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May 7, 2006 20:55 - Sweating the Small Stuff
In business, it's the small things that make all the difference. Sure, some of the small stuff isn't vital, but much of it is and it's very simple to fix.
Here, I'm talking fixing simple things for your customers or clients and just as (actually, I'd say more) importantly, your people too - your employees or staff.
It is important to fix as many small things that you can quickly and completely. Just finding out what they are is the first thing - so I would expect you to do two things.
Use your eyes and your ears.
Ask and Look.
Simply listening and looking around you, at the standards your customers are experiencing, the work experiences your people are truly living and challenging what little things you can do today to make you and your organisation more friendly.
That means to deliver what they all want.
It really is as simple as that.
My guess, and challenge if you like is that there are 25 things you can fix fast!
Things that can be fixed quickly; today even. This will enable you to show you care, build relationships and set out for how your business will be run. 25 more? You bet!
Then it becomes the culture.
By having a 'can-do' attitude to the small stuff, it clears a lot of clutter and mistrust and sets the scene for the future - a culture of fixing things fast.
Indeed - "The Way we do Things Around Here".
What a legacy for you to build within your business or organisation.
In Rudy Giuliani's book, Giuliani Leadership, his first chapters are all around that - 'Broken Windows' and 'Graffiti'.
If you have time - give it a whirl.
May 12, 2006 22:32 - Radio Bow-Wow
There is news that a Thai radio station is about to start up purely for dogs.
Apart for the cliched list of popular dog-related songs ("Who Let the Dogs Out", etc.), it seems that dogs like soothing Beethoven-like music and not the noisy brash stuff.
The professorial expert that was wheeled out when the topic was being discussed, said that dogs were rather more able to understand things than might be imagined.
In fact some dogs can understand hundreds of words uttered by their human friends.
What was most interesting, and perhaps of most value to us, is how dogs can interpret the most subtle of shifts in body language.
A small movement such as putting a cup down, for example, can indicate to them that's it's time to prepare to go out for a walk.
In business and perhaps because we use audible language far more, there can be many visual clues we miss. Our communication skills depend a lot (some say up to 70%) on body language, though we do not recognise it as strongly as the words we hear.
Like the way a dog can respond to subtle shifts in body language, paying a little more visual attention to each other in the workplace, as well as what we actually hear, may have a beneficial payoff in how we respond to each other.
May 14, 2006 18:42 - The Attraction of Opposites
Sometimes, when you are stuck for a decision to make, it is worth thinking the unthinkable.
Trying the impossible.
And it doesn't only reflect on the decisions you make - it could be a whole approach.
One thing to try is absolutely the opposite to the direction you were thinking of taking.
What would happen if you were able to let go of your current direction/decision and do exactly the opposite. A 180o shift.
Nothing will damage you much in one week, so, this week try it on for size.
But - don't think about it, actually do the opposite where you have the reasonable choice.
And see what benefits that very different approach might take
...because sometimes...
...the opposite is all in your mind. In your conditioning.
Letting go of some of that will broaden your horizons magnificently.
May 15, 2006 14:30 - Coaching at it's Simplest and Best
I'm always delighted to coach people in the moment.
Often when working with groups on coaching skills, we work in numbers that don't always divide correctly, so I get to have a go!
The thing that is so fascinating is that whatever problem needs solving, the 'client' almost always has a solution in mind; a set of action steps already in place that are ready to roll.
In these programs, there is usually a lot of experiential work done and I always learn a lot myself, not least how to upgrade and improve myself all the time too.
And the fascinating part is how good coaches participants become in a very short time.
This week, working with a client in Lisbon, I had the great fortune to work with a participant who had already (by the morning of the second day) evolved skills such that I had a 'wow' moment of my own.
Many of us are naturally excellent coaches and with the confidence to let ourselves go, in the moment, we really can make the difference in others.
So, thanks, or 'obrigado', as they say in Portugal!
May 17, 2006 19:20 - Trust is a Two-Way Street
Leaning on your people is something all managers have to do at some time or another.
Asking them to go 'the extra mile' is something you can do from time to time with their support, as long as you set the conditions right in advance.
Recently advising a retail organisation how to get better buy-in to an important initiative, it became clear that there was only one side to their 'trust' equation.
The demands they were making of their people were one way - espcially in some of the locations they were operating in. their people did not feel loved, supported, encouraged or recognised at all.
Local management was only interested in squeezing the most from them. And not giving much back.
And they wondered why they were having so much trouble getting their people onboard with the initiative!
Sadly, they are always going to struggle, since building trust in the organisation is the one thing you can't turn on like a tap.
The investment has to be made up front. As Steven Covey maintains with his 'emotional bank account' metaphor, deposits have to be made regularly by employers to enable them to request withdrawals from their employees from time to time ("The Seven Habits of Highly Effective People").
And so often that doesn't happen, frustration builds, as does mistrust and, of course, the level of commitment fades.
And organisations fail, consistently, to address this issue.
Sure they train their key people to respond - and then miss out going the whole way to ensure those important, some would say critically important people, deliver the right environment for their people to be best motivated.
And, really, that is the only time they will deliver of their best.
May 20, 2006 19:50 - Speaking the Lingo
I'm always amazed when I work abroad how well many of the locals speak English.
It truly is a universal language, especially when working with multinationals.
In fact it's rather embarassing when they can all much more than get by - and I struggle with please and thank you!
In truth, there are some european languages I can get by in, some better than others.
I always feel that with a little focus and a bit more immersion, I could become quite adept at most languages (though Hungarian and Finnish would be very challenging indeed).
It's something of a laziness for those of us who speak English naturally, that we don't make better effort; those I come across who don't have English as their first language make a great effort, whilst to my shame, I don't have to.
