Coaching Businesses to Success News Update

I was at lunch this week with an old friend who works for a public body. Over time, the hierarchy has changed... and changed...and changed, mainly driven by accountants, such that there is no character left in the organisation.

In fact, although they have high hopes for making it much more efficient, they are destined to be a lot less effective. But that seems to matter little.

My friend used some words that I never thought I would hear from him. Early 40's, very focused in HR and therefore in the middle, between senior management and their accountants and the real people who work at the sharp end. He sees standards collapsing and worse, key people leaving and recruitment becoming a nightmare.

Those words were:-

"I loved it here once, but now I'm just here for the pension".

Change has been necessary, but it has been imposed with a steely set of directives, with middle and lower management qualities just unable to cope. Change imposed with vicious penalties for non-compliance and less people to do it!

So the organisation is very, very miserable, with everyone looking for the way out as soon as possible.

Consequently, their organisation is performing much worse and the people who are at the sharp end have to field an embarrassing flow of clients who are receiving unsatisfactory service, which demoralises them.

Then guess what. Some of them leave too - and the cycle gets worse.

So, what to do? Their 'executives' would do well to face the realities of their own lack of focus on management development and from the very top of the organisation down, they themselves need to walk the talk of coaching, support and encouragement.

Without fail.

But it will take some time to regenerate the motivated people who were originally a part of this organisation. And you also wonder, don't you, whether there is any will to make these changes. Often those at the top of organisations are pretty well protected and not measured by their results. They find things don't go to plan and leave, with the organisation in a far worse place. Yet they get their leaving bonus and move on to another obscenely paid role. Why change their style indeed? What a game!

August 2, 2005 20:05 - Maid or Made in Manhattan

Maybe I'm just a sucker for a good ending, but I like films that have all the ingredients of a nice successful outcome. The underdog, badly treated and the impossible goal. 'Working Girl' is one example, where Melanie Griffith is the downtrodden wannabe from Staten Island (great shots on the ferry!) who gets the rug pulled from under her for a while at least by nasty old Sigourney Weaver. The film also benefits from having a Carly Simon number as it's signature tune ('Let the River Run').

In 'Maid in Manhattan' the movie follows a formulaic pattern not dissimilar to 'Working Girl', but, well for me at least, it is all the more enjoyable for it.

Bob Hoskins plays a bigger-then-cameo role in it and has a couple of lines of dialogue which are great for coaches - so I thought I'd share one of them with you maybe to ponder over. It resonated with me anyway!

After JLo is sacked for, shall we say, misrepresenting herself as a 'posh' person, Hoskins hands his security pass in as well. "Sometimes we are forced down a path we should have taken ourselves long ago", he says (the dialogue may not be absolute as I'm always fascinated by it at this point - so can't get it down!). Hoskins, in the role, is making the point that so often we would be better off if we took steps that we could take, before we are thrust into them eventually - and so often that is for the better.

Indeed when redundancy happens, or someone dies, or a tragedy occurs, there is much to take from them, yet maybe what we take from them in that extreme set of circumstances, we could, without question have taken alone, if we'd had the courage, and maybe sometimes the vision, to do it.

Come to think of it, but 'Pretty Woman' is another favourite of mine, as is 'Field of Dreams' - so that just about sums me up!

August 4, 2005 22:06 - Happiness - To Pursue or Avoid

In "The Last Canyon", by John Vernon, a fascinating part fact/part fiction epic about John Wesley Powell's expedition of discovery through the Grand Canyon, there is a small piece of dialogue near the front of the book.

In that dialogue, Powell chastises one of his crew about his surliness. The crewman, Bill Dunn, says this in return, "I don't wish to be happy". "Why is that?" asks Powell. "Afraid it won't last", replies Dunn.

And sometimes do we get in our own way? Is it possible, even subconsciously, that we are afraid of being happy, because the pain afterwards if we lose it, might be so uncomfortable that we would really hurt?

Fast-forward into a business context. On the one hand, is it possible that your people might feel uncomfortable taking on new experiences, challenges and even responsibilities because they could be afraid of 'getting it wrong' and thus suffering pain. And if so, how do you get them over that hump.

