results, and regularly review staff satisfaction to ensure that they are providing the necessary framework for personal development.
This can, in turn, create a virtuous cycle, where organisations that work hard to retain talent also develop as part of their brand the concept that they are good employers. This in turn comes to play an important part in attracting new people.
The skills gap is not going to disappear overnight, so the onus is firmly on employers to develop talent for the future.
Friday, August 14, 2009
The Power of Discipline
The development of character is the great business of life. Your ability to develop a reputation as a person of character and of honor is the highest achievement of social life. Ralph Waldo Emerson wrote, “What you do speaks so loud I cannot hear what you say.
”The person you are today, your innermost character, is the sum total of all your choices and decisions in life to date. Each time you consistently make good choices and decisions, your character is strengthened and self-worth increases. Conversely, each time you compromise your value system by consistently choosing poor choices, your character is weakened.
A person of character possesses a series of virtues or values. These are courage, compassion, generosity, temperance, persistence, and friendliness, among others. But the most important value in determining the depth and strength of your character is integrity.
It is integrity, living in complete truth with yourself and others, that most demonstrates the quality of your character.
In a way, integrity is actually the value that guarantees all other values. The higher your level of integrity, the more honest you are with yourself, the more likely it is you will live consistently with all other values you admire and respect. It takes tremendous self-discipline to become a person of character. It takes considerable willpower to always “do the right thing” in every situation. It takes self-discipline and willpower to resist the temptation to cut corners, to take the easy way, or to act for short-term advantage.
All of life is a test, ultimately proving our character. Wisdom can be developed privately, through study and reflection. But character can only be developed in the give and take of daily life, when forced to choose and decide among alternatives.
”The person you are today, your innermost character, is the sum total of all your choices and decisions in life to date. Each time you consistently make good choices and decisions, your character is strengthened and self-worth increases. Conversely, each time you compromise your value system by consistently choosing poor choices, your character is weakened.
A person of character possesses a series of virtues or values. These are courage, compassion, generosity, temperance, persistence, and friendliness, among others. But the most important value in determining the depth and strength of your character is integrity.
It is integrity, living in complete truth with yourself and others, that most demonstrates the quality of your character.
In a way, integrity is actually the value that guarantees all other values. The higher your level of integrity, the more honest you are with yourself, the more likely it is you will live consistently with all other values you admire and respect. It takes tremendous self-discipline to become a person of character. It takes considerable willpower to always “do the right thing” in every situation. It takes self-discipline and willpower to resist the temptation to cut corners, to take the easy way, or to act for short-term advantage.
All of life is a test, ultimately proving our character. Wisdom can be developed privately, through study and reflection. But character can only be developed in the give and take of daily life, when forced to choose and decide among alternatives.
Friday, August 7, 2009
Mentoring
Helping Others – and Yourself – Grow Through
MentoringMen-tor n.
A wise and trusted counselor or teacher.Looking for a way to help your people develop, grow, and improve their performance? Like to do the same for yourself? If so, you need to try MENTORING. If ever there was a “win-win” process, this is it!
By definition, mentoring is a relationship between an experienced person and a less experienced person for the purpose of helping the individual with less experience learn and grow.
Mentoring is a great way to serve your people … and yourself. As team members develop in both knowledge and skills, their performance naturally improves. When that happens, everyone wins. And you’ll find that YOU grow by mentoring, as well. As you reflect on your life experiences and distill them into nuggets to share with others, you “re-experience” the wisdom that’s inside of you. What’s wrong with that picture? NOTHING!
So, consider adding mentoring to your leadership strategies. And as you do, keep the following in mind:
All mentoring relationships need to focus on the people being mentored. Remember that it’s not about you – it’s about them. Accept them for who they are. Help them advance at their own place.
Avoid treating people you are mentoring as incompetent or incapable. Rather, think of them as individuals lacking in experience … valuable team members who need guidance. And don’t forget where YOU came from. Earlier in your career, you didn’t know what you know now. Why should they?
Don’t criticize or belittle. Instead, help “mentorees” think through the consequences of their behavior and to identify more positive ways of handling difficult or troubling situations. And, by all means, hold the people you are mentoring responsible for their success. Be willing to give of yourself and your time, but insist that they do the same.
MentoringMen-tor n.
A wise and trusted counselor or teacher.Looking for a way to help your people develop, grow, and improve their performance? Like to do the same for yourself? If so, you need to try MENTORING. If ever there was a “win-win” process, this is it!
By definition, mentoring is a relationship between an experienced person and a less experienced person for the purpose of helping the individual with less experience learn and grow.
Mentoring is a great way to serve your people … and yourself. As team members develop in both knowledge and skills, their performance naturally improves. When that happens, everyone wins. And you’ll find that YOU grow by mentoring, as well. As you reflect on your life experiences and distill them into nuggets to share with others, you “re-experience” the wisdom that’s inside of you. What’s wrong with that picture? NOTHING!
So, consider adding mentoring to your leadership strategies. And as you do, keep the following in mind:
All mentoring relationships need to focus on the people being mentored. Remember that it’s not about you – it’s about them. Accept them for who they are. Help them advance at their own place.
Avoid treating people you are mentoring as incompetent or incapable. Rather, think of them as individuals lacking in experience … valuable team members who need guidance. And don’t forget where YOU came from. Earlier in your career, you didn’t know what you know now. Why should they?
