The December 2004 Log
More about the picture - see December 14th below!We have now moved 'The Blog' to the button on the left and this will be the permanent place to find it from now on. So feel free to bookmark when you go there, safe in the knowledge that you will always get the current version of 'The Blog' there. Thank you and a Happy New Year! December 24th, 2004BalanceIt's all over now, bar the shouting! So from us all at Coaching Businesses to Success, we wish you all a Happy Christmas and a great New Year. We'll be back on the 2nd of January, raring to go!It would be remiss of us to remind you that, despite how busy business is, the times of year to savour are not always at the office. Chill, have fun and think about where others are at this busy, sometimes claustrophobic time of year - and be mellow, kind and gentle with each other. If this isn't in your cracker, it should be! Why did Frosty go to live in the middle of the ocean? Because snow man is an island - Ha! Love and Best Wishes to you all. x x x December 23rd, 2004DevelopmentBusy Christmas shopping today (man=late!) and I was behind a customer with a bit of a problem. She had been overcharged and the girl serving her had got into quite a fix.It was really busy and at the other till was a manager. He realised that she was struggling and although trying hard, she was taking a long time over getting it perfectly right in her 'systems' - and the customer was getting frustrated - with just one actively serving, other customers were getting frustrated too. The manager, sensing something was wrong, suggested that they swap places and he resolved the matter for the customer really quickly, apologising for the delay and with a 'we'll sort the paperwork out at our end afterwards', wished her a Happy Christmas. Problem solved. What are the things we can learn from this?
This could fit in a number of categories, but I think Development is more relevant. December 22nd, 2004CustomerAfter a little bit of a hiccup, HSBC have managed to recover themselves enough for me to applaud their service standards today.I applied for a credit card in the middle of November and heard - nothing. Then yesterday I got a letter saying that I'd filled the wrong from in (the one that their Bath branch staff gave me) and if I filled in the enclosed one, they would process it urgently (four weeks later, of course). But there was no form! So yesterday, I tried very hard to get hold of the guy who wrote me the letter, but he is away for 2 weeks (hope you're having a nice holiday, George Radziusz). So a very nice Amanda Weston dealt with me and arranged for me to take the relevant ID paperwork into my local branch and they would sort it out for me. And they did! From the Management Trainee, Matt Staite who saw me to start with (and offered me a cup of coffee!) to the Premier Manager Judy Preece, who came down for a chat, they were very nice people indeed. I have an appointment to see them about moving my account to them in the New Year - after all, Nat West, where I've banked for years and years, have gone a bit off the boils sine RBS took them over. The key to this is - even when you get it wrong, you can really fix it for your customer if you get the next interaction really, really right. Complaints are a wonderful thing not only to respond to, but to leverage for yourselves when in business. Don't miss the opportunity! December 21st, 2004DevelopmentWe're delighted to have achieved a number one ranking at Yahoo with the search term 'coaching businesses'!We know there are loads of resources already on this website, but to develop it further, there are little articles going out all over the web to increase our visibility. So if you want to read any of them, then click Articles and you'll find the eight or so to date. More will follow and there will be (we promise) a better system of indexing (probably based on the Eight Key Steps), so that you can find your way around. We'll also have a search box in the next month or so too. Also up this month will be the new newsletter, due out on January 5th, so if you aren't already signed up, then take this opportunity to do so and there will be some sort of freebie for early adopters. If you checkout the Free Stuff page, you'll see more to come there too. Already in plan for next year are e-books, e-courses and teleclasses, some of which will be free at our friends 247 Coaching It's going to be an exciting year, with Intercept as well! December 20th, 2004CustomerSite Build It has a sale on! Anyone want two sites for the price of one? Two sites that will be Search Engine Optimised as you go. No fancy pricing either...A website that has got this very web-site here from nowhere to a current positioning of the ranking shown in the Alexa box below in just three months?Well, now you can! Until midnight EST December 24th, 2004, you can have two sites for the price of one. Click through the logo at the bottom to access the system. It has proven to me that, knowing nothing except a bit of information which was just below the surface in me, you truly can get into the top 0.5% of websites with a focused, simple way of writing which has yes, been hard work and no, it wasn't painful at all - it was fun. There's no better time to have a go. Two cracking sites for just $399! Click the 'Site Build It' logo and follow me as I take personal advantage of this offer... For this site you're on right now, there's much more to come and...you ain't seen nothing yet! And there's more...The Sitesell forum alone is brim full of ideas and hints to make your website just so successful - it's worth the entry fee alone! I think I might investigate a travel related site next - I have an idea or two...and it's such an unexplored area..!  December 19th, 2004TeamI've been involved in a small property deal for the last 12 months or so and it has had it's challenges (or as we coaches say - learnings!). And it's needed a true monster of an approach to get it back on it's feet.And what approach is that? Read on... My business role has always to form good, strong and win-win relationships with people - and focus on the output that is needed in the circumstances. The bottom line. With the property deal, we had to get straight, but nicely, with some people and to get the job completed. With those two skills in place, it was a no-brainer about which way to go. The deal isn't quite done yet, but it will be. I was able to form the right relationships and form the right outcome goals - and now it will work. It's like what I do with my coaching clients every day. So there is a coaching benefit as a way of being outside the purest role I play - a coach! An activity I will remember in future applications, all over the place. Why Team? Well because the behaviours are exactly what we need to take when working with our own teams, day-in/day-out. Nothing gets wasted here! December 18th, 2004CustomerI'm pretty clear on the needs of a business.
