If you’re like most people, there’s a good chance that sometime in the past you’ve committed a de-motivating, yet all too common, mistake: telling people what to do without explaining why it needs to be done.
Perhaps the mistake was unintentional on your part – you just didn’t think before issuing your directive. Or maybe it was intentional – and justified in your mind with a rationalization such as: They don’t need to know why … I don’t have to explain my decisions … I don’t have time to list all the reasons. Either way, it was still a mistake … and a clear demonstration that you had forgotten how lousy it felt when others had done the very same thing to you.
So why was it a mistake? Because it borders on childlike treatment (“Do it because I said so!”) which tends to produce anger, resentment, and half-hearted effort. More importantly, it’s a squandered opportunity to get people on-board with, and committed to, what needs to be accomplished.
Here’s a good rule of thumb to guide your future actions: Unless it will violate a legitimate need for confidentiality, always tell people the good reasons for doing what you want done. That’s your WHAT. Your WHY? Because it’s the appropriate way to deal with adults, it produces positive results, and it’s a courtesy that’s simply the right thing to do.
And one more thing …
If you ever find that you can’t come up with good reasons for acting, stop worrying about others’ commitment and start questioning the action, itself!
Human Nature 101
Adults are more likely to be committed to actions
and behaviors when they understand the
good reasons behind them.
Friday, May 21, 2010
Wednesday, May 19, 2010
Getting Good at Getting Along
Excerpt from Getting Good at Getting Along
Many people say that the best relationships are those that are 50-50. It’s a nice idea, but it often falls short in real life. People hold onto resentments – waiting for the other person to “see the light.” People insist that others take their share of responsibility when an issue comes up: “I’ve done my part; now it’s their turn.” The problem is, you might be waiting a very long time if you always insist that relationships (and their problems) be 50-50 propositions.
If you’re really serious about getting good at getting along with others, here’s an idea that can transform your life: Instead of expecting people to meet you 50-50, try making it 100-0. You take on the entire responsibility for making the relationship work, and don’t worry about whether the other person is doing their part!
Yes, it’s a somewhat radical idea. But if you’re up to really having amazing relationships at work – and in your personal life – this will do it. You’ll never again feel that you’re at the mercy of someone else. You’ll never feel like a victim of another’s actions or inactions.
Here’s how it works …
• Assume that the other person is a given. “He is who he is.” “This is her personality – she isn’t going to change.” Just accept the person exactly as they are – and exactly as they aren’t. This is who you’ve got to work with.
• Ask yourself, How can I change my words or actions when I deal with this person? You don’t have to change your whole personality – you’re just going to use different language and behaviors when dealing with this person.
• Try out new behaviors and new ways of conversing with your “problem person.” See what works and do more of it. If something doesn’t work, stop doing it.
• Learn from others. Watch others who have excellent interpersonal relationships and learn from them. If you want good relationships like those, mimic them.
• When there’s a problem, take ownership of it. As long as someone else is the problem, you’re powerless. But if YOU own the problem, then YOU can own and control the solution.
Many people say that the best relationships are those that are 50-50. It’s a nice idea, but it often falls short in real life. People hold onto resentments – waiting for the other person to “see the light.” People insist that others take their share of responsibility when an issue comes up: “I’ve done my part; now it’s their turn.” The problem is, you might be waiting a very long time if you always insist that relationships (and their problems) be 50-50 propositions.
If you’re really serious about getting good at getting along with others, here’s an idea that can transform your life: Instead of expecting people to meet you 50-50, try making it 100-0. You take on the entire responsibility for making the relationship work, and don’t worry about whether the other person is doing their part!
Yes, it’s a somewhat radical idea. But if you’re up to really having amazing relationships at work – and in your personal life – this will do it. You’ll never again feel that you’re at the mercy of someone else. You’ll never feel like a victim of another’s actions or inactions.
Here’s how it works …
• Assume that the other person is a given. “He is who he is.” “This is her personality – she isn’t going to change.” Just accept the person exactly as they are – and exactly as they aren’t. This is who you’ve got to work with.