Don’t criticize or belittle. Instead, help “mentorees” think through the consequences of their behavior and to identify more positive ways of handling difficult or troubling situations. And, by all means, hold the people you are mentoring responsible for their success. Be willing to give of yourself and your time, but insist that they do the same.
Thursday, August 6, 2009
Questioning your way to better TEAMWORK
Like to get your group working more collaboratively together as a team? You can! And one of the best ways to do that is to ask questions … EFFECTIVE questions.
Have you ever asked, “Why can’t we all be better at teamwork?” and received blank stares, head scratching, and even some finger pointing? A question like that is ineffective – it’s non-specific, negative, and backward (what’s wrong) focused. Ineffective questions typically cause people to roll their eyes, affix blame, and “circle the wagons” in defensiveness instead of creating and testing ideas and solutions.
Effective questions are much different. They’re the “right” questions – ones that encourage people to focus on what they’ve done well in the past – and to use that information to help identify strategies for achieving today’s desired results.Effective questions can be the single-most potent tool in any leader’s toolbox. They create a mindset shift away from problem orientation and limitations – and toward solution orientation and possibilities. Here are five examples of effective questions you can ask to encourage your people to work together better.
Give them a try …
What are some things we do well when we work together as a team?
What are some things that worked well on other teams of which you have been a part?
What specifically caused each of those to work?
What is our vision of excellent collaboration and teamwork … what does it look like?
How would each of us benefit if we lived that vision every day?
What can we do to move closer to that vision? What are each of us willing and committed to contribute?
Have you ever asked, “Why can’t we all be better at teamwork?” and received blank stares, head scratching, and even some finger pointing? A question like that is ineffective – it’s non-specific, negative, and backward (what’s wrong) focused. Ineffective questions typically cause people to roll their eyes, affix blame, and “circle the wagons” in defensiveness instead of creating and testing ideas and solutions.
Effective questions are much different. They’re the “right” questions – ones that encourage people to focus on what they’ve done well in the past – and to use that information to help identify strategies for achieving today’s desired results.Effective questions can be the single-most potent tool in any leader’s toolbox. They create a mindset shift away from problem orientation and limitations – and toward solution orientation and possibilities. Here are five examples of effective questions you can ask to encourage your people to work together better.
Give them a try …
What are some things we do well when we work together as a team?
What are some things that worked well on other teams of which you have been a part?
What specifically caused each of those to work?
What is our vision of excellent collaboration and teamwork … what does it look like?
How would each of us benefit if we lived that vision every day?
What can we do to move closer to that vision? What are each of us willing and committed to contribute?
Monday, August 3, 2009
Friday, July 24, 2009
Dealing with CHANGE
Helping Your People Deal with Change
Leaders play a critical role when it comes to change. Whether your team is facing large organizational transitions or smaller (yet still painful) procedural adjustments, you need to help everyone cope with and successfully implement different ways of doing things.
Here are a few ideas to remember and use:
Don’t plant seeds in untilled soil! Just as in nature, the seeds of organizational change need to be planted in soil that has been prepared to accept the germinating ideas. So, involve others in the planning and cultivating of change initiatives. And remember that the ground has to be fertilized with rich additives, so supply information outlining the good business reasons for the change.
Prioritize for change. You will not have enough time to take care of everything that comes along during transitional periods. Therefore, make sure you help team members prioritize and take care of the things that matter most. Start a priority list and arrange it in High, Medium, and Low order. Complete the High priorities before progressing to the Medium ... and then the Low.
Monitor your team’s temperature. Once a week, have a short, informal “how are things going” chat with each person who reports to you. And pay attention to how team members behave and interact with one another – especially when working on tasks and projects that involve significant change with specified deadlines. If you sense that things aren’t right, investigate each potential problem and take whatever action is appropriate to “nip it in the bud.”
When you’re finished changing, you’re finished!~ Benjamin Franklin
Leaders play a critical role when it comes to change. Whether your team is facing large organizational transitions or smaller (yet still painful) procedural adjustments, you need to help everyone cope with and successfully implement different ways of doing things.
Here are a few ideas to remember and use:
Don’t plant seeds in untilled soil! Just as in nature, the seeds of organizational change need to be planted in soil that has been prepared to accept the germinating ideas. So, involve others in the planning and cultivating of change initiatives. And remember that the ground has to be fertilized with rich additives, so supply information outlining the good business reasons for the change.
Prioritize for change. You will not have enough time to take care of everything that comes along during transitional periods. Therefore, make sure you help team members prioritize and take care of the things that matter most. Start a priority list and arrange it in High, Medium, and Low order. Complete the High priorities before progressing to the Medium ... and then the Low.
Monitor your team’s temperature. Once a week, have a short, informal “how are things going” chat with each person who reports to you. And pay attention to how team members behave and interact with one another – especially when working on tasks and projects that involve significant change with specified deadlines. If you sense that things aren’t right, investigate each potential problem and take whatever action is appropriate to “nip it in the bud.”