Indeed how do you encourage those people in your team who show no interest in progression at all or simply don't want to take on extra responsibilities because of the possibility of 'getting it wrong'?

Small steps, well supported, encouraged, never wrong. That's how. Have you seen, or even been yourself, a mother with a child starting to walk?

Well, that's how you gently stretch your people. Far from being small children who have no concept of 'wrong', your people have a lifetime's experience of being told off - so they need a gentle touch all the more.

Small steps lead, over time to huge leaps.

Over time, as a coach, I've worked with a number of clients who just needed the encouragement to get them going and then there was no stopping them, yet their working (and sometimes home) environment was anything but encouraging.

It was very fulfilling work, the time we spent together. And you can do this too, as a benefit to your business or organisation, yourself with empowered and capable people and above all, to those individuals who, for one reason or another are "Afraid it won't last", so don't try at all.

August 6, 2005 00:57 - Regaining Control - Nine Steps for New Managers

One of my clients has been struggling with one of his managers ever since he was appointed into the new role.This subsidiary manager had been undermining the performance of the business for years and had seen off four previous managers with his intimidating... (Read Article)

August 7, 2005 23:02 - Management Development - Micromanagement Works!

Ever been told not to micromanage your people? Because it irritates them and is a waste of your time, their time and leads to bad habits? Well it's all true. If you micromanage your people in all that they do, it will drive you and them nuts. But there is a... (Read Article)

August 9, 2005 22:40 - Set Your Boundaries Early Enough

I recently came across a 21-year old woman who is taking some time out from University to travel.

Leanne is firstly going around Europe for a couple of months with her boyfriend and then she is off to Australia for the rest of the year, where she is working part-time as a cartoonist for a friend, who works in that market.

What impressed me was the clarity and honesty of her boundaries.

Determined to enjoy her life to the full, Leanne has been very clear with family and her boyfriend how important this 'space' is for her at this time of her life.

In doing this she has enabled herself to have very healthy relationships, whilst also being able to do the things that she is passionate about herself - namely, travelling and enjoying the hobby/skill, which she does not see as her long-term career (yet!).

Leanne has stumbled upon (because I don't think she realises how vital this action is) something that is critical at her tender age, but becomes much more important as we get older and perhaps into long-term relationships. Being very firm about the lines we draw, or in coaching parlance, the boundaries we set around ourselves, is very important for us to be healthy in our relationships and is critical to set the scene for the future.

Realising as you get older that the relationships you have formed have boundaries that are not clear enough, generates all sorts of problems. Reaching some sort of ill-defined, yet very real mid-life, triggers responses that are likely to take us back to what we wish we had made clear.

Yet starting again really bemuses and puzzles partners. They wonder what's wrong with you, they truly wonder what's wrong with them and all sorts of inadequacies kick in, not to mention feelings of mistrust, dissatisfaction, jealousy as well as fear.

If you are young enough; if you are not yet in a deep meaningful relationship; then now is the time to be very clear upon what your own 'ground rules ' are.

What is so important to you that you will not let it go and what's more, you will dig your heels in and tell a loved one that this issue is so sacrosanct that when they get you, they do so and take your boundaries on as well. If they believe and trust in the relationship enough they will not only do this, but they will bring some things that are vital to them as well.

Ultimately, it is far better to be open about it early on, as Leanne was, than later.

August 10, 2005 18:29 - Who Shouts for You?

'Crowd songs and cheering fans officially improve on-pitch sports performances', new research from the University of Wolverhampton has revealed. Professor Andy Lane, a sports and exercise psychologist, says singing really does equal winning.

Whilst this information is of some value to the sports stars we see every day on our television screens, how does it benefit the work that your people do every day.

What, for example, is the difference between a manager who criticises and 'beats up' his team to try to force better performance and one who is supportive and encouraging?

A little story. One of my relations works in a business that is struggling. Their performance has been way off for months in a very challenging business environment. Yesterday, her area boss came in and gave her own manager a bollocking because their performance was not up to target (for more on this checkout this article) .

Her own manager is quite new, scared, under tremendous pressure (and has already had time off sick) and rather inexperienced in this role. After her boss left, she 'twitched' - a knee-jerk reaction and she 'bollocked' all of her staff. Their response? Most of them are already looking for different work. Other key players in her team vowed to look harder and faster. Motivation is at an all-time low and those who have served well are right now paring back their effort to the bare minimum.