• Ask yourself, How can I change my words or actions when I deal with this person? You don’t have to change your whole personality – you’re just going to use different language and behaviors when dealing with this person.
• Try out new behaviors and new ways of conversing with your “problem person.” See what works and do more of it. If something doesn’t work, stop doing it.
• Learn from others. Watch others who have excellent interpersonal relationships and learn from them. If you want good relationships like those, mimic them.
• When there’s a problem, take ownership of it. As long as someone else is the problem, you’re powerless. But if YOU own the problem, then YOU can own and control the solution.
Tuesday, May 18, 2010
he 5 Characteristics of the Next Top Sales Person
Character #1 : Results Focused
One of best things about being a sales person is you have a tremendous amount of freedom and discretion in how you use your time. In return, you must be able to stay focused on the big picture and not let small problems or dramas distract you.
Character #2 : Courageous
We all experience fear at one time or another. Great salespeople are courageous in that they are able to act and move forward even in the presence of their own fears. Fear is the reaction we have when you know that you need to do something or that something is going to happen soon that you are not prepared for.
Character #3 : High Energy
The true top-performers got that way by working long and hard to beat out their competition while the other guys were enjoying themselves on the golf course. In short, you must be able to do “Whatever It Takes” to get to the top.
Character #4 : Knows People
The ability to establish rapport and maintain rapport is probably the single most powerful skill a salesperson can have. The most flexible people can adapt and establish rapport with others from a multitude of backgrounds and cultures.
Character #5 : Committed To Growth
Great salespeople got that way by always looking for a better way. They are always improving their approach, their techniques and their attitude. Great salespeople know that they must look for the best examples of excellence and adopt the individual aspects of this that they can use.
One of best things about being a sales person is you have a tremendous amount of freedom and discretion in how you use your time. In return, you must be able to stay focused on the big picture and not let small problems or dramas distract you.
Character #2 : Courageous
We all experience fear at one time or another. Great salespeople are courageous in that they are able to act and move forward even in the presence of their own fears. Fear is the reaction we have when you know that you need to do something or that something is going to happen soon that you are not prepared for.
Character #3 : High Energy
The true top-performers got that way by working long and hard to beat out their competition while the other guys were enjoying themselves on the golf course. In short, you must be able to do “Whatever It Takes” to get to the top.
Character #4 : Knows People
The ability to establish rapport and maintain rapport is probably the single most powerful skill a salesperson can have. The most flexible people can adapt and establish rapport with others from a multitude of backgrounds and cultures.
Character #5 : Committed To Growth
Great salespeople got that way by always looking for a better way. They are always improving their approach, their techniques and their attitude. Great salespeople know that they must look for the best examples of excellence and adopt the individual aspects of this that they can use.
Friday, May 14, 2010
Essentials of Communication
Choose the Right Medium for Your Message
The general rule of thumb is: The more impersonal the information to be conveyed, the more impersonal the method of conveying it. For instance, if you want to set the time and date for a meeting, email or text message is fine. If you’re giving directions to an event, same thing. When all you’re conveying is facts or data, using impersonal modes of communication is appropriate.
The converse is also true: The more personal or sensitive the information to be conveyed, the more personal the medium should be. For instance, if you need to discuss salary or benefits with someone, a face-to-face conversation is always best. Second best choice would be the telephone. You do NOT want to discuss things like salary in an impersonal way – like via email.
It’s the same with emotional issues – topics about which you or others have strong feelings. If you’ve offended someone – pick up the phone and call them. If you’re disappointed in someone else – pick up the phone and call them. Better yet, go see them! Resolving conflicts or misunderstandings are almost always done better in person or on the phone. You need the personal touch.
It is very tempting in these days of instant computer messaging and all sorts of fast, easy ways to communicate, to just use the convenient, fastest way. Don’t do it!
Consider how personal your message is; think about the person(s) on the receiving end; carefully choose a mode of communication that suits the message AND recipient.
The newest computer can merely compound, at speed, the oldest problem in the relations between human beings, and in the end the communicator will be confronted with the old problem of what to say and how to say it.