When you’re finished changing, you’re finished!~ Benjamin Franklin
Tuesday, July 21, 2009
Friday, July 17, 2009
Learning from mistakes
Letting Employees Learn from Their Mistakes
Do you view unintentional employee errors as learning opportunities – rather than things to criticize, attack, and punish? If not, you should! Here’s an employee perspective – a letter to you – to think about and remember:
Believe it or not, I didn’t wake up this morning thinking that my main goal for the day was to go to work and make mistakes. I really don’t like making mistakes. No one I know does. However, I believe that trying new things requires both experimentation and learning. Whether we like it or not, along with learning comes the proverbial “learning curve.” And along with that comes occasional errors. Therefore, I really need you to treat my mistakes (as long as they’re unintentional and low in negative impact) as learning opportunities instead of MAJOR performance problems.
I know that you want me to be open to change – to be willing to try new ways of doing things. And I do understand that getting behind change is truly important to the success of our business. But sometimes I feel stuck between a rock and a hard place. If I don’t change or seem willing to step out of my status-quo comfort zone, you’re unhappy. If I do change or try something new, but don’t get it just right the first time, you’re unhappy again ... and I feel like a failure.
Can you see the tough spot I sometimes find myself in? No action can result in trouble. Less-than-perfect action often produces the same thing: trouble. In those situations, it’s generally safer to choose the lesser of two evils – to do nothing rather than risk making a mistake.Here are a few things that you can do to help me deal with this dilemma:
Assume that my mistakes are unintentional unless you have evidence to the contrary.
Don’t punish me if I’ve done the best I can.
Treat me the way you would like to be treated if you tried your best but unfortunately erred.
Constructively help me identify what I can do to avoid repeating any mistake I make.
Give me a chance to fix the problem.
If you do these, I’ll be even more willing to try new things, embrace change, and improve my overall performance. And as a result, I’ll feel good about myself ... and about you. I will feel like I’m learning and growing, and that your goal is to support me – rather than punish me.
So, if I do make a mistake, I wish you would just remember that I did so with the best
intentions. Your support will help me learn from it rather than run from it.
Do you view unintentional employee errors as learning opportunities – rather than things to criticize, attack, and punish? If not, you should! Here’s an employee perspective – a letter to you – to think about and remember:
Believe it or not, I didn’t wake up this morning thinking that my main goal for the day was to go to work and make mistakes. I really don’t like making mistakes. No one I know does. However, I believe that trying new things requires both experimentation and learning. Whether we like it or not, along with learning comes the proverbial “learning curve.” And along with that comes occasional errors. Therefore, I really need you to treat my mistakes (as long as they’re unintentional and low in negative impact) as learning opportunities instead of MAJOR performance problems.
I know that you want me to be open to change – to be willing to try new ways of doing things. And I do understand that getting behind change is truly important to the success of our business. But sometimes I feel stuck between a rock and a hard place. If I don’t change or seem willing to step out of my status-quo comfort zone, you’re unhappy. If I do change or try something new, but don’t get it just right the first time, you’re unhappy again ... and I feel like a failure.
Can you see the tough spot I sometimes find myself in? No action can result in trouble. Less-than-perfect action often produces the same thing: trouble. In those situations, it’s generally safer to choose the lesser of two evils – to do nothing rather than risk making a mistake.Here are a few things that you can do to help me deal with this dilemma:
Assume that my mistakes are unintentional unless you have evidence to the contrary.
Don’t punish me if I’ve done the best I can.
Treat me the way you would like to be treated if you tried your best but unfortunately erred.
Constructively help me identify what I can do to avoid repeating any mistake I make.
Give me a chance to fix the problem.
If you do these, I’ll be even more willing to try new things, embrace change, and improve my overall performance. And as a result, I’ll feel good about myself ... and about you. I will feel like I’m learning and growing, and that your goal is to support me – rather than punish me.
So, if I do make a mistake, I wish you would just remember that I did so with the best
intentions. Your support will help me learn from it rather than run from it.
Tuesday, July 14, 2009
Monday, July 13, 2009
Thursday, July 9, 2009
Handling Conflicts
Interpersonal Conflicts … When There’s No Time for Planning
It’s bound to happen. Sooner or later you’ll be caught off guard – finding yourself smack dab in the middle of an unexpected conflict with someone on your team. You’re in it before you know it, and there’s no time for formulating a well-thought-out resolution strategy. You’ve got to respond in some way, and you have to do it NOW! What do you do? How can you keep the situation from escalating and ending up some-where you DON’T want to be? Here are a few suggestions:
Stop, breath, and think. Stop whatever you’re doing, take a couple of deep breaths to control your tension, and then immediately (and quickly) think about exactly what you need to do and say next.
Acknowledge the conflict by saying something like: Michael, I’m sensing that there are some issues between the two of us that we need to talk through, or, Kim, I’m feeling that I might have done something to upset you. Can we talk about it?
Buy some time.
Suggest that you meet at a later time that day (or the following day) so that you both have an opportunity to relax a little and gather your thoughts. If the other person agrees, use the time to prepare for the meeting. If the person doesn’t agree on a time delay …
Take it somewhere else (if other coworkers are present).
That way, you’ll avoid disrupting the rest of the group – and you’ll eliminate any temptations you and the other person might have to “showboat” or maintain some bogus image in front of your teammates. Suggest a different venue with words such as: It’s best for everyone if we keep this just between us. Where else would you feel comfortable talking?
Keep it respectful.
Do your absolute best to conduct yourself in a calm and respectful manner – regardless of how the other person responds. Will it be easy? Of course not! But that doesn’t change the fact that although you can’t control what others do, you certainly can (and do) control your own behavior.