Starbucks have quite a few of these attributes - yet one bit of it really, really bugs me (apart from their prices, which are quite steep for basically a cup of flavoured water - oh, sorry, silly me, there is the 'ambience'). The part of this process that truly gets my goat, is the shenanigans you have to go through to place your order, pay your money and get your coffee and blueberry muffin (my favourite). I don't think I've ever been able to get through this bit without exasperation - wherever I've been in the world and whatever time of day - maybe they do it on purpose, as part of 'the experience'. If so, Starbucks, please stop! You may be phenomenally successful, but I just want to 'Get in', Get it' and then 'Get out' as quickly as I want to - not at your whim. I could revert to making it for myself. For the price I have to pay there, I think I deserve something rather slick, and not half-way down the stairs in your branch above Borders in Swindon today. Time to get your act together, I think. Interesting how, despite being in a 15 minute queue for my coffee, I heard two calls from the Borders staff for, 'All spare helpers to please go to the front checkouts'. Way to go Borders! Ambience and great service, now that's more like it! December 17th, 2004FutureAccording to today's Daily Mail (sorry, there isn't a link yet, as I write this early in the morning, but checkout the website - or even buy a copy of the paper), Jose Mourinho, the fascinating new coach at Chelsea Football Club has a 'bible'. In it he details the philosophy of how to best 'coach' his teams.I had a written and published set of 'standards' when I managed stores. In fact I didn't have it everywhere, but when I needed it to be really, really clear, it was a bonus. If you find you are having a challenge with your people missing what you expect from them, especially in a general and day-to-day sense, write down what your expectations are of them. If you have a management team, get them to help you - be fussy; pitch high; be very, very clear and specific - you will value it. Mourinho's 'bible' is a secret; don't let yours be. Conversation point:- December 16th, 2004BalanceDave lost his job recently. In a major review he was deemed 'too highly skilled' for his current role, but there were no more senior places for him at that location (Hmm, great organisational thinking eh?) and he wanted to stay locally, because of his settled kids at school.So he took his severance pay and left. He took his technical skills and went back to them, where they were highly sought after. I lost touch a little for a few months, but I saw him again last night. Undoubtedly the last few weeks had been a bit scary, but as a consultant in his technical field, he is much in demand. True, he earns a little less, but, you know, he loves it. He will never go back to a senior management role. He is a great example of taking his chance of freedom with a relish. Redundancy need not be feared as you look for the opportunities from it and embrace them. You have that choice when the opportunity for change comes your way. True it can be scary, but if you go for it positively, chances are it will come right for you. Remember the valuable person you truly are. December 15th, 2004CustomerI needed a new headlamp bulb. I'd driven all the way back from Peterborough and it was only when I arrived at my garage door, I truly realised. I thought it had seemed a bit dull on the way back - nothing to do with the fantastic two days I'd spent with Judith Underhill and Stephen Pauley working on Intercept accreditation.I digress. I went to my local Halfords and they only had one bulb, though for the sort I wanted, some sort of 50% brighter bulb, you were supposed to change them in pairs, or the rabbits get puzzled or something - anyway, they were buy one get one free! But the one seven miles away had 54! Hmm - logistics business development managers take note - opportunity here! I was a bit busy really, but hey, I had to have them. Over there they had them ready for me and I then met a gung-ho wonder assistant! he looked up about fitting them. It said in his book, 'under no circumstances attempt to fit bulbs to this car'. (It's a Mondeo for goodness sake!) So then he said, 'Ha - we've gotta have a go at these!' And off he trotted - a man on a mission with a challenge to beat. 10 minutes later, after assisting with a torch I held (it was 4.30pm), we emerged victorious. This is a man who has built two cars of his own, is a motor engineer and a Beetle repair specialist and I'd found him, waiting for me, down at my local Halfords.