~Edward R. Murrow
The general rule of thumb is: The more impersonal the information to be conveyed, the more impersonal the method of conveying it. For instance, if you want to set the time and date for a meeting, email or text message is fine. If you’re giving directions to an event, same thing. When all you’re conveying is facts or data, using impersonal modes of communication is appropriate.
The converse is also true: The more personal or sensitive the information to be conveyed, the more personal the medium should be. For instance, if you need to discuss salary or benefits with someone, a face-to-face conversation is always best. Second best choice would be the telephone. You do NOT want to discuss things like salary in an impersonal way – like via email.
It’s the same with emotional issues – topics about which you or others have strong feelings. If you’ve offended someone – pick up the phone and call them. If you’re disappointed in someone else – pick up the phone and call them. Better yet, go see them! Resolving conflicts or misunderstandings are almost always done better in person or on the phone. You need the personal touch.
It is very tempting in these days of instant computer messaging and all sorts of fast, easy ways to communicate, to just use the convenient, fastest way. Don’t do it!
Consider how personal your message is; think about the person(s) on the receiving end; carefully choose a mode of communication that suits the message AND recipient.
The newest computer can merely compound, at speed, the oldest problem in the relations between human beings, and in the end the communicator will be confronted with the old problem of what to say and how to say it.
~Edward R. Murrow
Thursday, May 13, 2010
KEYS TO SUCCESS
Be Prepared
Success at almost anything doesn’t just happen. In almost every area of your life, the more you prepare, the better the result will be.
~Joel H. Weldon
Joel Weldon has been one of America’s most successful and respected professional speakers for more than three decades. In 1989, he was honored as the recipient of the Golden Gavel, the most prestigious award conferred by Toastmasters International. Other winners have included such illustrious names as Walter Cronkite, Earl Nightingale, Art Linkletter, Ken Blanchard and Stephen Covey.
Weldon has also been inducted into the National Speakers Hall of Fame and, in 2006, was named a “Legend of the Speaking Profession.” He’s known worldwide for his unique trademark, a heavy 8-ounce can which sits on the desks of thousands of his clients and customers, with a label that reads: “Success Comes In CANS, Not In Cannots!”
Asked the secret of his success, he cites several factors, including preparation. Although he has given more than 2,800 presentations, he says: “As a professional speaker for more than 35 years, I still invest 50 hours to prepare for each of my custom keynote speeches and seminars. Why? Because to be excellent, I know each idea presented must relate specifically to the audience.”
He adds, “Excellence is the result of effort and preparation. How much time are you willing to invest in order to be amazing at what you do — so people can only describe your results as excellent? It’s one of the keys to your success.”
Success at almost anything doesn’t just happen. In almost every area of your life, the more you prepare, the better the result will be.
~Joel H. Weldon
Joel Weldon has been one of America’s most successful and respected professional speakers for more than three decades. In 1989, he was honored as the recipient of the Golden Gavel, the most prestigious award conferred by Toastmasters International. Other winners have included such illustrious names as Walter Cronkite, Earl Nightingale, Art Linkletter, Ken Blanchard and Stephen Covey.
Weldon has also been inducted into the National Speakers Hall of Fame and, in 2006, was named a “Legend of the Speaking Profession.” He’s known worldwide for his unique trademark, a heavy 8-ounce can which sits on the desks of thousands of his clients and customers, with a label that reads: “Success Comes In CANS, Not In Cannots!”
Asked the secret of his success, he cites several factors, including preparation. Although he has given more than 2,800 presentations, he says: “As a professional speaker for more than 35 years, I still invest 50 hours to prepare for each of my custom keynote speeches and seminars. Why? Because to be excellent, I know each idea presented must relate specifically to the audience.”
He adds, “Excellence is the result of effort and preparation. How much time are you willing to invest in order to be amazing at what you do — so people can only describe your results as excellent? It’s one of the keys to your success.”
Saturday, May 8, 2010
Ways to Walk the Customer Service Talk
• Use their name. Get the customer’s name early by asking, or by looking at their check, credit card, etc. Then use the name throughout the transaction. Use “Mr.” or “Ms.” unless you sense that the more personal first name is appropriate.