It’s bound to happen. Sooner or later you’ll be caught off guard – finding yourself smack dab in the middle of an unexpected conflict with someone on your team. You’re in it before you know it, and there’s no time for formulating a well-thought-out resolution strategy. You’ve got to respond in some way, and you have to do it NOW! What do you do? How can you keep the situation from escalating and ending up some-where you DON’T want to be? Here are a few suggestions:
Stop, breath, and think. Stop whatever you’re doing, take a couple of deep breaths to control your tension, and then immediately (and quickly) think about exactly what you need to do and say next.
Acknowledge the conflict by saying something like: Michael, I’m sensing that there are some issues between the two of us that we need to talk through, or, Kim, I’m feeling that I might have done something to upset you. Can we talk about it?
Buy some time.
Suggest that you meet at a later time that day (or the following day) so that you both have an opportunity to relax a little and gather your thoughts. If the other person agrees, use the time to prepare for the meeting. If the person doesn’t agree on a time delay …
Take it somewhere else (if other coworkers are present).
That way, you’ll avoid disrupting the rest of the group – and you’ll eliminate any temptations you and the other person might have to “showboat” or maintain some bogus image in front of your teammates. Suggest a different venue with words such as: It’s best for everyone if we keep this just between us. Where else would you feel comfortable talking?
Keep it respectful.
Do your absolute best to conduct yourself in a calm and respectful manner – regardless of how the other person responds. Will it be easy? Of course not! But that doesn’t change the fact that although you can’t control what others do, you certainly can (and do) control your own behavior.
Friday, July 3, 2009
W W P D
Applying “The Pareto Principle” to Your Goals
Vilfredo Pareto was a 19th-century Italian social scientist and critic. He observed that 80% of the wealth in Italy, at the time, was concentrated in 20% of the population – something he felt that was not good for society. While the genesis of his work is very seldom discussed, his name lives on in what is known as The Pareto Principle, or “the 80/20 rule” – a concept that is a relevant today as it was when it was first developed.
Talk to contemporary entrepreneurs and most will tell you that 80% of their business comes from 20% of their customers. Human resources executives will typically suggest that 80% of the employee relations problems and issues they have to deal with come from just 20% of the employees. And most business managers would agree that it’s a minority of their team members who are responsible for a majority of the innovation, creativity, and superior work their organizations enjoy. In all of these examples, the Pareto Principle suggests that we should pay attention to, and focus our efforts on, the critical few (the 20%) rather than the trivial or average many (the 80%).
So what does all this have to do with you and your goals? A lot! There’s a myriad of things you can do in pursuit of your professional and personal objectives. A large number of them fall into the 80% – the “trivial many.” A much smaller number fall in the “critical few” category – the important 20%.
Take a look at your goals and the action plans you’ve developed for meeting them. What are you doing? How are you investing your precious time? What do your past experiences – and the experiences of others – tell you? Are you focusing on “need to do,” high payback activities – or on less important, “like to do” tasks? Remember it’s that “critical few” that will propel you furthest and give you the most bang for your time an energy buck. When in doubt, think W-W-P-D (What Would Pareto Do?).
Vilfredo Pareto was a 19th-century Italian social scientist and critic. He observed that 80% of the wealth in Italy, at the time, was concentrated in 20% of the population – something he felt that was not good for society. While the genesis of his work is very seldom discussed, his name lives on in what is known as The Pareto Principle, or “the 80/20 rule” – a concept that is a relevant today as it was when it was first developed.
Talk to contemporary entrepreneurs and most will tell you that 80% of their business comes from 20% of their customers. Human resources executives will typically suggest that 80% of the employee relations problems and issues they have to deal with come from just 20% of the employees. And most business managers would agree that it’s a minority of their team members who are responsible for a majority of the innovation, creativity, and superior work their organizations enjoy. In all of these examples, the Pareto Principle suggests that we should pay attention to, and focus our efforts on, the critical few (the 20%) rather than the trivial or average many (the 80%).
So what does all this have to do with you and your goals? A lot! There’s a myriad of things you can do in pursuit of your professional and personal objectives. A large number of them fall into the 80% – the “trivial many.” A much smaller number fall in the “critical few” category – the important 20%.
Take a look at your goals and the action plans you’ve developed for meeting them. What are you doing? How are you investing your precious time? What do your past experiences – and the experiences of others – tell you? Are you focusing on “need to do,” high payback activities – or on less important, “like to do” tasks? Remember it’s that “critical few” that will propel you furthest and give you the most bang for your time an energy buck. When in doubt, think W-W-P-D (What Would Pareto Do?).
Thursday, July 2, 2009
Growing distant
Meaning of Love and Hate
A saint asked his disciples, 'Why do we shout in anger? Why do people shout at each other when they are upset?'Disciples thought for a while, one of them said, 'Because we lose our calm, we shout for that.''But, why to shout when the other person is just next to you?' asked the saint. 'Isn't it possible to speak to him or her with a soft voice?
Why do you shout at a person when you're angry?'Disciples gave some other answers but none satisfied the saint.Finally he explained, 'When two people are angry at each other, their hearts distance a lot. To cover that distance they must shout to be able to hear each other. The angrier they are, the stronger they will have to shout to hear each other through that great distance.