Mind you, the lights don't seem that much brighter...but hey, they were buy one get one free! December 14th, 2004BalanceI just wanted to share a little fun with you. David Carter is a new friend of mine who paints exquisite acrylic abstracts. I you feel like a little peace and respite in your busy day, take 5 and look at a piece of art, just like this! Look at the textures and the colours - and then find more again to absorb. It will refresh you. Checkout David's website and his great value pictures.December 13th, 2004TeamI love football! Despite carrying the burden of being a Burnley supporter for all of my life, I plough on. But today, there was an article in the Independent (Monday, December 13th - the longest day is coming up, the days will be getting longer again soon!) about Ian Dowie, manager of Crystal Palace.Now I haven't really liked Dowie - I think it was a rather arrogant interview he did last season. But now I'm having second thoughts. Dowie really is a coach! In the article, here, Dowie talks about how he motivates his players - outside the football training, he talks to them, listens to them, asks them questions about all sorts of things. Dowie gets to know them - personally. This is what he had to say specifically:- 'I suppose it can only be of benefit to Crystal Palace that Dowie, denied daily contact with his sons, has found a surrogate family in his players. He has taken to going on long early-morning walks with players who are out injured, chatting about their backgrounds and tastes in music and anything but football. "That ability to know your employees, what they like, what they're thinking, that helps in any profession," he says.'Now how about that, for years business coaches have had to survive potential clients asking us, 'What sport do you coach then...' and now a great sports coach is using the 'new' coaching practices on his players. WOW (and I'm about to give Dowie a second chance!) December 11th, 2004DevelopmentThis is a story about a man and three dogs.I walk a lot - especially for about half an hour each morning, if I've nothing else on. I see a guy with two dogs quite a lot. We chat a little, occasionally. Of the two dogs (I know I said three, so hold on a bit), one is a light brown lurcher and is quite friendly and the other is a beautiful black labrador. He is 'nippy' as my co-walker tells me, so I have been a bit careful of him, but I always try to stroke him too. My friend gets a third dog - another black labrador; a bit younger than the other two. So as I'm walking down the road this morning, I see all four of them coming down the road towards me. I'm not sure which black labrador is which, so I try to pick out the 'nippy' one (he sometimes nips you, to clarify). One of the black labradors seems to be smiling, the other not. I guess right, say my hellos safely, we pass pleasantries and I walk on. As I go, I hear the man say to the tricky labrador, 'I've no biscuits left', as he is pestered. I'm a little sad for the dog. His master doesn't know why he is temperamental, but he is. It's also interesting that he's the first to pester for a biscuit. Questions
December 10th, 2004ResultsSo there I was, drinking my coffee, as I often do in this restaurant. It's Frankie and Benny's in Swindon. They have come to know me there. The Italian coffee and the 50's ambience and just classic music (not classical!) is to die for (and I might do, with it's caffeine stuffed expresso!). I have also come to know Joe, the manager and his team, really well over the last couple of years. What I like about Joe is his enthusiasm and his bottom line focus on what makes his business tick. Enough generalisation!I was watching Joe with one of his team. He was totally engaged in conversation with her - so much so that he didn't spot me watching him at all. Yet, watch I did. He was giving her full attention. What a relationship builder, or in Joe's case, a relationship 'manitainer'. Joe has a great, yet very demanding way with his people. He makes it clear what he wants from them and then chases it absolutely. And he has the best of relationships with his people - they truly love him!