• Tell them your name. Starting service interactions with, “Welcome to XYZ Company. I’m Chris. How can I serve you?” makes the interaction more friendly and personal. The customer can connect with you as a person rather than a “server.”
• Respect the customer’s time. Never, ever make them wait for anything without offering an explanation, an apology, and an alternative to waiting.
• If you make a mistake when dealing with a customer, admit it, apologize for it, fix it, and move on. Customers really don’t expect you to be perfect. They do, however, expect you to be honest and responsible … and make a great recovery.
• Here’s a biggie: Never tell a customer that you can’t do something unless you immediately follow with a description of what you CAN do for them! Customer service is about DOING – not explaining or rationalizing what you’re not doing.
• Always, always, ALWAYS thank customers for their business. Tell them how much you appreciate their choosing your organization for the products and services they need. Remember, it’s the customer who’s paying your salary – as well as paying for: the phone you’re talking on, the counter you’re standing behind, the vehicle you’re driving …
• Tell them your name. Starting service interactions with, “Welcome to XYZ Company. I’m Chris. How can I serve you?” makes the interaction more friendly and personal. The customer can connect with you as a person rather than a “server.”
• Respect the customer’s time. Never, ever make them wait for anything without offering an explanation, an apology, and an alternative to waiting.
• If you make a mistake when dealing with a customer, admit it, apologize for it, fix it, and move on. Customers really don’t expect you to be perfect. They do, however, expect you to be honest and responsible … and make a great recovery.
• Here’s a biggie: Never tell a customer that you can’t do something unless you immediately follow with a description of what you CAN do for them! Customer service is about DOING – not explaining or rationalizing what you’re not doing.
• Always, always, ALWAYS thank customers for their business. Tell them how much you appreciate their choosing your organization for the products and services they need. Remember, it’s the customer who’s paying your salary – as well as paying for: the phone you’re talking on, the counter you’re standing behind, the vehicle you’re driving …
Wednesday, May 5, 2010
The Simple Truths of Service
Years ago you could abuse customers and they had no choice. There was nobody else doing your business. Today things are very different. If you don’t take care of your customers, somebody is waiting, ready and willing to do it.
Today your competitive advantage is not the quality of your product or service. If you don’t have a high quality product or service, you’re not even in the game. Your competitive edge today cannot be your price, because someone can always undercut your price. What you need is a fair price. The real competitive edge you have today is how you treat your customers. The one thing your competition can’t take away from you is the relationship your people have with your customers.
That’s why I fell in love with Barbara Glanz’s story of Johnny the Bagger. With her blessing, I’ve shared the story of Johnny the Bagger over and over again, everywhere I go, to illustrate that every person can make a difference for his or her customers.
Let me give you an example of the impact this story has had. Our training and consulting company was asked to develop a customer service training program for all the frontline employees involved in the opening of the new San Diego Padre Stadium, Petco Park. Since the building of the park was a controversial proposition, the top managers wanted the fans to have a very special experience in the new park. As we helped them set the customer service vision for the park, they decided that they were in the Major League memory business. Every night, every employee—whether they were in food service, maintenance, security, or what have you—was expected to focus his or her energy on creating good fan memories.
As part of the training, I made a short video, telling the story of Johnny. I ended the video looking into the camera and saying directly to every park employee, “Are you going to be a Johnny tonight?” This video was shown to everyone, no matter whether they were part-time or full-time.
A number of the department managers told me that every night before the gates opened, they would ask their people, “Are you going to be a Johnny tonight?” The first summer that Petco Park was in business, they got 75,000 unsolicited notes and letters from fans telling stories of how they had been blown away by the service they had received from someone in the park.
For example, a friend of ours ordered two fish tacos at one of the concession stands. When he got back to his seat, he took a bite and discovered that they had given him chicken tacos. Since he was yearning for fish tacos, he returned to the concession stand to exchange them. When he told the counter person what had happened, the young man’s initial response was, “Let me talk to my supervisor.” A more experienced worker next to him heard the conversation and said, “You don’t have to ask the supervisor. This man did not get what he wanted, so give him two fish tacos. We work for him.”