'Then the saint asked, 'What happens when two people fall in love? They don't shout at each other but talk softly, why? Because their hearts are very close. The distance between them is very small...'The saint continued, 'When they love each other even more, what happens? They do not speak, only whisper and they get even closer to each other in their love. Finally they even need not whisper, they only look at each other and that's all. That is how close two people are when they love each other.
'MORAL : When you argue do not let your hearts get distant, do not say words that distance each other more, else there will come a day when the distance is so great that you will not find the path to return.
A saint asked his disciples, 'Why do we shout in anger? Why do people shout at each other when they are upset?'Disciples thought for a while, one of them said, 'Because we lose our calm, we shout for that.''But, why to shout when the other person is just next to you?' asked the saint. 'Isn't it possible to speak to him or her with a soft voice?
Why do you shout at a person when you're angry?'Disciples gave some other answers but none satisfied the saint.Finally he explained, 'When two people are angry at each other, their hearts distance a lot. To cover that distance they must shout to be able to hear each other. The angrier they are, the stronger they will have to shout to hear each other through that great distance.
'Then the saint asked, 'What happens when two people fall in love? They don't shout at each other but talk softly, why? Because their hearts are very close. The distance between them is very small...'The saint continued, 'When they love each other even more, what happens? They do not speak, only whisper and they get even closer to each other in their love. Finally they even need not whisper, they only look at each other and that's all. That is how close two people are when they love each other.
'MORAL : When you argue do not let your hearts get distant, do not say words that distance each other more, else there will come a day when the distance is so great that you will not find the path to return.
Tuesday, June 30, 2009
Walk the Talk
LEADERS MUST BE EXAMPLES OF EXCELLENT SERVICE.
At a leading hotel in London, the General Manager spends one day every three months dressed in a bellman's uniform and doing the
bellman's job. Here's what happens:
1. The General Manager meets customers in a completely different way. He asks real questions, and gets honest answers. The bellman
hears a lot of unvarnished feedback that guests may be reluctant to share with the General Manager.
2. The General Manager gets a first hand taste of what it's like to work on the frontline. He wears the uniform, stands by the
door, carries the bags, and eats in the staff cafeteria. This first hand experience means small things that might irritate
staff get noticed quickly, and fixed quickly.
3. Most of all, the hundreds of other staff working in the hotel see their General Manager doing frontline work with dignity and
respect for the customers, and their colleagues. This respect is returned with a shared dedication to providing superior service.
At a leading hotel in London, the General Manager spends one day every three months dressed in a bellman's uniform and doing the
bellman's job. Here's what happens:
1. The General Manager meets customers in a completely different way. He asks real questions, and gets honest answers. The bellman
hears a lot of unvarnished feedback that guests may be reluctant to share with the General Manager.
2. The General Manager gets a first hand taste of what it's like to work on the frontline. He wears the uniform, stands by the
door, carries the bags, and eats in the staff cafeteria. This first hand experience means small things that might irritate
staff get noticed quickly, and fixed quickly.
3. Most of all, the hundreds of other staff working in the hotel see their General Manager doing frontline work with dignity and
respect for the customers, and their colleagues. This respect is returned with a shared dedication to providing superior service.
Monday, June 29, 2009
Talent , Keeping them
Retaining talent in the organisation by Jim Banks
From technical skills in disciplines such as finance and accounting to the budding leadership qualities of tomorrow's CEOs, employers are facing an uphill battle to get the best people with the right competencies into their organisations. And even those that manage to recruit good staff are finding that they face a new challenge – keeping them on board.
As the business environment becomes more global and demanding, the skills gap means it is a seller's market for candidates with the right experience and training. The pressure is on employers to understand how to target the right people and offer them the right rewards to stay and grow with the company.
The staff challenge
Many companies have taken the first step by raising the importance of talent management to the highest levels, realising the strategic importance of finding and keeping the best people. Companies taking a proactive stance towards HR are realising that creative thinking and concrete investment in long-term staffing continuity go hand-in-hand. The benefits may not make an immediate impact on the bottom line and so do not fit the paradigm of short-termism in which the evaluation of key staff, especially senior executives, takes place these days. For the long-term health of the business, however, they are invaluable. Changing demographics and increasingly global markets mean that companies must be far more selective about the talent pools they target to fill key posts, whether at junior or senior levels. First and foremost, this often means casting the net wider in geographic terms.
More than money
Having targeted specific talent pools, companies must then ensure that the individuals on which they come to rely are sufficiently rewarded and challenged to want to stay for the long-term. There was a time when this could be ensured by offering greater financial rewards, but those days are gone. Furthermore, the need to retain key staff has never been greater, so firms that find the right formula could create significant competitive advantage.
Kath Roberts, Managing Director at Michael Page International, a global specialist in mid-market and executive recruitment says: 'In a buoyant economy, employees take more risks in the knowledge that they can get another job. That is why retention is a massive issue in HR now. Research suggests that a 5% increase in staff retention can result in a 40% increase in productivity.'
Employees' newfound power in the marketplace means employers must understand their workers' changing values and provide the right environment for staff to develop and achieve their goals.
Roberts explains: 'The 1990s was a decade of cost-cutting and corporate scandals. Employees felt disenfranchised from their workplace. Generation Y people place greater importance on trust, ethics and pride. They do not believe in blind corporate loyalty. More often, they want to join smaller companies or start their own businesses. So employees prioritise work-life balance and the community values of their employer, not just job security.'