If Andy Lane's work is to be extrapolated to the normal workplace rather than the sports field, what might the local manager have done to improve performance?

In fact this is another example of panic and poor management all the way down the line. I know for a fact that the area manager's boss works in the same manic way and tries to control by fear and shouting.

Perhaps there needs to be a 'brain chip replacement' there - or at the very least a review of recruitment practices and leading by example effects.

The evidence shows (as if we didn't know it already!), that people work far, far better when they are engaged, supported, encoyraged and feel that what they do is appreciated. Good for Andy and his sports work - maybe he could send a copy of his report on...

Read the full article about Andy Lane's research right here. By the way, he's also done research on how to score more penalties!

August 11, 2005 20:01 - Building the Trust in Your People - 12 Easy Tips

Building trust with those you work with, especially if you manage them, is vital. There are a few things that are vital that you get clear on - they are not challenging, but they are important and will require that you stick to these rules - or run the risk... (Read Article)

August 11, 2005 20:05 - It's Wet But It's So Good

I'm indebted to a posting on Training Ideas, a Yahoo Group for trainers, coaches and HR people for pointing me to Lessons From Water, a lovely website devoted to how we can gain peace and comfort from the water around us, in watever form takes our fancy.

If you delve a little deeper into the website that Ellen Britt has created, you can hear samples of wonderful music, see (depending on your video capacity) beautiful excerpts from The Fifth Season and, if you are so inclined, buy the videos and the music as a package. It is really inspiring stuff. Check it out!

August 14, 2005 21:54 - Better or Worse?

For those of you who are optically challenged, the words 'better or worse' will be familiar. When having your eyes tested, they twist the lenses correcting your eyes to assess the astigmatism (I think!)

Yet when we make decisions and let them run, how much time do we take to check 'better or worse'?

Think back to decisions you have made this week. If there has been enough time to make an assessment, is the outcome better or worse than the situation before? How do you know? Who else have you run this past?

If you get into the habit of checking whether something is 'better or worse' than before you made an adjustment and including your key people in helping you decide (and being brave enough to accept those times when it is the business best interests to backtrack even), the inbuilt feedback loop will have wide benefits.

Not just in the way you make and assess decisions, but also in which you demonstrate how much notice you take of your people as well.

Which is hugely developmental for your team building too.

August 15, 2005 17:52 - Overpromising...

Maybe it's just because I'm a retailer at heart, but sometimes I make a dreadful customer!

You see, I expect things promised and i get disappointed when they aren't, as it's just not necessary.

As an avid reader, you might understand that I am a fan of most bookshops. So Borders, especially one with a Starbucks in it, with my love of coffee, is definitely one step towards heaven for me.

Being a book fan, and I do love music, (though apart from some real favourites, I prefer to listen to the wide range of excellent music on the radio, especially the 'Listen Again' feature on the BBC), I like to browse, so a local Borders was just the place recently to spend a lunchtime hour.

So as I passed the end of the music section, I saw a familiar CD and picked up the headset, followed the instructions to scan the barcode of the CD and prepared to listen.

Much to my disappointment, I was told that the CD in question was not in the database and to try another, which I did, until all the 10 or so CDs had been unsuccessfully scanned. All with the same message. None could be listened to - despite being placed in such a position as to lend themselves to being listened to. When I raised this with the staff on the sales counter nearby, I was told that some weren't in the database.

When I asked why they were close by the headsets, I was met with a shrug of the shoulders. A little later as I was browsing the magazines I overheard one of the staff saying 'he was just rude'

Well, maybe that is their impression. I don't think I was being rude, more that I was querying something that I could reasonably expect, but that wasn't possible.

Now, I don't blame individual members of staff usually, but somewhere along the line, not only have Borders failed to deliver to my expectations (and the dozens of other customers who didn't take the trouble to question something that was annoying), but, sadly, they saw that as my 'fault' and not acceptable.

I didn't buy anything. Maybe I won't buy anything from Borders again. All because someone in their local team wasn't accountable for delivering what their customers could reasonably expect.