Another person told me his wife brought their little baby to the game one night and ran out of milk. She went to one of the concession stands and asked for some milk. A young man behind the counter said, “We don’t sell milk here, but I know where I can get it. What’s your seat number?” This young man got someone to cover his station while he raced out of the ballpark and down the street to a 7-11, where he bought some milk. He came back, heated the milk up, and took it to the waiting mother. She couldn’t believe it.
Neither will you after you read the Johnny story and see how you and everyone in your organization can make a difference in your customers’ lives. The memories you create will keep people coming back—and bringing their friends—for years to come.
Copyright Simple Truths, LLC, all rights reserved and reprinted with permission.
Today your competitive advantage is not the quality of your product or service. If you don’t have a high quality product or service, you’re not even in the game. Your competitive edge today cannot be your price, because someone can always undercut your price. What you need is a fair price. The real competitive edge you have today is how you treat your customers. The one thing your competition can’t take away from you is the relationship your people have with your customers.
That’s why I fell in love with Barbara Glanz’s story of Johnny the Bagger. With her blessing, I’ve shared the story of Johnny the Bagger over and over again, everywhere I go, to illustrate that every person can make a difference for his or her customers.
Let me give you an example of the impact this story has had. Our training and consulting company was asked to develop a customer service training program for all the frontline employees involved in the opening of the new San Diego Padre Stadium, Petco Park. Since the building of the park was a controversial proposition, the top managers wanted the fans to have a very special experience in the new park. As we helped them set the customer service vision for the park, they decided that they were in the Major League memory business. Every night, every employee—whether they were in food service, maintenance, security, or what have you—was expected to focus his or her energy on creating good fan memories.
As part of the training, I made a short video, telling the story of Johnny. I ended the video looking into the camera and saying directly to every park employee, “Are you going to be a Johnny tonight?” This video was shown to everyone, no matter whether they were part-time or full-time.
A number of the department managers told me that every night before the gates opened, they would ask their people, “Are you going to be a Johnny tonight?” The first summer that Petco Park was in business, they got 75,000 unsolicited notes and letters from fans telling stories of how they had been blown away by the service they had received from someone in the park.
For example, a friend of ours ordered two fish tacos at one of the concession stands. When he got back to his seat, he took a bite and discovered that they had given him chicken tacos. Since he was yearning for fish tacos, he returned to the concession stand to exchange them. When he told the counter person what had happened, the young man’s initial response was, “Let me talk to my supervisor.” A more experienced worker next to him heard the conversation and said, “You don’t have to ask the supervisor. This man did not get what he wanted, so give him two fish tacos. We work for him.”
Another person told me his wife brought their little baby to the game one night and ran out of milk. She went to one of the concession stands and asked for some milk. A young man behind the counter said, “We don’t sell milk here, but I know where I can get it. What’s your seat number?” This young man got someone to cover his station while he raced out of the ballpark and down the street to a 7-11, where he bought some milk. He came back, heated the milk up, and took it to the waiting mother. She couldn’t believe it.
Neither will you after you read the Johnny story and see how you and everyone in your organization can make a difference in your customers’ lives. The memories you create will keep people coming back—and bringing their friends—for years to come.
Copyright Simple Truths, LLC, all rights reserved and reprinted with permission.
Monday, May 3, 2010
Leadership
As a Greek philosophy, Pluto said,
“The greatest part of instruction is being reminded of things that you have already known – that is the best part of learning…
I am only going to add value by reminding you,, the leadership values.
Remember!!!
Few leaders are successful unless a lot of people want them to be. This is the simple truth.
It is said,
“A wise man learns from his mistake and a wiser man learns from other mistakes. The wisest of the lot learn from others success…”
Leadership makes the different. True leadership is not easy to learn BUT becoming a better leader pays dividends.
Leadership requires a lot from a person. It is demanding and complex…
• Leadership is the passion to makes a different with others.
• Leadership is being dissatisfied with the current reality.
• Leadership is taking the responsibility while other is making excuses.