Kelvin Stagg, Group Financial Controller and Company Secretary at Michael Page International agrees: 'Such is the demand for what is an increasingly sparse population of skilled, competent and motivated people that simply improved remuneration packages just do not make the difference anymore. It takes an in-depth consideration of what the role and the company has to offer, married with a highly professional approach to career management, to secure the very best.'
Those companies that fail to develop such a professional approach will find that they incur not only the immediate costs of recruiting to fill vacant positions, but also a number of less tangible costs that, while less obvious, are just as harmful to the business.
Strategic staffing
If there is a single key to successfully overcoming the staffing challenge that will face every large company in the coming decade then it is to align staffing strategy with the overall goals of the business. This not only forces companies to clearly identify the skills they need in line with the long-term business plan, but provides the right environment for developing the leaders of tomorrow to ensure that succession problems do not weigh a company down.
To develop their top talent and prepare those who will eventually take over the reins, companies need to move individuals around the organisation so they can build a diverse set of skills and offer key people new challenges. This will help such companies groom successors from within by providing clear personal and career development plans. Most organisations, however, are lagging behind.
Roberts says: 'Many companies are still poor at training their own staff. The better companies are good at assessing potential and bringing it out through experience. They measure leadership potential, not just performance.'
Organisations that have recognised the need to address the strategic risk associated with the skills gap understand that the best practice is to focus on a more holistic, long-term view of staffing needs. They judge talent more on its potential than on quarterly results, and regularly review staff satisfaction to ensure that they are providing the necessary framework for personal development.
This can, in turn, create a virtuous cycle, where organisations that work hard to retain talent also develop as part of their brand the concept that they are good employers. This in turn comes to play an important part in attracting new people. The skills gap is not going to disappear overnight, so the onus is firmly on employers to develop talent for the future.
From technical skills in disciplines such as finance and accounting to the budding leadership qualities of tomorrow's CEOs, employers are facing an uphill battle to get the best people with the right competencies into their organisations. And even those that manage to recruit good staff are finding that they face a new challenge – keeping them on board.
As the business environment becomes more global and demanding, the skills gap means it is a seller's market for candidates with the right experience and training. The pressure is on employers to understand how to target the right people and offer them the right rewards to stay and grow with the company.
The staff challenge
Many companies have taken the first step by raising the importance of talent management to the highest levels, realising the strategic importance of finding and keeping the best people. Companies taking a proactive stance towards HR are realising that creative thinking and concrete investment in long-term staffing continuity go hand-in-hand. The benefits may not make an immediate impact on the bottom line and so do not fit the paradigm of short-termism in which the evaluation of key staff, especially senior executives, takes place these days. For the long-term health of the business, however, they are invaluable. Changing demographics and increasingly global markets mean that companies must be far more selective about the talent pools they target to fill key posts, whether at junior or senior levels. First and foremost, this often means casting the net wider in geographic terms.
More than money
Having targeted specific talent pools, companies must then ensure that the individuals on which they come to rely are sufficiently rewarded and challenged to want to stay for the long-term. There was a time when this could be ensured by offering greater financial rewards, but those days are gone. Furthermore, the need to retain key staff has never been greater, so firms that find the right formula could create significant competitive advantage.
Kath Roberts, Managing Director at Michael Page International, a global specialist in mid-market and executive recruitment says: 'In a buoyant economy, employees take more risks in the knowledge that they can get another job. That is why retention is a massive issue in HR now. Research suggests that a 5% increase in staff retention can result in a 40% increase in productivity.'
Employees' newfound power in the marketplace means employers must understand their workers' changing values and provide the right environment for staff to develop and achieve their goals.
Roberts explains: 'The 1990s was a decade of cost-cutting and corporate scandals. Employees felt disenfranchised from their workplace. Generation Y people place greater importance on trust, ethics and pride. They do not believe in blind corporate loyalty. More often, they want to join smaller companies or start their own businesses. So employees prioritise work-life balance and the community values of their employer, not just job security.'
Kelvin Stagg, Group Financial Controller and Company Secretary at Michael Page International agrees: 'Such is the demand for what is an increasingly sparse population of skilled, competent and motivated people that simply improved remuneration packages just do not make the difference anymore. It takes an in-depth consideration of what the role and the company has to offer, married with a highly professional approach to career management, to secure the very best.'
Those companies that fail to develop such a professional approach will find that they incur not only the immediate costs of recruiting to fill vacant positions, but also a number of less tangible costs that, while less obvious, are just as harmful to the business.
Strategic staffing
If there is a single key to successfully overcoming the staffing challenge that will face every large company in the coming decade then it is to align staffing strategy with the overall goals of the business. This not only forces companies to clearly identify the skills they need in line with the long-term business plan, but provides the right environment for developing the leaders of tomorrow to ensure that succession problems do not weigh a company down.
To develop their top talent and prepare those who will eventually take over the reins, companies need to move individuals around the organisation so they can build a diverse set of skills and offer key people new challenges. This will help such companies groom successors from within by providing clear personal and career development plans. Most organisations, however, are lagging behind.
Roberts says: 'Many companies are still poor at training their own staff. The better companies are good at assessing potential and bringing it out through experience. They measure leadership potential, not just performance.'