A little disappointing really.

August 16, 2005 20:21 - Employees Receive True Satisfaction...

I recently wrote an answer to a query on an HR forum about how a manager I came across, insisted that everyone complete an employee satisfaction survey, by standing over his people as they completed them.

I also came across a senior manager who would not allow certain complaints to go forward to an employee forum with the words, 'You can forget that, there is no way I'm letting you say that'!

So it was truly refreshing this week when I came across the following in a business I know quite well, from a very junior manager, for whom I already have the highest respect::-

"It's your chance to be honest about the information you're given from your Manager (me!) and your Supervisor. Jayne and myself are measured on this survey as part of our contracts. I would be grateful if you do have any issues, you would feel that you could discuss them with one of us, so they do not present a surprise when the result comes through! If you want to jot any issues down on paper, without your name on, we will look into these for you."
I think this is a tremendous effort to solve problems readily and to the satisfaction of their employees. It opens an honest dialogue which over time, will build respect and trust.

This manager will go far and without doubt, he will take his people alongside him, with the outcome of truly enhanced business performance.

I wanted to share that with you. I bang on a lot about the standards of management I come across, but this is a great example of pro-active listening, indeed hearing the needs of employees, which is to be really congratulated.

Well done indeed James!

August 17, 2005 17:04 - The Station - Robert Hastings

Tucked away in our subconscious is an idyllic vision We see ourselves on a long trip that spans a continent We are travelling by trains Out of the windows, we drink in the passing scene of cars on nearby highways Of children waving at a distant crossing Of... (Read Article)

August 17, 2005 17:08 - 80-day Confidence Rules

My current read is 'Around the World in 80 Days' by Jules Verne. It satisfies my number one value, which is adventure and I read it now and again. In fact apart from the adventure part, there is something else which I have noticed about Verne's anti-hero, Phileas Fogg, which it is time to share with you.

Apart from being a rather aloof cove (as Bertie Wooster would say!), Fogg has a couple of other interesting behaviours which I am admiring as I read the book.

Firstly, he is a total gentleman and sets his personal standards highly. Despite the urgency of his quest, he arranges his time to be able to take a small side-trip to rescue the damsel in distress in the middle of India. What a star!

But there is one quality that is currently very much close to mind that he demonstrates pretty frequently. Phileas Fogg is quietly confident throughout the expedition. Nothing shakes him from is inner belief that he will come good at the end. Despite the missed trains and boats along the way, losing time in ways that would frustrate most folk in his situation, Fogg never seems to bat an eyelid.

In fact Phileas Fogg is the ideal example of someone who innately believes that his outcome will happen and has comfort with himself. In the end (hope I'm not spoiling the book for anyone!), he wins out - just! Yet somehow, he always knew he would, as did we, the reader. Perhaps in life it is time to have more confident that what is right will be the outcome and enjoy the journey. Checkout "The Station" by Robert Hastings, a little poem listed below for a great way to be and that the object of the journey is not the outcome (that will, inevitably take care of itself), more the journey itself.

Thanks Jules for sharing that with us!

August 19, 2005 19:05 - The Synergy of Working Together

I spent a great day today with my friends and clients at Property for Life.

I am always impressed how well this group can be facilitated to come out with a significant number of action points each time we meet. They work hard, are focused and really passionate about moving their business to the next level each time we meet.

David Austin, their MD, is a little unusual in how he works the business. David brought me in a few months ago, to help them take a look at every single issue they needed to respond to, in order to make their business grow. David has always been happy to accept changes that he himself needs to make, whilst encouraging his team to be open and honest with what their needs are as well.

At our first session in April, many ideas were 'outed' some which were quick JDIs (checkout the article here!) and others which were longer term goals. In all of these we agreed, on the spot, both who would be accountable and also the timescale they would meet to deliver it. Whilst not absolutely everything was done, most was achieved and after a really tough morning session today, they have over 40 more, progressive 'actions' to take.

Everyone gets so excited and involved, whilst I get to support, encourage, cajole and bully(!) even, especially when we are working fast and in a focused way - a way, I might add, which really crystallises the thinking.

As an example, in April, a number of issues arose around their accommodation.