• Leadership is seeing the possibilities in a situation while others are seeing limitation
• Leadership is an open mind and open heart.
• Leadership is the ability to submerge ego for the sake of what is best.
• Leadership is your heart speaking to the heart of others.
• Leadership is the integration of heart, head and soul.
• Leadership is the capacity to care and in caring to liberate the idea as energy and capacity of others.
• Leadership is the dream of reality.
• Leadership is above all courage and transparent.
Many say being on the top is lonely. A leader is at the top, but being lonely is b*** s***. Loneliness is not a positional issue but merely a personal issue.
Transparent leader is never lonely. A leader who takes people with him to the top is never lonely.
Remember, leader’s capability begins with personal success. It ends with helping others with their personal success.
Leader must ensure people around him succeed as well.
Transparency leadership is the key – it creates a great aura around you.
Point-to-note:
Leaders must constantly demonstrate the 3 things:
1. Initiative
• You have to get up to go up
2. Sacrifice
• You have to give up to go up
3. Maturity
• You have to grow up to go up
4. Transparent
• You have to practice it to go up
LEADSHIP ---- The toughest job as a leader is leading yourself
It is human nature we forget this and lead people the way that we think it should. Leadership is leading oneself first then the others.
Keys in leading yourself
1. Learn fellowship
2. Learn to give from your heart
3. Develop total self discipline
4. Be detail and patience
5. Be accountable (never shift responsibility)
Leadership is a journey and not a destination. Leaders take people along with them; assist people to be successful.
Point-to-note:
“Civilization is always in danger when those who have never learned to obey are given the right to command”
- Bishop Fulton J. Sheen -
A great Chinese saying:
“When we are foolish, we want to conquer the world… when we are wise, we conquer ourselves…”
“The greatest part of instruction is being reminded of things that you have already known – that is the best part of learning…
I am only going to add value by reminding you,, the leadership values.
Remember!!!
Few leaders are successful unless a lot of people want them to be. This is the simple truth.
It is said,
“A wise man learns from his mistake and a wiser man learns from other mistakes. The wisest of the lot learn from others success…”
Leadership makes the different. True leadership is not easy to learn BUT becoming a better leader pays dividends.
Leadership requires a lot from a person. It is demanding and complex…
• Leadership is the passion to makes a different with others.
• Leadership is being dissatisfied with the current reality.
• Leadership is taking the responsibility while other is making excuses.
• Leadership is seeing the possibilities in a situation while others are seeing limitation
• Leadership is an open mind and open heart.
• Leadership is the ability to submerge ego for the sake of what is best.
• Leadership is your heart speaking to the heart of others.
• Leadership is the integration of heart, head and soul.
• Leadership is the capacity to care and in caring to liberate the idea as energy and capacity of others.
• Leadership is the dream of reality.
• Leadership is above all courage and transparent.
Many say being on the top is lonely. A leader is at the top, but being lonely is b*** s***. Loneliness is not a positional issue but merely a personal issue.
Transparent leader is never lonely. A leader who takes people with him to the top is never lonely.
Remember, leader’s capability begins with personal success. It ends with helping others with their personal success.
Leader must ensure people around him succeed as well.
Transparency leadership is the key – it creates a great aura around you.
Point-to-note:
Leaders must constantly demonstrate the 3 things:
1. Initiative
• You have to get up to go up
2. Sacrifice
• You have to give up to go up
3. Maturity
• You have to grow up to go up
4. Transparent
• You have to practice it to go up
LEADSHIP ---- The toughest job as a leader is leading yourself
It is human nature we forget this and lead people the way that we think it should. Leadership is leading oneself first then the others.
Keys in leading yourself
1. Learn fellowship
2. Learn to give from your heart
3. Develop total self discipline
4. Be detail and patience
5. Be accountable (never shift responsibility)
Leadership is a journey and not a destination. Leaders take people along with them; assist people to be successful.
Point-to-note:
“Civilization is always in danger when those who have never learned to obey are given the right to command”
- Bishop Fulton J. Sheen -
A great Chinese saying:
“When we are foolish, we want to conquer the world… when we are wise, we conquer ourselves…”
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