Organisations that have recognised the need to address the strategic risk associated with the skills gap understand that the best practice is to focus on a more holistic, long-term view of staffing needs. They judge talent more on its potential than on quarterly results, and regularly review staff satisfaction to ensure that they are providing the necessary framework for personal development.
This can, in turn, create a virtuous cycle, where organisations that work hard to retain talent also develop as part of their brand the concept that they are good employers. This in turn comes to play an important part in attracting new people. The skills gap is not going to disappear overnight, so the onus is firmly on employers to develop talent for the future.
Tuesday, June 23, 2009
Importance of Communication Skills
Why are Communication Skills Important?
Communication is the heart of every organisation. Everything you do in the workplace results from communication. Therefore good reading, writing, speaking and listening skills are essential if tasks are going to be completed and goals achieved. As you develop your career you will find various reasons why successful communication skills are important to you, for example:
To secure an interview. You will need good communication skills to make sure your application letter is read and acted upon.
To get the job. You will need to communicate well during your interview if you are to sell yourself and get the job you want.
To do your job well. You will need to request information, discuss problems, give instructions, work in teams, interact with colleagues and clients. If you are to achieve co-operation and effective teamwork, good human relations skills are essential. Also, as the workplace is also becoming more global, there are many factors to consider if you are to communicate well in such a diverse environment.
To advance in your career. Employers want staff who can think for themselves, use initiative and solve problems, staff who are interested in the long-term success of the company. If you are to be seen as a valued member of the organisation, it is important not just to be able to do your job well, but also to communicate your thoughts on how the processes and products or services can be improved.
Benefits of effective communication
The most successful organisations understand that if they are to be successful in today's business world, good communication at all levels is essential. Here is a useful mnemonic to remember the benefits you and your organisation can achieve from effective communication:
Stronger decision-making and problem-solvingUpturn in productivityConvincing and compelling corporate materialsClearer, more streamlined workflowEnhanced professional imageSound business relationshipsSuccessful response ensured
REMEMBER: Today's workplace is constantly changing, so learning more about effective communication helps us all adapt to our changing environments
Monday, June 22, 2009
Psychology at work
Pep talks don't motivate staff; then what can?
Psychology At Work - By Dr Goh Chee Leong
MORALE among the staff team is low. Productivity is low. Management decides that something needs to be done and quickly. So they get a trainer to give a “motivational talk”.
“Just come over”, they say, “give them a two-hour pep talk” and the expectation is that all of them will be inspired and motivated.
We want instant solutions for long-term problems.
If only life were so simple. If only leadership were so simple.
Don’t get me wrong. Words are powerful and when delivered by a skilful orator, they have the potential to exert an incredible amount of influence on a whole mass of people.
A good motivational talk certainly can lift the spirits for a moment, but therein lies the problem. Its effects are temporary at best.
The reality is that to boost motivation levels in the organisation on a more permanent basis, there needs to be more a fundamental change taking place in the organisation.
Research in organisational psychology has identified numerous organisational factors that contribute to workers’ motivation levels.
I have attempted to synthesise the various variables into four elements that, in my opinion, characterise the organisational culture of a highly motivated team.
Empowerment
People are motivated when they are given room to take ownership of their work process.
Read any management guidebook and it’ll tell you the same thing: Choose people who have the ability to get the job done. Set them clear targets and give them room to work.
Avoid micro-managing. Where possible give them freedom to make decisions about their work environment and their work processes. There are always boundaries and limits to freedom and decision-making rights of course, but the principle should be to give as much space as possible.
This is particularly important when you are dealing with your “top performers” and “high potentials”. These people are usually highly intelligent, highly motivated and full of ideas about how to get the job done. Nothing de-motivates them more than being straight-jacketed.
Sometimes as supervisors we make the mistake of over-managing perhaps, because they are trust issues.
Some organisations are overly bureaucratic, creating so much red tape that staff lose any incentive to implement improvements because it’s just too much trouble to change anything.
Some organisations regulate their processes and SOPs (standard operating procedures) to the point that staff no longer have any room to make any decisions or to exercise any discernment which makes the organisation rigid, inflexible and clumsy.
The danger about all this over-regulation is that it takes away a sense of control and ownership from the worker and this is de-motivating.
Growth
People are motivated when they perceive that the organisation is facilitating their growth and development.
Research seems to indicate that this is as important as financial remuneration especially for younger workers. They need to see that the current challenges they face are part of a personal development process for them. “What doesn’t kill me makes me stronger.”
Good organisations have transparent career development pathways for their staff and they communicate these regularly so that everyone is clear about what level they are at and what level they can aspire to.
Good organisations also provide the means for staff to make this leap. Talent management has become less of a buzzword and more of an operational necessity at many organisations that wish to compete at a global level.
The bottom line is that people are motivated when there is something to aspire to in their careers and it’s got to be more than just the money. Most “top performers” and “high potentials” are driven people who have relatively strong ambitions. Show them how their current “suffering” is going to help them get to where they want and they’ll be motivated to climb mountains and swim oceans for you.
Clarity
People are motivated when they are clear about the goals, missions and objectives.
Good leaders are great at communicating the vision, mission and direction in a way that is both clear and inspiring. They are constantly “defining the mountaintops”.
High potentials like challenges. They want to be stretched. They seek a sense of achievement and accomplishment. That is why clarity of the mission is so important to them. Like soldiers in the battlefield, they want clear targets, clear objectives, clear victories.