Except to find the words to say thank you perhaps, and au revoir maybe!
Both of which I mean sincerely to those who work so hard at making my work with them so easy.
May 21, 2006 17:48 - Potentially Successful
There are two, very historical views about the potential of individuals. This is a generic thing, not just about in business. And it applies just as well there as anywhere else.
One theory, expounded by Pelagius a fourth century monk, is that each individual is the source of unlimited potential. Just waiting to be released.
A second theory, expounded at the same time in history, this time by St Augustine (and causing quite a clash between the two at the time), is that humans will always be limited by their frailties. Once they get over one character challenge, they will surely succumb to the next one, coming along any time soon. And this will hold them back - a lot!
In fact, bosses usually fall within one of these two opposing categories. They either believe that their people are very capable indeed, and work hard to ensure that their potential is 'released', through support, encouragement, development and, of course, coaching!
Or they consistently blame their people for being inadequate, give them a hard time to ensure that they keep their noses to the proverbial grindstone.
It's just that we are all individuals. We come from different places from each other. It the nature of our individuality. And we see things differently.
Guess which we encourage here? We believe in potential being available to all and 'freeable'. It's inherent in everyone - the skill is to unlock it. And the best managers have that skill.
So an action to take in your workplace this week is as follows:-
- Seek out the very best quality of each of your people. Find at least one thing the are very good at - every one of them.
- Discuss with them what it is about who they are that makes them especially good at that aspect of what they do, that they excel at.
- What can they do more of, to leverage that talent.
- What can you free them of so that they, you and your business can exploit their strengths.
Because, they all have them - great managers seek out the strengths. And everyone, including the business, the team, the department as well are a winner!
For more on Pelagius and St Augustine (in this context at least!), checkout Art Kleiner's great book "The Age of Heretics" (thanks Andy, I finally got round to reading it!)
May 24, 2006 11:45 - I Found Her!
This week I found a manager who is delivering all the components of a brilliant workplace!
Not only has she clear expectations of her people (and they deliver), she also is well liked and a vital part of a small, successful business, within a much larger organisation.
I came across this wonderful exponent of supportive, developmental and yet challenging people management, when working with a client and visiting one of their stores this week.
And I didn't even meet her!
In fact I have spoken with her by phone a couple of times, on minor issues, though I haven't worked with her.
Her business was just purring along, without her present (always a great benchmark, by the way). Her people were very complimentary about her. Individuals were delivering the tasks the business required and without fail
One said, 'You know, if we ever make a mistake, she never tells us off or complains, she just helps us get through it and we fix it for the next time".
This very month, May 2006, she and her team were honoured with a certificate for showing the very best customer service out of 200 stores in the region, with a consistent satisfaction score in the upper 80%'s.
It is a small business and so far she has resisted the temptation to move up the ladder. She is well, though not exceptionally well, paid and, you know, I think she loves her job.
Truth is, she is a people person, she respects them and enjoys their company. She has made the leap from being the boss, to being one of the team, with her gentle hand on the rudder.
She and her team are a 'community'.
Very refreshing.
May 26, 2006 05:56 - Sometimes It's Worth Getting Your Feet Wet!
We all have business areas where we are comfortable.
Those areas where we developed our expertise in the early days; or a particluar area that suits our personal style and capabilities. It's easy to hang out there.
And it's an easy habit to get into - hiding away where we are comfortable.
Yet often, the sign of a really great manager is when they spend at least some of their time where it isn't their most comfortable spot. A place they avoid because of a lack of knowledge, or skill or, well, it just doesn't get their juices flowing.
Yet that isn't good enough.
At all.
In fact, there are times when it is extremely valuable to focus on those areas of your business that are, by your choice, right off your horizon, because you don't want to go there.
You see, those business areas where you are good, will already be spinning like a top, performing almost to the max.
Because you like spending time and focus in those areas. You are already squeezing them hard and making the most of them.
Yet you have a lot more mileage in those areas where you are not looking at closely. So it is well worth your while to look closer.
A couple of weeks ago, I took an hour out of a busy schedule in Lisbon with a client. It had been a long challenging day for us all. So I headed off to my hotel, got changed and went for a walk on the beach.
Trainers and socks off, I took a moment or two getting into the sea for a paddle. It sure was cold at first. And I soon got used to it making a very refreshing paddle indeed.
Once I was in, it was a lot nicer than my initial perception and a lot of fun.
Maybe it's time to dip your own toes in the murky waters you've been avoiding - and it might not be so bad once you are in there.
And there might be quite a reward once you are in!
May 28, 2006 22:23 - Being Fully Understood
Why do we get into disputes with people? Truth is, you are both right when this happens.
Or didn't you realise that?
In an argument, both sides deeply believe they are right.
Deeply.
So here's an exercise for you. When you are in a dispute with someone, find five things about their side that you know they believe, but that you don't.
Five things.
Ask yourself, why could it possibly be that they believe these - c'mon, be generous - not seeing this. is about you, not them.
You may find this challenging, but persevere, because it will change the way you perceive disputes for ever.
Once you have done this, find five things you both agree on. And use these as your starting point in the conversation - creating harmony and togetherness in a dispute will make it work better.
Oh, yes, by the way, this is your job, not theirs.
Why? Because if you are in charge here, getting it right is your role, not theirs.
Sorry, but that's what you get paid for.
Out of conflict comes positive relationship building.
'We got through this together'.
Which really is excellent for building rapport, relationships and teams!
And this helps you, them, as well as your organisation too. And others as well.
Why?
Because at the end of the day you all go home and your mood, in success, is far, far better. So who do your share that with? Those you go home to. Those you spend time with.
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