December 9th, 2004LeadershipOne of my clients had a problem. She had potentially made a serious error of judgement and had told her boss, late on Sunday night, at home. Whilst he didn't usually like to be called at home, he sensed her concern and was supportive. Monday morning would hold the outcome.Her boss knew the result before she did and rang her as soon as possible, to let her know everything was OK. It was a mistake, and one which she knew she should not have made. He made just light enough of it, not even asking her to justify or learn - he knew the experience was learning enough. It was a revealing exercise and one which showed true leadership - and a stronger bond between them. December 8th, 2004TeamI was talking to a business manager today. he's new to the organisation and has picked up a whole host of issues, especially with the sub-managers he's inherited - and their teams. What does he do? He spends time with as many people as possible, with their managers. He models the behaviours he expects of his management team. There was no opinionated criticism directed at them - no negatives, even though they have spoken about expectations. He has observed some quick-wins opportunities for his people and he is committed to delivering on his promises.What an excellent way forward for them as his co-workers, both the sharp-end team and his managers. There will be growth and progress, I think, for him, his managers and all of his people - a true win-win-win! December 7th, 2004BalanceWhat a beautiful Autumn it's been. It really has to be my favourite time of the year. It smells great and the colours are amazing.We have now had back our returning family of pheasants, led by 'Damien' the male. At this time of year he's mainly scrapping with his male counterparts, but in the Spring (or this is what happened last year), he will attack our patio doors with a vengeance. We think he sees himself and attacks. The girls in his harem (there were six, but he lost four), stand by and watch the daft old thing. I'm tempted to turn this into a 'perception' and 'in the mirror' sort of thing for you, but it's Christmas and I guess you have a lot on your plates. Speaking of plates, now I wonder where Damien got to... December 6th, 2004LeadershipThere's a great piece in December's Management Today by Rhiannon Chapman. It's a piece I (and a couple of million others) could have written too:-) She talks about the very different perceptions that the boardroom and those working at the sharp end have and apparently, this gap is growing at an 'exponential' rateRing any bells anyone? As budgets get slashed (taking the very people necessary to give great service away - not an intention, but what seems to happen), seemingly to create improved profits, a blind man with a small dog could tell you this is a 'diminishing returns' sort of thing. Over their horizon, seemingly (this is me now - see bandwagon, jump on it!), is the serious damage to how people feel about the organisation. Sure, they do the 'staff satisfaction' surveys and get their 82% - but they ask clever, self-deceptive questions. Culture is a vital component, yet, directors know best and so, possibly(?) unwittingly, they destroy what was and squeeze the profits. If there are any big cheeses out there reading this, take note. You are killing the businesses for ever - there is no way back. Especially in 'service' industries, people are reaching the edge and they will not come back. It will mean that recruitment of quality at these customer-facing businesses will fall apart and business will suffer! And what happens, as Chapman says in her article, where risk is an issue at the sharp end? Who carries the can? You know who it won't be. Now why would the boardrooms want to squeeze short-term profits with only lip-service heed to the future. I wonder... But maybe I'm just being a bit naughty now. December 5th, 2004BalanceThinking positively is an order we make of ourselves frequently. It keeps us going when times get tough.But, as we know, it isn't always that easy... We lose perspective and that clouds our ability to be realistic about ourselves and others. Next time you think the world is crashing in, checkout what good you do, what joy you give to others and those things which, every day, you push to the back of your mind, when something goes wrong - and you forget. The bigger worries, fears and difficulties are, the smaller they are if you keep perspective - however hard it might seem... Oh, and by the way - we all suffer from this - you are not alone. December 4th, 2004Results"Miss Effective"Laura started her day at 8am and finished it at 6pm. Her role was quite technical and pressurised. Yet, she started and ended with a gusto - a real sense of achievement and focus. She had done herself and the organisation she worked for proud.
December 3rd, 2004TeamAt this busy time of year, retailers need to be on the ball to make the most of their opportunities. Often profits are hugely magnified in with the benefit of the economies of scale that high customer flow and full baskets provides. It is at times like this that the team becomes critical. If you lead and manage a business at this peak period, all your ducks have to be in a row to maximise your profitability. If your key people are underperforming, now is the time it will show. So, as an exercise, don't miss this chance to see what happens when the screw is turned.
December 2nd, 2004CustomerToday I had a wonderful experience. I was in a medium sized store and I saw the following scene. The store was quite busy. At the checkouts a busy mother was looking around and left the queue, her shopping literally on the belt. Her son wanted some crisps.As she left the queue, a member of staff saw her puzzled look and asked her if he could help. "He wants some crisps", she said, "Where are they?". The member of staff said, "Right at the back, I'll take him if you like". The mother looked relieved. "Will he know what sort he wants?". "He'll know", the mother said, smiling. The child, looked at his mother, who nodded encouragingly to him - giving him permission for his little adventure on his own. He then took the hand of the member of staff and went to get his crisps. Quite quickly the two of them came back, the child with a pack of Quavers in his hand. "It didn't take him long to choose", said the member of staff, to the mother. "No, it wouldn't have", said the mother smiling, "Thank you". A lovely scene, amid the busyness of Christmas shopping. It made me pause to think.
December 1st, 2004BalanceI've been writing the web-page on Enabling Fun and whilst it came quite easily in general, I try to test my web-pages and ideas out in the real world too.I've followed my 'hairdresser' for years and now she has her own, successful business, at not quite 30, I love going there, even though as time has gone on, there is a lot less hair to cut. So today, I asked her what was fun about work. She told me she loved working for herself, she loved the people she worked with, she loved the interaction with her customers - work was fun! I've never seen anyone in the workplace there not having fun. It's a great place to go. And it wasn't just her that said it, it was her people as well. Vikki and Jan her business partner have done pretty well - and they love it too. And so, looking at her bookings, do her customers. Back to Top - The December 2004 Log Permission is given for non-profit use of the information from this web page provided it is acknowledged as follows:- "Used by permission of www.coaching-businesses-to-success.com" Requests for other uses will be considered if you contact us via the website. Thank you. |