And David and the team are moving to new offices next week!

I endorse the customer-focused philosophy of Property for Life for the ethical way that I hear them discussing the needs of their clients and how they can make their services better for them. I hear the way they are getting excited about new services and property areas they are preparing to explore. I have not, I should add, purchased property through them at this stage - but if I were interested, with all the hype some businesses like this make, I would certainly recommend that you take a look and have a chat with David.

And they are such fun to work with. Thanks to them all for the way they respond so constructively to the challenges they face into.

August 21, 2005 22:23 - Customer Service Tales

It was a brave idea. To travel 150 miles on a Saturday morning for lunch, then back in the early evening. We hadn't seen my parents for a while, yet we've done this journey a few times and it's always been pretty good, so, hey, why not?

I have three examples of customer service for you on that journey, two of which show that when accountability comes to call, in many situations in this country, we have none, yet when we leave the troops to their own devices, in a place where they are having fun, they can really turn it on.

1. Roadworks
   The journey took us 4½ hours northbound and 2½ sounthbound. Instead of arriving for lunch at 1, we arrived at 3. For the very few miles that there actually were supposed to be roadworks (and on one of the busiest weekends of the year), there was only 200 yards where people were actually visibly in attendance and of the five of them, three were parking their arses on the central barrier! This cost us 2 hours of our weekend. No accidents, just good planned chaos. I personally blame John Prescott (well, why not, he such an idiot when you upset him, but what a laugh!). Seriously though, who is accountable for stealing all two 2 hours for those tens of thousands inconvenienced - it is a joke that no-one in government takes the rap for this - it is their doing (clearly Tony hasn't got the time, he's to be seen splashing around in his £100 swimming trunks. in most of the weekend papers!).
   
   
2. Costa Coffee
   Finally we reach Sandbach at around 1.30, desperately hungry, thirsty and not to mention in need of a 'comfort break'., which we take. We also need a drink and a snack, so we pick one up at the Costa Coffeee, just inside the services. The price at Costa is always a bit steeep for what it is, but we were attended to by a couple of great girls who were quick, pro-active (don't you aleays love that!) and got us back on the road in minutes. Well done! Back on the road in minutes? Or so we thought...
   
   
3. Sandbach Services
   ...had a very special treat for us. The have brilliant road markings on the floor saying 'EXIT', but just to hang onto their clients that little bit longer, these exit signs now lead to special concrete barriers, placed undoubtedly for someones convenience, but none of those people could be described as their clients.

How is it that there are some organisations who are just so crass that they don't need to care - and above all have that John Prescott style of take it or leave it - I don't care at all - management?

Hey, ho, the ups and downs of a jolly weekend away.

August 22, 2005 22:52 - About Cycling

I like cycling. Well. I like bits of it. The going downhill is good, even on the flat isn't bad, most of the time!

Uphill, I can do without, though with all the gears there on bikes nowadays, even hills I can cope with, my little legs going round faster and faster, with a gear that is nothing short of a miracle.

Isn't work like that sometimes? We can focus hard on the work we have to do - and sometimes it's really hard going. Other times it isn't too bad and we coast.

Most of our work can use those 'gears' to make the best of the workload, using some easy gears to make light work of the hard bits - and, of course, kicking down a few gears when it gets so easy it's boring.

Have you ever experienced that?

Next time you are in 'coasting' mode, remember that there are tougher gears you can use - these are where you have to look for the next 'stretch' - the next challenge. When the going gets especially tough, how can you make the most of other resources you have around you to make the going easier?

Work doesn't have to be all ups and downs - there are ways to smoothen, whilst maximising interest.

My bike ride, with my 22-year old daughter was fun, we enjoyed it. And I knew afterwards that I'd been on a bkie ride (especially this morning!). And it felt good.

August 24, 2005 23:53 - Psst - Wanna Earn More?

In a recent piece of research by the TRACOM Group in the States, they found that those managers demonstrating strong 'versatility' earned, on average 29% more (around $30,000!) than those at the lower end.

So what is this 'versatility' stuff then?

Well, it's about 'image, presentation, competence and feedback' according to the authors and comes out of work on Emotional Intelligence (or for those of us who prefer short words, 'how we get on with our people').