Some organisations are poor at communicating expectations to their staff. As a result, workers have no sense of their performance indicators, their monthly targets, their scope of responsibilities. This ambiguity can be de-motivating.
Equity
People are motivated when they perceive that they are being treated fairly.
Nothing turns off a “high potential” more than the perception that “performance doesn’t really matter in this organisation”.
This is a problem that plagues organisations the world over. People feel that it’s all about office politics. It’s all about who you know rather than what you do. “As long as you’re close with the boss, they’ll let you get away with murder.”
In this kind of work culture, workers become experts at “managing” and “handling” their bosses, rather than improving their actual work performance. The name of the game becomes how to impress the boss rather than how to get things done. Once the worker sees a disconnect between his/her effort and the reward, you can forget about motivation, where the real work is concerned.
The solution of course is to put into place a comprehensive and well-executed performance management system that has clearly defined and measurable hard targets. I like the use of hard targets because it minimises manipulation.
The system needs to be fair and it needs to be seen to be fair.
Psychology At Work - By Dr Goh Chee Leong
MORALE among the staff team is low. Productivity is low. Management decides that something needs to be done and quickly. So they get a trainer to give a “motivational talk”.
“Just come over”, they say, “give them a two-hour pep talk” and the expectation is that all of them will be inspired and motivated.
We want instant solutions for long-term problems.
If only life were so simple. If only leadership were so simple.
Don’t get me wrong. Words are powerful and when delivered by a skilful orator, they have the potential to exert an incredible amount of influence on a whole mass of people.
A good motivational talk certainly can lift the spirits for a moment, but therein lies the problem. Its effects are temporary at best.
The reality is that to boost motivation levels in the organisation on a more permanent basis, there needs to be more a fundamental change taking place in the organisation.
Research in organisational psychology has identified numerous organisational factors that contribute to workers’ motivation levels.
I have attempted to synthesise the various variables into four elements that, in my opinion, characterise the organisational culture of a highly motivated team.
Empowerment
People are motivated when they are given room to take ownership of their work process.
Read any management guidebook and it’ll tell you the same thing: Choose people who have the ability to get the job done. Set them clear targets and give them room to work.
Avoid micro-managing. Where possible give them freedom to make decisions about their work environment and their work processes. There are always boundaries and limits to freedom and decision-making rights of course, but the principle should be to give as much space as possible.
This is particularly important when you are dealing with your “top performers” and “high potentials”. These people are usually highly intelligent, highly motivated and full of ideas about how to get the job done. Nothing de-motivates them more than being straight-jacketed.
Sometimes as supervisors we make the mistake of over-managing perhaps, because they are trust issues.
Some organisations are overly bureaucratic, creating so much red tape that staff lose any incentive to implement improvements because it’s just too much trouble to change anything.
Some organisations regulate their processes and SOPs (standard operating procedures) to the point that staff no longer have any room to make any decisions or to exercise any discernment which makes the organisation rigid, inflexible and clumsy.
The danger about all this over-regulation is that it takes away a sense of control and ownership from the worker and this is de-motivating.
Growth
People are motivated when they perceive that the organisation is facilitating their growth and development.
Research seems to indicate that this is as important as financial remuneration especially for younger workers. They need to see that the current challenges they face are part of a personal development process for them. “What doesn’t kill me makes me stronger.”
Good organisations have transparent career development pathways for their staff and they communicate these regularly so that everyone is clear about what level they are at and what level they can aspire to.
Good organisations also provide the means for staff to make this leap. Talent management has become less of a buzzword and more of an operational necessity at many organisations that wish to compete at a global level.
The bottom line is that people are motivated when there is something to aspire to in their careers and it’s got to be more than just the money. Most “top performers” and “high potentials” are driven people who have relatively strong ambitions. Show them how their current “suffering” is going to help them get to where they want and they’ll be motivated to climb mountains and swim oceans for you.
Clarity
People are motivated when they are clear about the goals, missions and objectives.
Good leaders are great at communicating the vision, mission and direction in a way that is both clear and inspiring. They are constantly “defining the mountaintops”.
High potentials like challenges. They want to be stretched. They seek a sense of achievement and accomplishment. That is why clarity of the mission is so important to them. Like soldiers in the battlefield, they want clear targets, clear objectives, clear victories.
Some organisations are poor at communicating expectations to their staff. As a result, workers have no sense of their performance indicators, their monthly targets, their scope of responsibilities. This ambiguity can be de-motivating.
Equity
People are motivated when they perceive that they are being treated fairly.
Nothing turns off a “high potential” more than the perception that “performance doesn’t really matter in this organisation”.
This is a problem that plagues organisations the world over. People feel that it’s all about office politics. It’s all about who you know rather than what you do. “As long as you’re close with the boss, they’ll let you get away with murder.”
In this kind of work culture, workers become experts at “managing” and “handling” their bosses, rather than improving their actual work performance. The name of the game becomes how to impress the boss rather than how to get things done. Once the worker sees a disconnect between his/her effort and the reward, you can forget about motivation, where the real work is concerned.
The solution of course is to put into place a comprehensive and well-executed performance management system that has clearly defined and measurable hard targets. I like the use of hard targets because it minimises manipulation.
The system needs to be fair and it needs to be seen to be fair.
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