In fact, for those showing the higher level scores in 'versatility' assessments, their overall performance (measured in 47 areas of business) were increased by up to 27% in some of the more people-related areas of skill.

It is possible to predict, using data from an individual's 'versatility' score, up to 15% of the overall job performance for an individual.

As Dr Casey Mulqueen says, "You get somebody who comes into position as a manager, they might have all the technical skills they need, but their versatility is really the tipping point to make them a very effective manager."

Simply put, this versatility thing measures this. High scorers "impact their direct reports because the direct reports are saying, ‘This is a person that I really enjoy working with. This is a person who motivates me'".

You can checkout the whole of this fascinating article right here.

August 28, 2005 19:00 - Flittering

Is it a value or a hindrance? Are you a butterfly, flittering from flower to flower, of once you are set, do you stay with where you are?

There is a value in managing people with a great 'jack-of-all-trades' knowledge about the business you are in, and there is also a downside.

If you spend your time in an unfocused way, moving from one option to the next, not finishing things off or half-heartedly, then it can be a serious disadvantage.

Your people become frustrated and things slip past. Your performance is flaky. The key here is to have a good insight into all areas of your business, but to let the most part of the work go, just keeping an eye on things.

You are there for your people, but only when they need you. You have set standards and expectations so they know the outcomes the business needs - and then let go.

Then Again...

...if you are a single focus sort of person that has benefits too. You do some things really, really well, but you lack the breadth of understanding that is so valuable. The way forward for you is much the same as before.

Get people who do have the skills to focus on your weak spots and give it over to them - trust them to deliver what you need from them and let go.

You see...

...utilising the capacities of all of your people really works, whatever type of manager or business leader you are.

And this frees you up for the bigger work - relationships with your people, business development, strategy - and you leverage your own skills, by less flitter or comfort zone.

August 29, 2005 22:16 - How Ballooning Helps Your Business

I went up in a balloon a while ago. I'd been trying to go up for a while, but what with bad weather and last winter, I wasn't able to make it.

What I saw when I was up there was spectacular. Of course. And I would recommend it to anyone. Yet what was more interesting was that I saw things from an entirely different angle, as you might expect.

Ballooning is seeing things from way above, which we do rarely, except in a plane, and that is quite fleeting at 200mph!

It's about the perspective with which we view things. Way above you notice things very differently. Way above and moving slowly, you have the chance to take your time to observe and reflect - attributes hugely valuable for business.

How would it be if you viewed your business from a completley different angle? What would you see, what would you notice as great; as weird; maybe as scary too?

By taking the time to see your business; your people; even yourself and how you behave and react in your business, you can find out lots.

It's worth the effort.

And then, what you do with it counts.

August 31, 2005 09:43 - The Fountain of Youth

It's that time of year again. The kids are going off to uni and the stores are changing their weekend and evening staff.

As businesses have needed to become more flexible, they have used temporary and part time hours more and more, and this has meant that at their most important i.e. busiest times, retailers often have their least experienced people around.

There is a solution here. If you manage a retail business, you ensure that your temporary employee turnover is minimised each year, by having a few leave each year, thus retaining at least half who are experienced, to work with the newbies.

This does require careful planning, as the two year cycle from 16-18 needs some managing. So try to turn half over each year.

Another way you can build experience quickly is to buddy up the new people with other kids who they will learn quickly from. In addition, ensure that the store culture means that they get shown the right way to do things, by skilling up fully during the year. This means you have to have a rigorous look at the 'way we do things around here', to ensure good habits, not bad get passed on.

If you are a parent, don't just regard the work your kids do in a shop as spending money. Shop work, even though you might not want your child to do it for the rest of their life, is a great leveller. many has been the time (including my own kids) where I've seen quiet; arrogant; silly or just plain lazy kids be snapped out of their 'attitude' by a spell working in shops.

And for those leaving where I've been known to spend just a little of my time, Edmeister (got your name in first, as you asked!), Sandeep..eep..eep (what's the Mars Bar score then - just waiting for The Oval result!), Hayley (for looking after me!), Claire and Rea, good luck in this next stage of your life and hey, it's been a lot of fun (?) getting to know you!